Indonesia Jakarta Urgent Flood Mitigation Project

Public Disclosure Authorized
Document of
The World Bank
FOR OFFICIAL USE ONLY
Report No: ICR00004907

IMPLEMENTATION COMPLETION AND RESULTS REPORT

IBRD-81210
ON A
LOAN
IN THE AMOUNT OF
US$139.64 MILLION
TO THE
REPUBLIC OF INDONESIA
FOR THE
JAKARTA URGENT FLOOD MITIGATION PROJECT

(Jakarta Emergency Dredging Initiative)
August 23, 2019
Urban, Disaster Risk Management, Resilience and Land Global Practice

East Asia And Pacific Region
CURRENCY EQUIVALENTS
(Exchange Rate Effective February 28, 2019)

as at Project Closing
Currency Unit = Indonesian Rupiah (Rp)

Rp 14,076 = US$1
FISCAL YEAR
January 1 - December 31
(Exchange Rate Effective December 22, 2011)

as at Appraisal
Currency Unit = Indonesian Rupiah (Rp)

Rp 9,070 = US$1
Regional Vice President: Victoria Kwakwa
Country Director: Rodrigo A. Chaves
Regional Director: Benoit Bosquet
Practice Manager: Abhas Kumar Jha
Task Team Leader(s): Marcus John Jin Sarn Lee
ICR Main Contributor: Dixi Mengote and Natasha Zamecnik

ABBREVIATIONS AND ACRONYMS
AMDAL Analisis Mengenai Dampak Lingkungan, or Environmental Impact Assessment as

required under Indonesian law
BAPPENAS Badan Perencanaan Pembangunan Nasional, or Ministry of National
Development Planning
BBWSCC Balai Besar Wilayah Sungai Ciliwung-Cisadane (BBWSCC), or river basin
management authority of Ciliwung-Cisadane rivers
BMKG Badan Meteorologi, Klimatologi, dan Geofisika, or Meteorology, Climatology, and
Geophysical Agency
BPBD Badan Penanggulangan Bencana Daerah, or Provincial/Regional Disaster
Management Agency
BPK Badan Pemeriksa Keuangan, or Audit Board of the Republic of Indonesia
CDF Confined Disposal Facility
CPF Country Partnership Framework
CPIU Central Project Implementation Unit (successor to the PMU)
CPMU Central Project Management Unit
CPS Country Partnership Strategy
CSC Construction Supervision Consultant
DED Detailed Engineering Design
DGCK Directorate General Cipta Karya (DGCK), or Human Settlements (under MPWH)
DGWR Directorate General for Water Resources (under MPWH)
Dinas SDA DKI Jakarta Dinas Sumber Daya Air (SDA), or DKI Jakarta Water Resources Department
Dinas PU-DKI Jakarta Dinas Pekerjaan Umum (DPU), or Public Works Department of DKI Jakarta
DKI Daerah Khusus Ibukota, or Special Capital Region
DO Development Objective
EIA Environmental Impact Assessment
EIRR Economic Internal Rate of Return
ESMF Environmental and Social Management Framework
FGD Focus Group Discussions
FMIS Flood Management Information System
GDFRR Global Facility for Disaster Reduction and Recovery
GoI Government of Indonesia
GRS Grievance Redress System
HH Household
ICB International Competitive Bidding
IP Implementation Progress
IRI Intermediate Results Indicator
ISR Implementation Status and Results
JEDI Jakarta Emergency Dredging Initiative (alternate Project name)
JUFMP Jakarta Urgent Flood Mitigation Project
LARAP Land Acquisition and Resettlement Action Plan
MOF Ministry of Finance
MPWH Ministry of Public Works and Housing
MTR Mid-Term Review
NCICD National Capital Integrated Coastal Development
NPV Net Present Value
NSCWR National Steering Committee for Water Resources
O&M Operations and Maintenance
PAD Project Appraisal Document
PAP Project Affected Person
PDO Project Development Objective
PID Project Information Document
PIU Project Implementing Unit
POE Panel of Experts
PUSAIR Pusat Penelitian dan Pengembangan Sumber Daya Air, or National Research
Center for Water Resources
RF Results Framework
RPF Resettlement Policy Framework
RW/RT Subdivisons of village. Rukun Warga (or block/hamlet level) / Rukun Tetangga
(sub-block/neighborhood level)
SA Social Assessment
TA Technical Assistance
WJEMP West Java and Jakarta Environmental Management Project
TABLE OF CONTENTS
DATA SHEET .................................................................................................................................................. 1

I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES .......................................................................... 6
A. CONTEXT AT APPRAISAL ................................................................................................................... 6
B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE) ............................................. 9
II. OUTCOME ........................................................................................................................................... 11
A. RELEVANCE OF PDOs ...................................................................................................................... 11
B. ACHIEVEMENT OF PDOs (EFFICACY) ............................................................................................... 11
C. EFFICIENCY ...................................................................................................................................... 16
D. JUSTIFICATION OF OVERALL OUTCOME RATING ........................................................................... 17
E. OTHER OUTCOMES AND IMPACTS (IF ANY).................................................................................... 17
III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME .................................................. 19
A. KEY FACTORS DURING PREPARATION ............................................................................................ 19
B. KEY FACTORS DURING IMPLEMENTATION ..................................................................................... 20
IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME ................... 21
A. QUALITY OF MONITORING AND EVALUATION (M&E) ................................................................... 21
B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE ........................................................... 24
C. BANK PERFORMANCE ..................................................................................................................... 27
D. RISK TO DEVELOPMENT OUTCOME ............................................................................................... 29
V. LESSONS AND RECOMMENDATIONS .................................................................................................. 30
ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS ................................................................................ 33
ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION ............................................ 44
ANNEX 3. PROJECT COST BY COMPONENT ................................................................................................. 47
ANNEX 4. OVERVIEW OF JAKARTA’S DRAINAGE SYSTEM AND PROJECT LOCATIONS ................................ 48
ANNEX 5. MAP OF KELURAHANS ................................................................................................................ 50
ANNEX 6. RAINFALL INFORMATION............................................................................................................ 54
ANNEX 7. OVERVIEW OF FLOOD MANAGEMENT INFORMATION SYSTEM ................................................ 55
ANNEX 8. EFFICIENCY ANALYSIS ................................................................................................................. 56
ANNEX 9. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS ..................... 64
ANNEX 10. SUPPORTING DOCUMENTS ...................................................................................................... 65
The World Bank
Jakarta Urgent Flood Mitigation Project (P111034)
DATA SHEET
BASIC INFORMATION
Product Information
Project ID Project Name
P111034 Jakarta Urgent Flood Mitigation Project
Country Financing Instrument
Indonesia Investment Project Financing
Original EA Category Revised EA Category
Full Assessment (A) Full Assessment (A)
Organizations
Borrower Implementing Agency
Ministry of Public Works and Housing (DG Water

Resources), Provincial Government of DKI Jakarta,
Ministry of Public Works and Housing (Regional Office of
Republic of Indonesia Ciliwung-Cisadane River Basin), Ministry of Public Works
and Housing (Research and Development Agency),
Ministry of Public Works and Housing (DG Human
Settlements)
Project Development Objective (PDO)

Original PDO
The Project Development Objective (PDO) is to contribute to the improvement of the operation and maintenance of
priority sections of Jakarta’s flood management system.
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FINANCING
Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$)

World Bank Financing
139,640,000 139,640,000 91,072,221
IBRD-81210
Total 139,640,000 139,640,000 91,072,221
Non-World Bank Financing
0 0 0
Borrower/Recipient 50,210,000 46,290,000 26,833,579

Total 50,210,000 46,290,000 26,833,579
Total Project Cost 189,850,000 185,930,000 117,905,800
KEY DATES
Approval Effectiveness MTR Review Original Closing Actual Closing

17-Jan-2012 08-Aug-2012 02-Feb-2016 31-Mar-2017 28-Feb-2019
RESTRUCTURING AND/OR ADDITIONAL FINANCING
Date(s) Amount Disbursed (US$M) Key Revisions

31-Mar-2017 82.98 Change in Implementing Agency
Change in Results Framework
Change in Components and Cost
Change in Loan Closing Date(s)
Change in Financing Plan
Reallocation between Disbursement Categories
Change in Legal Covenants
Change in Financial Management
Change in Procurement
Change in Implementation Schedule
KEY RATINGS
Outcome Bank Performance M&E Quality

Moderately Satisfactory Moderately Unsatisfactory Modest
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RATINGS OF PROJECT PERFORMANCE IN ISRs
Actual
No. Date ISR Archived DO Rating IP Rating Disbursements
(US$M)
01 31-Mar-2012 Satisfactory Satisfactory 0
02 31-Dec-2012 Satisfactory Satisfactory 0
Moderately
03 27-Jul-2013 Unsatisfactory 0
Unsatisfactory
Moderately
04 05-Feb-2014 Moderately Unsatisfactory 9.70
Unsatisfactory
05 04-Aug-2014 Moderately Satisfactory Moderately Unsatisfactory 10.33
06 27-Feb-2015 Moderately Satisfactory Moderately Unsatisfactory 30.45
07 19-Jun-2015 Moderately Satisfactory Moderately Satisfactory 35.10
08 14-Dec-2015 Moderately Satisfactory Moderately Satisfactory 40.25
10 22-Dec-2016 Moderately Satisfactory Moderately Satisfactory 82.54
12 08-Dec-2017 Moderately Satisfactory Moderately Unsatisfactory 85.66
13 02-Jun-2018 Moderately Satisfactory Moderately Unsatisfactory 88.89
14 09-Dec-2018 Moderately Satisfactory Moderately Unsatisfactory 94.14
15 28-Feb-2019 Moderately Satisfactory Moderately Unsatisfactory 94.14
SECTORS AND THEMES
Sectors
Major Sector/Sector (%)
Public Administration 15
Other Public Administration 15
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Transportation 15
Other Transportation 15
Water, Sanitation and Waste Management 70

Other Water Supply, Sanitation and Waste
70
Management
Themes
Major Theme/ Theme (Level 2)/ Theme (Level 3) (%)
Finance 14
Finance for Development 14
Disaster Risk Finance 14
Urban and Rural Development 47

Urban Development 5
Urban Infrastructure and Service Delivery 5
Disaster Risk Management 42

Disaster Response and Recovery 14
Disaster Risk Reduction 14
Disaster Preparedness 14
Environment and Natural Resource Management 40

Water Resource Management 40
Water Institutions, Policies and Reform 40
ADM STAFF
Role At Approval At ICR
Regional Vice President: James W. Adams Victoria Kwakwa
Country Director: Stefan G. Koeberle Rodrigo A. Chaves
Director: John A. Roome Benoit Bosquet
Practice Manager: Franz R. Drees-Gross Abhas Kumar Jha
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Task Team Leader(s): Fook Chuan Eng Marcus John Jin Sarn Lee
Dixi Mengote and
ICR Contributing Author:
Natasha Zamecnik
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I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES
A. CONTEXT AT APPRAISAL
Context
1. Country and sector background. Jakarta, the capital of Indonesia, is one of the most populous cities in the world.
In 2010, the population of the city administered by the Provincial Government of Jakarta (Daerah Khusus Ibukota
or DKI) was 9.6 million, while greater Jakarta had reached over 24 million. In terms of economic growth,
Indonesia’s economy performed well between 2001 and 2011, averaging 5.3% annual growth despite the slowing
world economy at the time.
2. The geography of Jakarta makes the city vulnerable to flood risk. Greater Jakarta is surrounded by several
dormant volcanoes whose slopes form the upstream catchment areas of the 13 major rivers that flow through
DKI Jakarta, which lies in the delta of the Ciliwung river to the Java Sea (see Annex 4). Flooding is a perennial
occurrence and has been increasing in severity and frequency during the past decade. At present, 72.7% of
Jakarta is prone to flooding, threatening the lives of about 980,000 residents, or about 10% of Jakarta’s
population.1 Every year, large parts of the city are flooded during the rainy season, which starts in November and
ends in April. The flood events of February 2002, 2007, and 2008 were especially severe, each causing loss of
human life, displacement, outbreaks of disease, labor and school days lost, and reputational damage.2
3. The historical record of Jakarta’s flood events reveals that chronic inundation often resulted from, or was
aggravated by, drainage infrastructure failure rather than intense precipitation.1 The drainage system, originally
designed for a 1-in-25 year storm event, did not function as designed for a number of reasons, including
urbanization and population pressures, land subsidence, poor maintenance, inadequate solid waste collection,
and weak institutional coordination.3
4. Urbanization and population pressures caused changes to land coverage and allotment of space for effective
drainage, exacerbating the city’s vulnerability to flooding. Urban infrastructure and services lagged behind the
high population growth due in particular to urban-rural migration, which resulted in informal settlements,
oftentimes along canals or riverbanks.4 About half of the city’s small lakes, which had traditionally played a major
part in Jakarta’s flood control system, were converted into residential or commercial areas from the 1990s.
Encroachment and development along critical catchment areas together resulted in increased rainwater runoff
and diminishing storm water retention capacity both within the city and in upstream catchment areas.
1 Sedlar, Frank, Inundated Infrastructure: Jakarta’s Failing Hydraulic Infrastructure, Michigan Journal of Sustainability, Volume 4, Summer 2016.
Available from: http://dx.doi.org/10.3998/mjs.12333712.0004.004 [Accessed 16 July 2019].
2 Aldrian, Edvin, Dominant Factors of Jakarta’s Three Largest Floods, Jurnal Hidrosfir Indonesia, Volume 3, No. 3, December 2008. Available
from: http://ejurnal.bppt.go.id/index.php/JHI/article/view/653/498 [Accessed 21 July 2019]

3 Cochrane, J, 2016, What’s Clogging Jakarta’s Waterways? You Name It, New York Times, Available from:
https://www.nytimes.com/2016/10/04/world/asia/jakarta-indonesia-canals.html [Accessed: 13 June 2019]

4 During 1980-2005, the population of Greater Jakarta doubled from 11.9 million to 23.7 million. Every year, an estimated 250,000 people join
the rural-urban migration to Jakarta. Reference: Jha, A. et al, 2012, Cities and Flooding: A Guide to
Integrated Urban Flood Risk Management for the 21st Century, World Bank, Available from
https://openknowledge.worldbank.org/handle/10986/2241 [Accessed 22 July 2019]
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5. Land subsidence, principally caused by intensive deep groundwater abstraction and construction weight,
continued at alarming rates. 5 Due to land subsidence, a number of the rivers that flow through Jakarta no longer
empty into the sea by gravity. Despite high annual rainfall, the hollowed aquifers cannot be recharged adequately
as 97% of Jakarta is covered in concrete.6
6. Poor planning and execution of operations and maintenance (O&M) - The Ministry of Public Works (MPWH) and
DPU-DKI Jakarta (Public Works Department of DKI Jakarta) did not have sufficient resources earmarked for the
maintenance of flood control infrastructure. At appraisal, it was reported that no new discharge capacity had
been constructed in Greater Jakarta since the late 1980s. Between 1970 and 2010, no national- or city-level
dredging or waterway maintenance was carried out, leading to a major reduction of the system’s drainage and
retention capacity.3 Years of neglect resulted in the deterioration of embankments and build-up of sediment in
canals and retention basins, with some canals operating at less than a third of their original capacity.7
7. Limited coverage of solid waste collection services - Increased solid waste generation by a rising urban population
coupled with inadequate management of solid waste further compromised the drainage system. DKI Jakarta
collected less than 40% of the city’s solid waste, while 15% (approximately 1,000 tons a day) was discarded into
the city’s canals.8 Solid waste dumping and wastewater discharge into the canals and rivers also contaminated
the water, resulting in foul odor, health impacts and blocked river flows.
8. Weak coordination between the authorities responsible for flood management complicated the implementation
of a comprehensive strategy to tackle Jakarta’s vulnerability to flooding. MPWH and DPU-DKI are both responsible
for managing Jakarta’s flood control system. While MPWH is in charge of floodways crossing provincial
boundaries, DPU-DKI is responsible for drains and retention basins within the Special Capital Region of Jakarta.
Financial resources have not always been allocated according to management functions, while poor coordination
amongst both and with authorities within greater Jakarta that managed upstream waterways hindered the
achievement of a comprehensive flood management strategy.
9. Rationale for Bank assistance. At appraisal, flood mitigation and management had become a critical economic,
social and political issue due to the significant economic losses resulting from the February 2007 flood event,
which inundated 75% of the capital, resulting in 57 deaths, over 400,000 people affected, approximately
US$900M in financial losses, and approximately US$140M in flood-related insurance claims.9 Due to the flood’s
extensive impact on the city, the then-Governor requested the Bank’s assistance for flood mitigation in Jakarta,
and in an unprecedented step, agreed to use part of the Bank loan to finance the rehabilitation of floodways
under MPWH’s authority. The 2008 flood, which caused 30 deaths and shut down Jakarta’s Soekarno-Hatta
international airport for three days, created a further sense of urgency among all stakeholders.
10. In response to the flooding threats, DKI Jakarta’s Medium-Term Development Plan (2007-2012) included the
normalization of rivers and channels as a key plank of the city’s flood management program. In addition, the
5 Some parts of Jakarta have sunk by 4m from 1974 to 2010, with the most affected areas on the north coast. Reference: Garschagen, M et al,
2018, Is Jakarta’s New Flood Risk Reduction Strategy Transformational, Sustainability, 10(8), 2934; https://doi.org/10.3390/su10082934.
6 Wright, P, 2018, Jakarta Is the World's Fastest-Sinking City and It May Have Only a Decade Left, Weather.com, Available from:
https://weather.com/science/environment/news/2018-04-06-jakarta-indonesia-sinking-groundwater [Accessed 01 July 2019]

7 World Bank, 2016, 'Keeping Indonesia’s Capital Safer from Floods', Available from:
https://www.worldbank.org/en/news/feature/2016/01/08/keeping-indonesias-capital-safer-from-floods [Accessed 01 July 2019]

8 Figure of 15% as reported in Project Information Document (PID) Concept Stage (2008), versus 20% as reported by Cochrane (2016).
9 Cheong, A, 2018. A retrospective view of floods in Jakarta, JBA Risk Management. Available from https://www.jbarisk.com/news-blogs/a-
retrospective-view-of-floods-in-jakarta/ [Accessed 16 July 2019].
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Project was fully consistent with the Bank’s 2009-2013 Indonesia Country Partnership Strategy (CPS). It
contributed to the crosscutting engagement areas identified in the CPS and supported the coordination between
central and local government agencies towards improving the provision of basic services for drainage and flood
management. More specifically, the Project supported: (i) CPS core engagement 2 – Infrastructure by increasing
the quantity and efficiency of the national and sub-national government’s spending on infrastructure; and (ii) CPS
core engagement 5 – Environmental Sustainability and Disaster Mitigation, by helping to improve the flood
management system in Jakarta while establishing environmental and social best practices.
Theory of Change (Results Chain)

Problems:
O&M backlog for drainage infrastructure, severe flooding, loss of economic activities and life
Output Middle Higher

Activity Lower Outcome
Outcome Outcome
Volume of dredged
Investment in material removed
canal from canals and Improved O&M to
maintenance retention basins increase drainage
(1)
capacity in
Length of priority sections
(3)
embankments
repaired or Reduced
constructed damage
Improved and loss of
Length of canals life due to
maintained (2) flood
management flooding;
better
quality of
Project Operations life in
Manual for dredging Project
and Resettlement areas
Policy Framework for
affected persons
TA for flood produced
management
Flood management
information system Assumptions:
developed (1) Land acquisition and resettlement can be done in timely manner
(2) Restoring canals to their original design capacity is adequate to
make observable reduction in current flood risk
(3) Improvements can be maintained over time
(4) Flood management database and models are maintained and
shared by implementing agencies
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Project Development Objectives (PDOs)

11. The PDO in the Project Appraisal Document (PAD) and the Loan Agreement was to contribute to the improvement
of the operation and maintenance of priority sections of Jakarta’s flood management system.
Key Expected Outcomes and Outcome Indicators

12. The Project’s key outcomes were improved operations and maintenance of Jakarta’s drainage system that would
ultimately reduce flooding impacts for some 1.8 million people living in 57 kelurahans (urban villages) in areas
within DKI Jakarta that are affected by the Project. Reduced flooding would be measured by three outcome
indicators: (i) the water level of inundated areas, with a baseline of 70 cm and a target of 11 cm; (ii) the number
of hours of water logging in inundated areas, with a baseline of >24 hours and a target of <24 hours; and (iii) the
extent of inundated areas, with a baseline of 100% and a target of 20%.
Components
13. Component 1. Dredging and rehabilitation of selected key floodways, canals and retention basins (US$176.1M;
actual cost US$111.44M). During preparation, a Dutch institute for applied research in water and infrastructure
produced models that concluded, based on the 2007 flood, that the flood risk could be reduced by 40% if the
canals were functioning as designed and maintained regularly.10 This component supported the dredging and
rehabilitation of 11 floodways/canals and four retention basins, which were identified as priority sections of the
Jakarta flood management system in need of urgent rehabilitation and improvement in flow capacities (see Map
at end of report). The dredged material was to be transported and disposed into proper disposal sites. The length
of the 11 floodways/canals was estimated at 67.5 km, while the four retention basins covered a total area of 65.1
ha. About 42.2 km of embankments were to be rehabilitated or constructed within these floodways, canals and
retention basins. Where necessary, mechanical equipment such as pumps, gates, etc. were to be replaced or
repaired.
14. Component 2. Technical assistance for project management, social safeguards, and capacity building
(US$13.4M; actual cost: US$6.11M). This component supported contract management, engineering design
reviews, construction supervision engineers for the dredging and rehabilitation works and technical assistance
(TA) for implementation of the project, including the Resettlement Policy Framework (RPF), Resettlement Plans
(RP) and the Grievance Redress System (GRS). TA included support to improve institutional coordination for O&M
of the flood management system as well as the establishment of a Flood Management Information System (FMIS).
It covered the cost of implementing required RPs, establishment and operation of the GRS to resolve
resettlement-related complaints, and a Panel of Experts (POE) to advise on technical aspects such as dredging
and dredge disposal, environmental and social management monitoring, and resettlement practices.
B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE)

Revised PDOs and Outcome Targets
15. The PDO was not revised. However, the Project underwent a Level 2 Restructuring in March 2017 (see Data
Sheet) which deleted the original outcome indicators. This revision had been anticipated at appraisal because
the only baseline data available were from 2002, and the situation on the ground, particularly on land
subsidence, land use, sea water level and rainfall data, was expected to evolve significantly in the intervening
years. The restructuring introduced three new outcome indicators that focused on flood mitigation in 34 flood-
10Brinkman, J (Deltares) and Hahm, H (World Bank), 2007. Jakarta Floods. Presentation slides, available from
http://siteresources.worldbank.org/INTINDONESIA/Resources/226271-1170911056314/jakarta.floods.ppt [Accessed 13 June 2019]
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prone kelurahans during the most significant flood event of GOI’s fiscal year (FY), specifically: (i) average flood
depth; (ii) average length of inundation; and (iii) number of neighborhood units (RW or RT) experiencing
inundation (see Annex 1). The PDO indicators and their targets were revised to align them with the 2013 flood
mapping data generated by the Provincial Disaster Management Agency of DKI Jakarta (BPBD).
Revised Components
16. The restructuring identified loan savings in the order of US$44M, resulting mainly from foreign exchange gains
from depreciation of the Rupiah against the US Dollar since Project preparation and approval. To utilize the
savings, the restructuring added two key activities to Component 1: (i) construction of the Sentiong pumping
station (PS), meant to become the largest pumping station in the Jakarta area at an estimated 40m 3/s pumping
capacity; and (ii)a review of the master plan on flood management in the Cisadane-Jakarta-Bekasi area, meant to
support the long-term vision and strategy for flood and water management in the Greater Jakarta area. The
restructuring reallocated US$28.7M for construction of the pumping station and US$3M for the master plan,
although it should be noted that neither activity was completed. The name of Component 1 was updated to
“Dredging, rehabilitation and flow capacity improvement of selected key floodways, canals and retention basins”,
and the cost was slightly reduced from US$176.1M to US$172.53M.
Other Changes
17. The restructuring also extended the loan closing date by 23 months from March 31, 2017 to February 28, 2019
to provide ample time for completion of the remaining project activities and implementation of the above new
activities. To measure progress of the new activities, two changes were made to the intermediate outcome
indicators in the RF, namely: (i) inclusion of the ‘additional drainage pumping capacity added by the Project’ to
reflect the results of the Sentiong PS; and (ii) reduction of the end target value for ‘additional storage added to
retention basins’ to exclude emergency dredging works completed under DKI Jakarta’s own financing to increase
retention storage volumes following the January 2013 floods.
18. The main administrative changes under the restructuring were: (i) designation of the National Research Center
for Water Resources (PUSAIR) of MPWH as an additional Project Implementation Unit (PIU) to implement the
master plan review; (ii) addition of a limited provision for incremental operating costs for the MPWH to support
PUSAIR as PIU; (iii) removal of the requirement for the advisory Panel of Experts (POE), as project issues were
capably handled by the Construction Supervision Consultant (CSC) and the Bank’s Jakarta-based team; and (iv)
reallocation of loan proceeds among categories to fund the additional activities.
19. The loan closed on February 28, 2019 with a cancellation of US$48.5M, resulting from Project cost savings and
exchange rate gains. The additional activities added at restructuring were not completed.
Rationale for Changes and Their Implication on the Original Theory of Change
20. The changes resulting from the restructuring did not impact the Theory of Change. The additional activities, the
Sentiong PS and the master plan review, were both aligned with the PDO.
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II. OUTCOME
A. RELEVANCE OF PDOs
Assessment of Relevance of PDOs and Rating
21. The PDO remained highly relevant to the country’s development priorities, CPS objectives and Bank strategy
throughout implementation to closing. Flood risk management remained a priority in the 2016-2019 Country
Partnership Framework (CPF) Engagement Area 1: Infrastructure Platforms at the National Level, which focused
on water, sanitation, irrigation and dams. The project’s dredging and embankment rehabilitation works directly
supported flood mitigation through infrastructure improvements, while the reduction in flood risk strengthened
disaster mitigation. Infrastructure investment and disaster risk management remained key priorities for DKI
Jakarta throughout implementation. In a continued effort to ease water flow from upstream areas and improve
water capacity the DKI 2019 Provincial Government Budget allocated funds for land acquisition around rivers and
water channels amounting to Rp500 billion and surrounding reservoirs, lakes, and retention basins amounting to
Rp350 billion11 and pledged to clean the rivers and seas through the National Action Plan on Marine Debris (2017-
2025).
22. The Sentiong PS and master plan review added to Component 1 at restructuring were intended to further
improve the flood management situation. Unrestrained urbanization limited the available space for infiltration
and increased the runoff, with much of the water catchment areas north of the city converted into largely
impervious middle- and upper-income housing and commercial buildings, and less than 10% pervious green
space.12,13 The PS became a high priority as studies carried out by DKI Jakarta after the Project commenced
showed that severe land subsidence had exposed the city to coastal flooding. Consequently, pumping was
required to empty the drains in subsided areas where gravity was no longer sufficient. The review of the master
plan on flood management in Cisadane-Jakarta-Bekasi area was likewise a priority, as it was meant to update the
flood models for Jakarta and synchronize the flood management works with the latest infrastructure details,
topography maps, land use plans, land subsidence data, and coastal flood defense plans.
B. ACHIEVEMENT OF PDOs (EFFICACY)

Assessment of Achievement of Each Objective/Outcome
23. The PDO was to assist the borrower contribute to the improvement of the operation and maintenance of
priority sections of Jakarta’s flood management system. The PDO was achieved through a combination of
physical works and institutional improvements. The Project focused on no-regret measures in priority sections of
Jakarta’s flood management network, such as rehabilitation of embankments and dredging of main waterways
(i.e. removal of accumulated material in rivers, canal, main drains, retention ponds) to their original design
capacity. The sections of the canals were prioritized based on several Bank-funded flood management studies
11 Wildan, M, 2019, Bisnis Indonesia: Naturalisasi Sungai: DKI Komitmen Lanjutkan Pembebasan Lahan (River Naturalization: DKI Commits to
Continue Land Acquisition), PWC, Available from: https://www.pwc.com/id/en/media-centre/infrastructure-news/april-2019/to-proceed-with-
land-acquisition.html [Accessed 09 Aug 2019]
12 Between 2000 and 2010, urban land in Indonesia increased by about 1.1% each year—the largest increase in absolute amount of urban land
after China. Reference: Indonesia's Urban Story, 2016, World Bank. Available from
https://www.worldbank.org/en/news/feature/2016/06/14/indonesia-urban-story [Accessed 01 Aug 2019]
13 Water catchment areas, protected forest areas, green areas and urban forests were converted into middle- and upper-income housing and
commercial buildings between 1985-2005. Reported by The Jakarta Post Editorial Board, 2018, “Preparing for very bad floods”. Available from:
https://www.thejakartapost.com/academia/2018/12/15/preparing-for-very-bad-floods.html [Accessed 09 Aug 2019]
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completed in the aftermath of the 2002 floods. About 1.8 million people living in the 57 affected kelurahans stood
to benefit from the Project based on an average density of 166 persons per hectare.
24. Review of outcome and output indicators. As stated above and in the M&E section below, the PAD outcome
indicators had baselines dating from 2002, and were extremely vague, with no time period established, had
unclear linkages to the Project works, and no defined measurement methodologies. Furthermore, the 57
kelurahans used in the RF were not mapped with high accuracy. They were administrative boundaries that either
contained or were adjacent to the Project sites, and not the catchment boundaries of the Project sites (see Map
1 in Annex 5). These issues make using the PAD’s PDO indicators problematic, and consequently, no usable data
is available for this assessment.
25. During the 2017 restructuring, the original 57 kelurahans were reduced to 34 kelurahans in a bid to link indicators
to kelurahans with available flood mapping data obtained from BPBD. However, these 34 kelurahans are not a
subset of the 57 kelurahans used in the PAD, with only nine overlapping. Furthermore, the 34 flood prone
kelurahans do not precisely cover the Project sites, missing a number of sites in Central and East Jakarta from the
PAD list. There is also little overlap between the flood prone kelurahans and BPBD’s data collection points, as the
latter is concentrated in East and South Jakarta (see Map 1 in Annex 5). Given the lack of comparable base maps
and data, it is difficult to establish whether the achievement of targets, based on upstream flood data, is the result
of downstream Project-financed dredging and embankment works.
26. Revised PDO indicator 1. The average flood depth in the Project’s 34 flood prone kelurahans during the most
significant flood event of the financial year fell from the 2013 baseline of 100-150 cm to 28 cm in 2018, and the
target of 20 cm was 92% met. The lower average flood depth suggests that after significant rainfall, areas are no
more than ankle-deep (as opposed to 1 to 1.5m deep) in flood water, causing less physical damage and reducing
economic losses. Unfortunately, there was no documentation on how the actual value was derived. The only
available raw data was reported in the MTR (see Annex 5), and this reveals that the actual value was reported as
range-based data from 26 measurement points across East and South Jakarta. The reporting of only one actual
value raises doubts regarding how it was measured and reported, and whether one value is representative of the
conditions in the 34 very distinct kelurahans. Moreover, there is no record of the raw data collection between the
MTR in February 2016 and loan closing in February 2019.
27. Revised PDO indicator 2. The average length (duration) of inundation in the Project’s 34 flood prone kelurahans
during the most significant flood event of the financial year, fell from a baseline of more than 7 days to 6.7 hours,
essentially meeting the target of six hours in 2018. This indicator suggests that after significant rainfall, the 34
kelurahans were flooded for a much shorter period, leading to lower economic and social losses.
28. Revised PDO indicator 3. The number of neighborhood units (RW or RT)14 in the Project’s 34 flood prone
kelurahans experiencing inundation during the most significant flood event of the financial year, was 80% met.
The number fell from a baseline of 100% (i.e. all 34 kelurahans inundated) to 32% in 2018, slightly higher than the
target of 15%. This suggests that flooding was far less pervasive with economic and social losses limited to a
smaller total area. However, as with PDO indicator 1, the baseline reference, measurement methodology, and
raw actual data for PDO indicators 2 and 3 were not well-documented.
14 Village is the lowest level of government administration locally, further divided into RW or block/hamlet , and RT or sub-block/neighborhood.
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29. Nonetheless, the PDO indicators seem to reveal a substantial reduction of the city’s vulnerability to flood
events in terms of the level, duration and extent of flooding, despite higher than average monthly rainfall during
the historically flood prone months of January and February15 between the start of works in 2013 and substantial
completion of works in 2017 (see Annex 6). Though the methodology for setting the PDO indicators and measuring
results was ambiguous, anecdotal evidence from the PIU suggests that the dredging and embankment
rehabilitation works resulted in observable improvements for residents in DKI Jakarta. During ICR interviews, the
PIUs stated that before the Project, inundations lasted for days, but after completion, flooding was reduced to
just a few hours.
30. Given the ambiguity of the PDO indicators, the intermediate result indicators (IRI) will be used to assess the
project’s achievements. As mentioned earlier, dredging of floodways, canals and retention basins was a no-
regret measure even with severe land subsidence, as deeper canals provided additional storage to hold back
water during a flood event. The construction and repair of embankments protected against slope failure, and
provided additional height to cope with backwater effects that could arise from coastal flooding.
31. Surveys of the selected key floodways, canals, and retention basins carried out during project preparation
estimated the total volume of dredge material to be about 3.4 million m3 (of which about 95,000m3 were assumed
to be solid waste). Approximately 42.2km of floodways, canals, and retention basins embankments needed
rehabilitation or construction. These key outputs were captured as IRI targets: (1) volume of dredged material
removed from the floodways, canals and retention basins (including solid waste); (2) additional storage added to
retention basins; (3) length of embankment repaired or constructed; and, (4) additional drainage pumping
capacity added by the Project, included during the restructuring to capture the capacity added by the Sentiong
PS.
32. IRIs #1 and #2 were fully achieved. IRI #3, the 55.66km of actual embankment rehabilitation, exceeded the target
of 42.2 km by 28%. IRI #4 on additional pumping capacity was not achieved because the Sentiong PS was never
built. Technical issues originally stalling its construction were resolved, but procurement issues could not be
overcome.
33. Although the extent to which the canals were normalized to their original design capacity is not known, overall,
the dredging and embankment rehabilitation works resulted, at least anecdotally, in an improvement in water
quality and a reduction in flood-related damage and losses for some 1.7 million people in the 34 kelurahans.16
Many of the canals were built around the 1920s, and recent reports claim that the canals flowing into the sea or
the coastal retention ponds have lost up to 75% of their capacity.17 While the cumulative effect of dredging was
not well-substantiated by the IRIs, the fact that it attempted to revert the drains to their original design capacity
(see Paragraphs 3 to 8 above) is a positive development. The PIU shared during the ICR interviews that the local
community has been very grateful for works done under the Project, and recognized that the water quality in the
15 Rainy season is typically between October and December, peaking around January to February when floods occur. Reference: BMKG, in The
Jakarta Post, 2019. https://www.thejakartapost.com/news/2018/09/05/extreme-weather-imminent-ahead-of-rainy-season-in-october.html
16 This population is based on the total area of the 34 kelurahans (approximately 1,125ha) and a population density of 155ppha in 2012,
according to 2012 Java Spatial Model data as reported in the 2012 FMIS report. It must be noted that the PAD estimates 1.8 million people
affected in 57 kelurahans based on a higher density of 166ppha, but the exact 57 kelurahans are not known. See Annex 5 for more details.
17
Tarrant, B. 2014. ‘Special Report: In Jakarta, That Sinking Feeling Is All Too Real’. Reuters. Available from
http://www.reuters.com/article/2014/12/22/us-sealevel-subsidence-jakarta-sr-idUSKBN0K016S20141222. [Accessed 21 July 2019]
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drains and retention basins had improved, although no interviews or measurements of water quality pre- and
post-implementation are available to confirm these.18
34. Despite the lack of data, recent news coverage suggests an improvement in the overall flood management
situation in DKI Jakarta in the years following Project implementation. Interviews picked up by local news outlets
in October 2018 quote the DKI Jakarta Water Resources Agency (SDA) as stating that, “while the flood-prone areas
have remained the same since 2015, there was a noticeable reduction in terms of quantity, the number of flood
points, [and] inundation points”.19 The incumbent Governor was also quoted in April 2019 as saying that “the
number of internally-displaced people due to flood was down to 1,600, from 20,000 in 2015, […] due to better
control of flood water upstream”.20
35. In addition to physical works, the project included a management support component to address weaknesses
in engineering oversight, supervision of environmental plans, and implementation of RPs and GRS. Institutional
improvements were supposed to include: (i) improving institutional coordination between responsible agencies
to encourage coordinated development and O&M of Jakarta's flood management system; and (ii) strengthening
the capability of the responsible agencies to improve the operations, maintenance and management of Jakarta's
flood management system. However, the project offered no stand-alone TA or training to build capacity
specifically on canal/floodway O&M.
36. Component 2 had one IRI that measured the length of canal to be cleaned/maintained by DPU-DKI annually.
At project closing, 24.6km of canals were cleaned/maintained (there is no defined distinction between cleaning
and maintenance), which achieved 95 percent of the original target of 25km. However, like the other targets, it is
not clear how this target was derived. Nonetheless, the cleaning and maintenance of the canals continue under
new programs. For example, beginning in 2016, DPU-DKI formed and operationalized special purpose task forces
to combat specific city challenges including flood clearing drainage channels and conducting post-flooding
emergency work.
37. Component 2 also contained a TA for a Flood Management Information System (FMIS). This was prepared in
2012 under a Dutch grant of US$0.5M. Although it was not Project-funded, it was deemed a critical Project
contribution and hence was included in the Loan Agreement. However, the “support to improve institutional
coordination for O&M of the flood management system”, as described in the PAD, was very limited. In fact, only
the first phase of the FMIS (FMIS1) was completed in a span of four months (see Annex 6). Despite the short
timeframe, the FMIS1 accomplished five key tasks: (i) information systems improvement; (ii) flood extent, hazard
mapping, and simulations for three case studies in DKI Jakarta; (iii) establishment of an early warning system and
dissemination (including a common webserver and a mobile phone app); (iv) proposing an institutional framework
18 “DKI Jakarta Governor Anies Baswedan said the condition of river water quality in Jakarta from 2014 to 2017 had experienced significant
changes. Where, lightly polluted rivers from 23% fall to 12%. The polluted river is down from 44% in 2014 to 17% in 2017”.
https://metro.sindonews.com/read/1399183/170/banjir-jakarta-bbwsc-pengerukan-kali-harus-dilakukan-rutin-1556273306
19 Martiyanti, E (ed.), 2018, 'Kadis SDA DKI Klaim Kuantitas dan Titik Banjir Berkurang (Head of Jakarta SDA Claims Quantity and Reduced Flood
Point)', JawaPos.com (The Java Post), 3 Oct. Available from: https://www.jawapos.com/jpg-today/03/10/2018/kadis-sda-dki-klaim-kuantitas-

dan-titik-banjir-berkurang/ [Accessed 1 July 2019].
20 SindoNews may have erroneously reported the 2015 figure as 230,000. Detik cites the figure as 20,000, which is more reasonable, as it
suggests a 92% reduction. Reference: Komaruddin, 2019, 'Korban Terdampak Banjir Tahun Ini Berkurang Dibanding Zaman Ahok Komaruddin
Bagja Arjawinangun (Flood Affected Victims This Year Are Less Than Ahok's Age)', SindoNews.com, 29 Apr. Available from:
https://metro.sindonews.com/read/1399844/171/korban-terdampak-banjir-tahun-ini-berkurang-dibanding-zaman-ahok-1556520701; Detik,
2019, 'Banjir Jakarta di Mata Anies, Realita Beda dengan Dunia Maya (Jakarta Flood in Anies' Eyes, Reality is Different from Virtual)', Detik, 28
Apr. Available: https://news.detik.com/berita/d-4528348/banjir-jakarta-di-mata-anies-realita-beda-dengan-dunia-maya [Accessed 1 July 2019].
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for mainstreaming FMIS; and (v) staff training carried out over one month. As the consultant had previously
worked with the GoI and had access to a spectrum of GoI flood-related studies, data and activities, they were able
to build a more sophisticated flood model than was available during Project preparation.21 In particular, they
developed a fully operational hydrologic and hydraulic modeling framework.
38. The FMIS1 was eventually supplemented by a series of Bank-executed Trust Fund projects financed by the
Australian Government22 and a Joint Cooperation Program (JCP) with the Dutch Government23 to strengthen DKI
Jakarta's capacity in hydraulic modeling and investment planning, including supporting the assessment of various
pumping schemes in north Jakarta, and planning for optimization works of these polder systems. These
complemented the dredging and embankment rehabilitation works done under the Project, by providing inputs
for possible adjustments and synchronizing the model with latest conditions and plans from the Project and from
other DKI Jakarta works. The FMIS and many other related studies, many of them on-going, continue to guide the
GoI’s pipeline of flood risk mitigation projects today.
39. The Project provided much-needed guidance on dredging, embankment rehabilitation, and associated
activities. During the ICR interviews, it was revealed that prior to the Project, dredging was not carried out for
major drains not only because of a lack of guidance on engineering techniques, but also an aversion to projects
with associated resettlement and land acquisition. Indonesia’s land acquisition compensation standards,
especially involuntary resettlement of informal communities, did not meet international standards at the time.
While DPU-DKI has some experience in cleaning waterways, their work was largely on clearing smaller canals and
micro drains, whereas the Project dredged main floodways, canals, and retention basins.24 The Project systematic
guidance for dredging and its associated issues via the Project Operations Manual (POM), Resettlement Policy
Framework (RPF), and Grievance Redress System (GRS). The preparation of the safeguard documents, though
protracted and difficult, established new environmental and social management best practices on the (i) proper
disposal of dredged material, (ii) dredging techniques to minimize negative indirect and direct impacts on the
communities living and working near the project sites, and (iii) resettlement practices incorporating consultations,
appropriate assistance, and compensation. The GoI considers the RPF a model framework that can be used for
other projects and anecdotally, is now a key reference document for other organizations facing resettlement
issues. Best dredging practices will likely continue to be adopted in maintenance work and dredging in other parts
of Indonesia.
Other Benefits
40. The Ancol Confined Disposal Facility (CDF), where dredged material removed by the Project was disposed, is part
of ongoing sea reclamation works at Ancol situated off the coast of Jakarta. It is privately operated by the
concessionaire and operator of the reclamation, and is not financially connected to the Project. The disposal was
done cooperatively and in a mutually beneficial manner with the developer to demonstrate safe disposal methods
and possible use of the dredged material. The 3.4 million m3 of dredged material contributed about 28% of the
estimated 12 million m3 of fill material needed for the reclamation. The selection of Ancol CDF was highly
21 The current hydraulic modeling framework for Jakarta builds on flood models from 2007 to 2011, as reported in the 2012 FMIS report.
22 Deltares, et al, 2014, Jakarta Flood Management Study (JFMS). Financed through the Indonesia Infrastructure Support Trust Fund (INIS-TF).
23 Deltares, et al, 2013. JCP Component D2: Flood Early Warning System, Document D2.7: Final report Jakarta Floods. Available from :
https://publicwiki.deltares.nl/download/attachments/92572119/D2.7%20Final%20report%20Jakarta%20Floods%20January%202013%2C%20A
pril%202013%20.pdf?version=1&modificationDate=1377260556000&api=v2 [Accessed 22 July 2019]
24
Based on the RPF, the dredging works carried out by DKI Jakarta in the past focused on smaller canals called “local drains”. As Jakarta has no
sewer system, those canals also serve the function as “open sewer”. On the other hand, the Project mainly dredged relatively large canals,
which are referred to as “floodways”. These control flood by discharging stormwater straight into the sea, and do not necessarily drain the
areas where the canals belong.
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beneficial for the Project, as it proved to be the best option because of its large disposal capacity, minimal
resettlement issues, and minimal aesthetic and environmental impact, as compared to inland disposal sites
previously considered during project preparation.
Justification of Overall Efficacy Rating

41. The Project’s overall Efficacy rating is Substantial. The targets for canal dredging and embankment works were
fully met, and the Project succeeded in improving the structural and physical condition of priority sections of
Jakarta’s canals. The accomplishments of the FMIS, as well as the development of a comprehensive RPF, GRS, and
POM for dredging and disposal, contributed to the improved O&M the flood management system. Overall, the
considerable effort to complete the originally planned dredging packages should be recognized.
C. EFFICIENCY
Assessment of Efficiency and Rating
42. According to the ICR economic analysis, the Project has a higher EIRR than that in the PAD analysis. The ICR
cost-benefit analysis reproduced the methodology and applied the same assumptions used in the PAD. The
economic internal rate of return (EIRR) as calculated increased significantly following Project completion. At
appraisal, the EIRR of the Project was 381%, assuming an 8% discount rate, and a net present value (NPV) of
Rp29.7 trillion or US$3.1 billion. The ICR analysis incorporated some small changes, such as the loan savings and
the omission of certain unrealized economic benefits. Tax revenue from the reclamation of Ancol from sales of
surface water converted to drinking water were not included because they never materialized. Assuming these
changes, the estimate for the economic internal rate of return (EIRR) at completion is 413%, while the ICR’s NPV
is slightly lower at US$2.79 billion.
43. At appraisal and completion, the economic analysis framework measured the prevention of: (i) national
budgetary reallocation due to flood mitigation, (ii) additional tax revenue and economic activity disruption,
and (iii) indirect economic losses. The original economic analysis also relied on two key assumptions, that a flood
of the same magnitude as the 2007 flood would occur every two years, and that the Project’s contribution to
flood mitigation was 40%.25 These assumptions were tested, particularly the flood cycle assumption, and even
under conservative scenarios of the Project contributing only 1% to future flood mitigation efforts, the Project
would still be economically feasible.
44. The assumed frequency of a major flood has a significant impact on the Project’s economic performance. A
sensitivity analysis was conducted assuming less frequent flood cycles, and based on a review of literature on
flood events in Jakarta, a 20 year return period was deemed reasonable for this ICR.26 At a 20 year frequency, the
estimated EIRR (16%) remains higher than the discount rate (8%). This suggests that the Project will generate
significant economic benefits over its lifetime (See Annex 8 for detailed Efficiency analysis).
25 Based on early flood estimates by Deltares using 2007 flood data, the only data available at the time of Project preparation. Reference:
Brinkman JJ, Hartman M. Jakarta flood hazard mapping framework. Jakarta: World Bank report; 2008. Available from
https://www.hkv.nl/upload/publication/Jakarta_Flood_Hazard_Mapping_Framework_MH.pdf
26 The PAD indicated that the PDO indicators were based on 2002 data. A desktop review of the February 2002 flood event estimates the
rainfall return period to be 20 years. (Yunika et al, 2012, Watershed Hydrological Analysis of Jakarta Extreme Floods, Jurnal Teknik Sipil, Vol 12
No 1, Oct 2012, 66-74. Available from: https://ojs.uajy.ac.id/index.php/jts/article/view/622/642 [Accessed: 12 June 2019]). The January 2013
flood, which had historically the largest rainfall during the baseline year for flood mapping data, has an estimated return period of 30 years.
(Wijayanti et al, 2017, Estimation of river flood damages in Jakarta, Indonesia, Nat Hazards (2017) 86:1059-1079, doi 10.1007/s11069-016-
2730-1, Available from: https://link.springer.com/content/pdf/10.1007%2Fs11069-016-2730-1.pdf [Accessed: 12 June 2019])
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45. Value for money. Given a lack of data on concurrent flood mitigation projects in Jakarta, the ICR is unable to
undertake a detailed comparative value for money analysis. However, rough calculations on the unit cost of
dredging and embankment repairs suggest that the Project works were done below reference costs. Project unit
costs for dredging and embankment were found to be less than half that of similar projects in the region, such as
the Guangxi Laibin Water Environment Project and the Mekong Delta Region Urban Upgrading Project.
46. Administrative Efficiency. A combination of procurement and implementation delays, as well as opportunity
costs associated with delayed implementation, hindered administrative efficiency. Delays of 18 to 36 months for
contract packages impacted the net present value of the Project. Despite the capital and human resources spent
throughout the delayed period of implementation, only about 5% of the project costs was incurred for project
management and M&E related expenditures, which is almost 40% lower than the average of 8% for Bank projects.
Furthermore, the GoI incurred a commitment fee on the undisbursed loan amount, which was unadjusted for the
cancellation of US$48.5M, and opportunity costs from the unrealized construction of the Sentiong PS and the
master plan on flood management despite two additional years for implementation following the Project
restructuring. The additional funds and time could have been used to improve M&E or support more works.
Nevertheless, substantial project savings and reduction of PAPs signalled gains in administrative efficiency. The
Project was completed at about 62% of the total cost, and with a 98% reduction in the PAPs, compared to the
figures estimated in the PAD.27 This translates to a 38% decrease in the cost per beneficiary, from US$105 at
appraisal to US$70 at closing.
47. Efficiency is rated Substantial. The Project achieved the development objective at a substantially reduced cost
and with a high EIRR, even under conservative assumptions. However, the 23-month extension resulted in
administrative inefficiencies as the achievements under Component 1 were incremental, and the additional PS
and master plan review proposed at restructuring were not achieved.
D. JUSTIFICATION OF OVERALL OUTCOME RATING

48. The PDO was highly relevant to Jakarta’s flood management situation at appraisal and loan closing. The operation
substantially achieved its objectives, as evaluated by the IRIs, and efficiency was substantial thanks to significant
loan savings. However, due to the lack of clarity in the reported data, the limited application of FMIS findings,
and the unfulfilled activities added at restructuring (i.e. the Sentiong PS and master plan study), the Overall
Outcome rating is reduced to Moderately Satisfactory.
E. OTHER OUTCOMES AND IMPACTS (IF ANY)

Gender
See ‘Poverty Reduction and Shared Prosperity’ section
Institutional Strengthening
49. The Project led to improved institutional coordination among the PIUs. The Project’s institutional design
incorporated the different stakeholders involved in Jakarta’s water sector under an umbrella structure that
maintained the existing management structure over the different canals/rivers. The management of flood related
disaster risks in Jakarta is complicated due to the number of provincial and national government institutions
involved in the myriad factors that impact flooding in the city. In addition to working together with stakeholders
27The project cost (including TA) was US$189.85M as in the PAD, compared to US$120.62M as at project closing. The PAPs was estimated to be
1,109 HHs as in the PAD (although the completion report states that the figure is 1,144 as at the RPF cutoff date—a minor difference),
compared to 22 HHs as at project closing.
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within the water sector, those working on flood management have to deal with issues related to rapid
urbanization, land subsidence and rising sea levels, ageing floodways, canals and retention basins, persistent solid
waste accumulation in the drainage system, and resettlement. Therefore, agencies working on urban flood
management require wide-ranging knowledge and skills, since these flooding issues involve many policy fields,
complex technical aspects and the ability to coordinate with stakeholders in different agencies. Through the
seven-year implementation of the Project, a strong foundation for working together was established, and is
expected to facilitate better cross-agency collaboration on flood- and land-related challenges within DKI Jakarta.
50. The Project contributed to Indonesia’s decentralization and regional empowerment efforts. A key obstacle to
infrastructure investment at the subnational level has been the limited financial capacity of subnational
governments in Indonesia, with a high degree of reliance on fiscal transfers, and limited options for subnational
infrastructure financing. The Project was among the first to utilize new government regulations that provided for
central government financial support to local governments for economically beneficial projects. Specifically, out
of the total loan financing of US$139.64M under the Project, US$69.34M was to be on-lending by the central
government to the Provincial Government of DKI Jakarta. By helping to operationalize this system, which allowed
for borrowing by subnational governments for economically beneficial projects that were not directly revenue
generating, the Project contributed towards decentralization and regional empowerment efforts as enshrined in
the 2001 decentralization law.
Mobilizing Private Sector Financing

N/A
Poverty Reduction and Shared Prosperity

51. Though all of Jakarta’s residents are negatively impacted by urban flooding, it is the poor and vulnerable who
are generally disproportionally affected. Low-income communities tend to live on marginal land that is cheap
or free, such as along the riverbanks and canals, which due to their location and poor housing construction quality,
tend to be more vulnerable to flooding risk. Flooding, like other natural disasters, can exacerbate poverty through
the loss of lives, destruction of assets, disruption of economic and educational activities and impact on health.
Within such communities, women, children, the elderly and those with disabilities may be disproportionately
affected. The Project did not specifically target specific groups within low-income communities, but rather
intended to benefit all residents of flood-prone areas, regardless of gender, age or other attributes. The dredging
of canals not only reduced the environmental impact of all the garbage having accumulated in the areas near
informal settlements, but also the public health issues caused by the overflowing (following floods) and stagnant
water. According to the city’s public works department approximately 20% of the city’s daily waste ends up in the
local rivers and canals. When flooding occurs much of this waste ends up in the settlements near the rivers/canals
edge contributing to flood related diseases.
52. The adoption of the project social safeguards, particularly the Resettlement Policy Framework (RPF), resulted
in the better handling of the communities that were affected and resettled throughout project areas. The
adoption of best practice standards for dredging, and for environmental and social management, had an impact
beyond the scope of the Project. The development of a new philosophy on how to deal with resettlement has
had positive implications for poor communities that need to be resettled both in Jakarta and in the rest of
Indonesia. See Social Safeguards section.
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Other Unintended Outcomes and Impacts

N/A
III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME
A. KEY FACTORS DURING PREPARATION

53. The Project leveraged a high level of interest from the GOI in the aftermath of the 2007 floods, but preparation
was hampered by administrative delays. DKI Jakarta also publicly positioned the Project as a key piece of its flood
mitigation strategy, and consequently, public awareness of the Project was high over the project preparation
period. However, the initial sense of urgency for JUFMP waned despite being originally conceived as the Jakarta
Emergency Dredging Initiative (JEDI) due to the lengthy preparation period, which took more than four years
(from mid-2007 to end-2011). Prior to Board approval, there were proposals to incorporate both ‘JEDI’ and
‘JUFMP’ in the project name, because JEDI had all along been used during the extensive preparation period, but
JUFMP more accurately reflected that it was not an emergency project processed under the Bank’s Operational
Procedure on ‘Rapid Response to Crises and Emergencies’. Eventually, the Bank and GoI agreed to officially name
the project ‘Jakarta Urgent Flood Mitigation Project (Jakarta Emergency Dredging Initiative)’ to accommodate
both needs.28
54. The Project design successfully balanced between a set of works large enough for the PDO to be achieved, and
one that was manageable in environmental and social complexities. The PDO statement was simple, partly
because the Project was initially planned as an emergency project. The Project was also unique as an investment
lending project that specifically focused on DKI Jakarta, as opposed to other projects with a nationwide scope.
The Bank recognized that the Project was part of a larger set of flood risk management solutions and therefore
kept a narrow focus on improving drainage in priority areas in Jakarta. Extensive surveys of floodways, canals and
retention basins, embankments and disposal areas were conducted to support project design and to ensure that
the concerns of the public and other stakeholders, who had then been closely monitoring the project, were
addressed. Consultations included the dissemination of the latest project design, scope and status, and broadly
garnered positive support for the Project and its floods mitigation aims. Environmental and social complexities
were important considerations for project scoping, especially given that the Project introduced safeguards for
each package and promoted resettlement practices that were different from GOI’s business-as-usual approach.
55. Project preparation took into account the inclusion of all responsible institutions as a means to encourage and
establish long-term cooperation regarding flood management system planning and maintenance. Early
engagement of the relevant institutions from all levels of government, including the Ministry of Finance (MOF),
Bappenas, MPWH and DKI Jakarta, was key to Project preparation. Clear institutional arrangements were key to
ensuring long term coordination in O&M. Set-up of the implementation arrangements, with a CPMU, CPIU and
three PIUs, was challenging at first, particularly because it was an untested approach with no institutional
precedent. The similar background (infrastructure planning / flood management / Project implementation) of
agency representatives and implementing staff eased coordination.
28Based on ‘Agreed Minutes of the Technical Discussions between the Republic of Indonesia and IBRD regarding JUFMP (JEDI)’, December 13-
14, 2011.
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56. Component 1 activities were well-defined and structured with appropriate timing and sequencing of tasks given
the project context. Component 2 activities, on the other hand, were not as focused and could have explicitly
required and tracked investments in training. Nevertheless, structural interventions under Component 1,
comprising dredging and embankment repairs, were clearly separated from non-structural interventions under
Component 2, comprising TA, modeling, and mapping. A sequenced implementation design allowed for the
dredging in project sites with the least potential environmental and social impact before proceeding to more
complicated sites, providing continuous reviews and feedback, enhancing the chances of success at every part of
the sequence and providing a key implementation risk management mechanism for the Project.29 The sequencing
also avoided overburdening the implementing agencies and the construction supervision consultant during the
first year, when detailed actual implementation processes, procedures and routines were being established and
operationalized.
B. KEY FACTORS DURING IMPLEMENTATION

57. The Project’s institutional framework successfully reduced bureaucratic obstacles. The PIUs benefited from a
strong mandate set at the start of the Project, in the aftermath of the 2007 flood event (see Rationale for Bank
Assistance), since each agency had clear roles and responsibilities to avoid overlapping of functions. BBWSCC was
in charge of major floodways, DGCK was in charge of critical national institutions and canals of national
importance, and DPU-DKI was in charge of the remaining drains, floodways, retention basins, and all social
safeguards. The institutional framework encouraged more agile coordination among PIUs at the operational level,
since they had a higher degree of autonomy over issues under their mandate, and did not have to go through
each Directorate’s leadership (as per usual protocol) before resolving issues.
58. Staff and funding resource constraints during the early years of the Project (July 2013 to February 2015), and
implementation delays (December 2017 to closing) led to ‘Moderately Unsatisfactory’ IP ratings. The lack of
supporting personnel at the CPMU resulted in delays related to the timely completion and submission of various
project monitoring reports/documents, such as procurement plan and interim unaudited financial reports.
Furthermore, a change in the DKI Jakarta administration required a period of reviews and adjustments, which also
caused delays.
59. Considerable efforts were made to reduce risks that were not directly under the responsibility of PIUs but could
pose a reputational risk to the Project and/or the Bank during implementation. The overall risk rating was High
for implementation, given the scope of the resettlement and the environmental risks. First, many non-Project
infrastructure activities occurred near Project sites or coincided with the Project implementation period. For
instance, a road works project that was implemented next to a Project site progressed with limited prior
coordination on-site and competing space requirements. The Bank had to exercise caution in managing situations
where land acquisition and the resettlement of PAPs from such road works could be incorrectly linked to the
Project. The Bank also had to be clear in defining the scope of works, as seen in the lengthy but clear definition of
sites in the RPF that could be considered as ‘linked’ to the Project. Second, disposal within the Ancol CDF was an
integral part of the Project, but the overall reclamation effort in Ancol itself was unrelated to the Project. No
issues arose regarding the disposal activities, and the project adhered to safeguards requirements as defined in
the Environmental and Social Management Framework (ESMF). However, during Project implementation, the
north-facing boundary (made up of sand-filled geotubes) was damaged by a wild floating barge. This was reported
29Under Component 1, the major works were to be implemented in two sequenced batches: Phase 1 works (for four sites under three works
contracts, which did not involve involuntary resettlement); and, Phase 2 works (for 11 sites under five contracts).
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and discussed with the Ancol developer, but remedial action was still pending as of this writing. No direct impacts
caused by this event can be seen on site.
60. Procurement delays pushed the implementation timetable back, which resulted in the extension of the loan
closing date. The first batch of contracts (Packages 1, 2A, 2B and 3) was contracted approximately 18 months
behind schedule, while the last package was procured (Package 6) 36 months behind schedule. This resulted in
significant overlap between the packages and reduced construction time. The MTR was deferred by six months
due principally to significant implementation delays, where there was no significant activity at the time to warrant
the assessment of physical implementation and a very slow pace of resettlement plans (LARAPs) preparation.
Issues with the procurement process also led to a failure to execute the two activities added following the
restructuring, namely, the PS and master plan review. Disagreements between the Bank and PUSAIR on the
eligibility of bidders for the master plan review delayed the procurement process to the point that it was no longer
feasible to complete the master plan review by the Project’s revised closing date. This led to PUSAIR’s decision to
discontinue the procurement process and to subsequently undertake the master plan review through a central
government budget allocation. The issues raised during the contracting of the master plan review in turn affected
the commencement of the PS procurement process.
61. The Construction Supervision Consultant (CSC) benefited from the implementation structure established by the
Project. However, on-ground issues could have been resolved faster if regular coordination meetings among the
consultant, PIUs and contractor had been maintained, and if the three PIUs had recognized a clear chain of
command between the consultant and the contractors. Furthermore, implementation capacity differed amongst
the PIUs, which impacted coordination with the CSC. While formal coordination ceased upon loan closure, the
informal but close working relationship between the respective agency staff has eased communication across the
various implementing agencies within Jakarta.
62. Turnover at the decision-making level influenced implementation progress and Project commitment. Between
preparation in 2009 and loan closing, Jakarta saw four governors, who often had diverging views on flood
management and resettlement. A new DKI administration in 2012 brought a period of review and readjustments,
as the new administration reviewed ongoing activities and formulated its own policies and plans. Frequent staff
and management turnover slowed the Project’s implementation pace due to the review of activities and the
learning curve required by new staff. Efficiency waned as newly hired staff had to get acquainted with Project
specifics.
IV. BANK PERFORMANCE, COMPLIANCE ISSUES, AND RISK TO DEVELOPMENT OUTCOME
A. QUALITY OF MONITORING AND EVALUATION (M&E)

M&E Design
63. As discussed above, the original design anticipated that all the PDO indicators would be reviewed and adjusted
during the MTR. The original three PDO indicators were vague, the baselines were from 2002—fully 10 years
before Board approval—and were not attributable to the project activities. The new PDO indicators from the 2017
Restructuring provided a measure of the extent of the reduction of flooding frequency and intensity within Project
areas. These were taken as a proxy of O&M improvement of the key sections of the Jakarta flood management
system.
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64. While some changes to the physical landscape were expected, the extent of change from land subsidence was
completely unexpected. The degree of land subsidence meant that direct measures of physical flooding in specific
areas (levels, extent, etc.) could no longer be directly compared against the 2002 baseline. The sheer size and the
non-uniformity of the physical change also made any attempt to adjust the available measures to compensate for
land subsidence highly unreliable. Original estimates assumed land subsidence of approximately 1 cm a year,
however studies at the time of Project appraisal found typical subsidence rates of 7.5 - 10 cm a year, with some
parts of the city experiencing rates of up to 25 cm per year in extreme periods. Long-term measurements reveal
that some parts of the city were sinking by a total of up to 4 m between 1974 and 2010.30
65. The absence of reliable baseline data on flooding, coupled with the lack of a comprehensive M&E methodology
both at appraisal and at restructuring, ultimately led to a weakly-supported RF. For the PDO indicators, there
was no clear and robust methodology to monitor the progress, and no additional tools to evaluate and verify
achievement of targets. For the IRIs, though the targets were achieved, the link to the outcome is weak.
66. As mentioned in the Efficacy section, there were shortcomings in the design of both the original and revised
PDO indicators. The PDO indicators at appraisal appeared to be placeholders, as suggested by caveats in the PAD
that they would inevitably have to be changed at some point during implementation. There were some
improvements to the PDOs at restructuring, owing to better data from BMKG, but the revised indicators still had
several issues. First, the use of ‘the most significant flood event of the year’ does not reflect the spatial (area) and
temporal (time) variation of rainfall causing the flooding. It is also in a sense, a moving target, as the most
significant flood event could vary significantly year by year. A narrow definition of the indicator using the most
significant rainfall event also misses the impact other often concurrent events, such as floods caused by
overtopping of riverbanks, or by tides and sea level rise. Second, the use of FY2013 data as the reference is
arbitrary in the sense that it does not reflect historical highs or a rainfall event for which flood management
infrastructure should be designed. Notwithstanding this, as 2013 was the first year that significant flood events
were mapped in DKI Jakarta and coincidentally the first year of Project-funded works, it was understandably used
as a reference point to compare flood duration and depth between events that occurred before and after Project
works. Third, both the original and revised baseline values were subjectively determined based on anecdotal
experience during the 2002 and 2007 flood events, for which no flood data was systematically available. This has
been confirmed during ICR interviews.31
67. In both cases—PAD and RP—the PDO indicators attempted to measure flooding impacts caused by multiple
factors, which are outside the scope of the Project and generally challenging to isolate. All three PDO indicators
are based on the ‘most significant event of the financial year (FY)’, with a FY2013 baseline. However, given the
variation in the topography and physical conditions of each kelurahan (e.g. imperviousness, soil conditions, slope,
flow path length to river, subsidence, etc.), and the fact that kelurahan administrative boundaries were used
rather than hydrologic catchments, it is unclear whether the actual values reported are accurate and
representative of the catchment. Finally, there is no formal documentation of how the baseline and target values
were derived, or how the actual values were measured and reported. With such unreliable outcome data, the ICR
30 Philip Sherwell, 40 billion to Save Jakarta, The Story of the Great Garuda, The Guardian.
31 For the water level: there was about 1-1.5m flooding in most parts, hence a baseline of ‘100-150cm’ was used, and a target of ‘0.25cm’ was a
reasonable reduction. For the flood duration: a baseline of ‘>7 days’ was used because Jakarta was ‘flooded’ for a week, and a target of ‘<0.25
day’ was used because Jakarta’s inhabitants generally consider a few hours of ‘inundation’ to be acceptable. For the areal extent: historical
floods coincided with the 57 kelurahans, so a baseline of ‘100%’ was used, and a target of ‘15%’ was used because there have always been
some areas (especially along the canals) that are perennially flood-prone.
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will discuss results suggested by the revised outcome indicators, but the core of the outcome assessment uses
the Intermediate Results Indicators which have clear attribution and are easily understood.
68. The IRIs, while quantifiable and more reflective of target achievement, had similar shortcomings as the PDO
indicators. IRIs#1 to 3 were based largely on estimates of dredge material as documented in the PAD. However,
it was not clearly established whether the dredging of this volume will fully restore the floodways, canals and
retention basins to their original design capacity. It is also not clear whether the baseline and target values for
IRI#2, the additional storage added to retention basins, is a subset of the dredged volume in IRI#1, as both refer
to retention basins. IRI#5, the length of canals maintained/cleaned, does not imply that the Project led to
improved institutional capacity for flood management, but that DPU-DKI is carrying out its O&M mandate more
effectively.32 It is not clear how the increased effectiveness of DPU-DKI can be attributed to improved institutional
capacity as a result of Project support, as there was no evidence of the Project deliberately driving related training
activities. It also cannot be strongly correlated to the amount disbursed for Component 2, as maintenance and
cleaning activities could have been funded independently by DKI Jakarta. The establishment of multi-pronged
cleanup programs, such as the orange and blue teams with separate solid waste management and drainage
clearing components, may be a better indicator of a holistic improvement in the way drainage O&M is viewed,
and their activity could be monitored more readily throughout the project period.
69. Project M&E could have benefitted from additional tools, such as beneficiary surveys and interviews to gauge
flood management improvements in businesses, schools, clinics and households around the Project locations
before and after implementation. Additional measurements for water quality could have also been added, so that
anecdotal evidence of water quality improvements could be substantiated. Lastly, a depth-damage function could
have been used to evaluate the indicator’s baseline and target values, and provide better linkage to PDO
achievement. A conventional approach for the economic estimation of direct flood damage to buildings is using
functions that relate inundation depth to economic damage, based on analysis of past events and on expert
judgment. However, while the level of target achievement for PDO indicator 1 was substantial, there was no
correlation presented between the measured flood depth and the anticipated economic loss.
M&E Implementation
70. The DGWR was responsible for monitoring Project implementation. Data was collected regularly and used to
monitor progress on the various construction Project packages. The supervision consultant played a key role in
assisting the CPIU and PIUs to supervise, monitor, evaluate and report on the achievement of Project outcomes,
including Project construction and disposal activities, environmental and social safeguard activities. The CSC
provided monthly as well as quarterly progress reports. The PIU DKI Jakarta, with the support of the walikotas
(mayors) of the relevant municipalities, was responsible for monitoring and evaluating the resettlement plans.
71. However, as mentioned in the Efficacy section, there was poor correlation between Project areas and
monitored areas, and unclear measurement and documentation procedure for actual values reported. In
general, the issue with flood depth and duration monitoring in Jakarta is the lack of well-distributed
measurements. There are in-stream gauges and water level readings in some areas, but the data are often not
properly recorded, hence the reporting of a single actual observation value for multiple kelurahans. To provide a
more consistent measure of flood extent and duration (and thereby quantify the impact of the Project), it was
decided to refer to official flood maps that were regularly generated by BPBD since 2013, which happened to be
32The most important and intensive O&M responsibility (including O&M for pump operations and dredging) for the floodways, canals and
retention basins in Jakarta falls under DPU-DKI.
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the year before the start of any Project-funded physical works. While the map is based on administrative units of
neighborhood, it was updated during flood events, providing spatial information about flood occurrence.
72. Despite these shortcomings, the floodways, canals and retention basins are part of an interrelated system, so it
is not inconceivable that the observed reduction in flooding incidence in parts of DKI Jakarta, while inadequately
measured, are associated with Project-related improvements to the O&M of the system. The IRIs included in the
RF measured the output of the dredging and rehabilitation activities, which determined the degree to which
floodways, canals or retention basins were returning to their original design capacities.
73. The Bank team reviewed the CSC’s monthly progress reports and assessed whether any changes were necessary
with regards to Project implementation. The CSC’s scope of work included supervising and supporting the
implementation of the LARAPs, as well as monitoring for any activities at the Project “linked” sites. In general, the
reporting of contractual progress (physical and financial) of the CSC consultancy and physical works contracts was
satisfactory.
M&E Utilization
74. Utilization of the Project M&E was fairly straightforward. It provided data regarding dredging and embankment
work. The M&E reporting was used to inform Project management regarding possible issues related to linked
sites, i.e. if there were possible breaches in safeguards, which were then addressed by the Bank or relevant
stakeholders. Significant changes regarding land subsidence resulted in the incorporation of new activities during
the 2017 restructuring.
75. During construction, many changes to the existing design were made based on governing field conditions,
requests from residents in neighboring communities, concerned agencies, etc. These design changes were
confirmed with the joint field inspection of all concerned parties, technical, environmental and social studies.
Justification of Overall Rating of Quality of M&E

76. The overall rating of the quality of M&E is Modest. There were significant shortcomings in the M&E system’s
design and implementation. Addition tools, such as surveys, should have been included in M&E design to more
clearly assess the achievement of the stated objectives and test the links in the results chain.
B. ENVIRONMENTAL, SOCIAL, AND FIDUCIARY COMPLIANCE

77. The Project was classified as a Category A Project, with two policies triggered: Environmental Assessment
(OP4.01) and Involuntary Resettlement (OP4.12). Project activities related to dredging and construction/repair
of embankments generated sludge/sediment that had to be handled, stored, stockpiled, transported and
disposed, while physical works in some areas required the removal of informal settlements. Indirect Project
impacts included traffic disruption, reduction in air quality due to dust and foul odor emissions, increased noise
levels, reduction in surface water and seawater quality, etc.
78. Environmental Safeguards. The borrower undertook a comprehensive environmental impact assessment process
identified risks associated with Project activities. The Project included a set of mitigation and oversight measures
to address these risks and ensure compliance with national and local government and Bank safeguard
requirements.
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79. Throughout implementation the Project complied satisfactorily with environmental safeguard policies. The
Project adopted EIA/EMP requirements based on the Indonesian requirements (AMDALs) which were augmented
by a Project specific Supplementary EIA which together met GoI regulations and the Bank’s OP4.01. The AMDALs
for each sub-project package (together with supplementary requirements) were provided to the Bank and were
publicly disclosed (in Bahasa Indonesia) on 30 March 2010 in DKI Jakarta, and on 26 January 2011 in Washington.
Following its publication, a supplementary report containing more detailed social and environmental information
from further preparation activities, especially in relation to construction contract formulation and the adequacy
of the Ancol AMDAL, was published in September 2011.
80. Dredging. The environmental impact stemming from the removal of about 3.4 million m 3 of sediment (of which
about 95,000 m3 is solid waste) was properly mitigated through proper handling, storage, transportation and
disposal. The Project implemented the safeguards requirements as defined in the ESMF as well as best
management practices for each sub-Project/particular package. Most of the dredging and transportation
activities were conducted at nighttime to minimize traffic disruptions with tight monitoring of occupational health
and safety measures.
81. Disposal. Disposal sites were not financed through the Project but were integral to the Project nonetheless. The
main disposal location, Ancol Confined Disposal Facility (CDF), was built as a fully enclosed facility in accordance
with AMDAL and was the first time a confined facility was used solely for the disposal purpose of a specific Project
in Indonesia. Construction of the boundary walls was completed before the dredge material disposal began and
acted to isolate and retain all non-hazardous materials. Two other, smaller disposal sites were also used. All
sites were regularly monitored and tested for any potentially hazardous materials contamination by sampling the
soil in the dry area and in the offshore wet area. No hazardous materials, such as heavy metals, were ever found.
82. Complaints were handled by the GRS system with support from the CSC. Complaints were largely related to
construction-related inconveniences and damage. Complaints were taken up with the contractors and resolved
on-site through close consultation with the community on schedules and project adjustment or rectification. A
total of 256 complaints were received from both community and non-community sources, and broadly classified
under safety, security, traffic, building damage, environment, utilities, LARAPs, and dredging. About 90% of the
complaints were addressed within three months, and 99% within six months. All complaints were resolved within
a one-year period.
83. Social Safeguards. When the Project triggered the Involuntary Resettlement Policy (OP 4.12), a preliminary social
assessment (SA) study was carried out in 2008 and social impact assessments were carried out in 2009-2010 as
part of the EIA process. In addition to standard EIA consultation processes, specific Focus Group Discussions
(FGDs) were carried out at each Project site to communicate the Project to the relevant communities, obtain
more detailed information on the environmental and social impacts of the Project, and gauge communities
support for the Project. The FGDs covered all kelurahans containing Project sites.
84. One of the most significant contributions of the Project was the adoption of best practices regarding
resettlement policies. The context at the time of Project preparation was a sustained trend of rapid urbanization
in Jakarta that had led to numerous land rights issues as informal settlements were cleared through evictions to
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make way for new developments. Many of the people evicted, as well as newer migrants from outside Jakarta,
settled along the canals and reservoirs, constraining access for maintenance of the canals.33
85. Prior to the Project, many aspects of the then-prevailing practices in DKI Jakarta for carrying out land
acquisition and resettlement were not in line with the Bank’s requirements. The main differences were related
to: (i) institutional set up for the teams responsible for acquiring the land/resettlement; (ii) alignment between
GoI’s regulations pertaining to land acquisition and the Bank’s policy on land acquisition/resettlement, as GoI
regulations do not explicitly regulate assistance and do not cover income restoration; and (iii) the level of
socialization and the public consultation process for land acquisition/relocation. The Project contributed to
improving land acquisition and resettlement practices in DKI Jakarta by: (i) formulating an effective institutional
arrangement; (ii) providing a clear RPF; and (iii) identifying both resettlement-related impacts and non-
resettlement related via the SA Study, AMDAL-related consultations, and the FGD and other consultations carried
out as part of the preparation of the RPF and preliminary RPs.
86. DKI Jakarta prepared the project Resettlement Policy Framework (RPF) to clarify the principles, procedures and
organizational arrangements to be applied to the preparation of RPs for the project where involuntary
resettlement was identified. All project sites were screened for PAPs and an RP prepared in accordance with the
RPF where PAPs could not be avoided. The RPs identified affected people and laid out the framework for
compensating and restoring the livelihoods of entitled households with a clear and agreed timeline between the
PAPs and DKI Jakarta. RPs (locally known as LARAPs) were prepared for seven project locations screened to
include involuntary resettlement and reviewed by the World Bank. The review focused on ensuring that the RPs
had been prepared in accordance with all the provisions of the RPF and the adequacy of implementation
arrangements, e.g., implementation plans and budget. The LARAPs were publicly disclosed between July 1, 2015
and June 5, 2017, and implemented prior to the commencement of works. The LARAPs, based on DKI Jakarta
policy, cover (i) relocating Project Affected People to an appropriate place or “resettlement to decent locations”
[sic], (ii) compensation on land; (iii) compensation on structures; and (iv) minimizing resettlement by finding
various appropriate project design alternatives, such as modifying the detailed engineering design (DED).
87. To minimize resettlement and non-resettlement social impacts, the Project limited works to priority sections,
carefully selected dredging approaches and equipment technology, reduced the rights of way of inspection areas
to minimum allowable standards for maintenance and security and detailed engineering designs (DEDs) geared
toward minimizing impact. These measures reduced the initially expected PAPs from 2,513 households (HHs)
(occupied by 6,507 persons) to 1,197 HHs (occupied by 5,228 persons). During RPF preparation in November 2010,
the Bureau of Infrastructure and Environment for DKI Jakarta conducted consultations: (i) with agencies/units in
DKI Jakarta, i.e. municipalities, policy agencies, the Transportation Agency, leaders of sub-districts and urban
villages, etc.; and (ii) among representatives from NGOs, community groups, and the media. At the RPF cutoff
date, only 1,144 HHs were deemed to be affected. During implementation, further efforts were made through
on-site inspection, consultations and field engineering and construction adjustments to reduce the PAPs to 672
HHs (occupied by 3,360 persons). In the end, most packages steered away from resettlement and only 328 HHs
were impacted, in which (i) 22 HHs were relocated to public low-cost rental apartments, (ii) 44 HHs were relocated
33
Nirmala, Ronna. "Jakarta Business District Floods After West Flood Canal Dike Collapses | Jakarta Globe." Jakarta Globe. January 17, 2013.
Accessed March 17, 2016. http://jakartaglobe.beritasatu.com/archive/jakarta-business-district-floods-after-west-flood-canal-dike-collapses/.
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to surrounding areas in the original location, and (iii) 262 HHs were partially affected (< 20%) and compensated.34
However, there is no detailed information on the resettlement cost, which was borne by DKI Jakarta.
88. Procurement. Procurement capacity varied amongst the PIUs, in particular with regard to experience in managing
large works contracts under International Competitive Bidding (ICB) procedures following the pre-qualification
process. Procurement suffered from significant delays for a range of issues, including lack of experience, lengthy
evaluations and reviews, and issues on bidder eligibility. The first group of packages (Packages 1, 2a, 2b and 3)
took 17 months from the start of the pre-qualification process to contract signing. The long pre-qualification
process shortened the packages’ construction periods. The contract signing of the CSC was also delayed by four
months due to delays in the PIUs’ internal approval process. Following this experience, the Bank advised the PIUs
to follow post-qualification processes for the second batch, which shortened the procurement process to eight
months. Despite the delays, in general, procurement processes under the project were carried out in accordance
with Bank policy as stipulated in the Loan Agreement.
89. Financial Management. The Borrower maintained adequate accounting records of all transactions and submitted
its interim financial reports (IFRs), audit reports and followed up on audit findings in a timely manner. Most of
the external audit reports received unqualified (clean) opinions, except for qualified opinions for the (i) FY 2014
audit, due to an Rp 8.6 billion overpayment and internal control weaknesses, which have since been resolved;
and (ii) FY 2018 audit, due to the conduct of dredging with barge and disposal work not in accordance with the
agreed methods and incomplete documentation supporting the work, which have not been followed-up on
despite Bank reminders. The FY 2019 audit (for 2 months ending on Feb 28, 2019) has not yet been conducted by
BPK, and the Bank is closely following up on its submission. Internal audits prior to the external audits were not
prepared despite Bank recommendations.
C. BANK PERFORMANCE
Quality at Entry
90. The Bank made a substantial and concerted effort to incorporate all available and useful sector information to
address challenging issues upfront, such as: using results from hydraulic models from other flood modelling
studies to determine priority sections for dredging; analyzing the quality of water and dredged material in the
floodways, canals, and retention basins; drawing on best practice dredging methods used in past projects;35 using
drone photography36 for a rapid assessment of dwellings and other structures eligible for compensation, as well
as the availability of working space; and reviewing alternatives for transportation and disposal of dredged
material. The willingness at project preparation to address complex technical and safeguard issues and changing
situations, despite considerable risk, should be recognized.
91. The Bank successfully identified and facilitated the preparation of the environment and social safeguards. The
careful and at times protracted discussions regarding project safeguards during preparation were key to the
34 However, the Completion Report cites that DKI Jakarta did not fully implement the LARAPs, arguing that only the mechanism of relocation to
low-cost housing can be applied based on Jakarta Governor Regulation No. 111 of 2014 concerning the ‘Mechanism of Occupancy on Low Cost
Housing’. Othe reasons for non-relocation were the limited availability of low-cost housing units or refusal to relocate for various social and
economic considerations.
35 Referring to the Pilot Dredging Project, initiated in November 2008 as a component of the Government of Netherlands supported Jakarta
Flood Management 2 Project (JFM2).

36
During project preparation, aerial photography (using drones) was used to establish the actual number of PAPs objectively, especially since
there was movement of people in the years between project preparation and appraisal. There was no established technique then, and drone
photography was considered a novel approach for a rapid assessment of dwellings and other structures eligible for compensation within the
project sites and linked sites.
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achievement of the Project’s development outcomes, and had an important and likely lasting impact on the
government’s policy towards environmental standards and resettlement. However, the lengthy preparation
period could also be interpreted as a lack of responsiveness to the Project’s original emergency needs. An urgent
project was developed, which despite successfully preparing environmental and social safeguards over four years,
still suffered from weaknesses in the RF and M&E design. In addition, while the reduction of resettlement
numbers from appraisal to completion by adjusting the DEDs is a positive story, the huge difference raises
questions regarding the technical due diligence at appraisal.
92. During Project preparation, there were diverging viewpoints between the Bank and DKI Jakarta on the
resettlement of the informal communities located by the river and canal edges. The Bank’s principle is that all
Project Affected Persons (PAPs) should receive fair compensation based on free, prior and informed consent
(FPIC). On the other hand, DKI Jakarta saw the PAPs as illegal squatters encroaching on state lands, and therefore
did not agree with the principle of compensation. DKI Jakarta considered compensation as being inconsistent with
the law because it involved transferring funds to those illegally squatting on public land. The negotiation of the
Project’s resettlement approach was protracted, with a number of Bank safeguards specialists weighing in on the
issue. Ultimately, after almost 1.5 years of discussionns, a consensus was reached, which reduced the Bank’s
reputational risk, led the government to prepare an RPF for the Project, and adopt a resettlement policy largely
based on Bank-supported best practices (compensation-based).
Quality of Supervision
93. Staff turnover had an impact on the Project implementation due to the resulting learning curve following new
appointments. Personnel turnover both at the Bank and with the GoI personnel slowed implementation progress
and resulted in delays as new staff were brought up to speed. Nevertheless, though there were four task team
leaders throughout Project preparation and implementation, the key supporting specialists remained the same.
This provided continuity despite management changes, and the fact that most Project staff were based in the
Jakarta office facilitated closer interaction with Project stakeholders.
94. Site supervision was a key problem during implementation. The CSC team was highly skilled and brought in
experience to the Project. CSC personnel supervised the work contracts and operations at the disposal sites,
handled all project complaints, and provided reports in a timely fashion. However, effective site supervision was
lacking due to a generally low regard for environmental issues and a lack of awareness among local supervision
staff. Environmental principles guiding the Project could have been reinforced among the site supervision staff
through deliberate training.
95. Project management could have benefitted from a more proactive, strategic approach. More could have been
done with the FMIS December 2012 findings, especially taking into account the Project extension and substantial
project savings. Despite a general perception that the FMIS was not operational, the FMIS1 outputs were more
than just a database used in the flood control rooms of DKI Jakarta agencies. Running a hydraulic model using the
project parameters (such as normalized drain cross-sections) and demonstrating the cumulative effect of
dredging and embankment rehabilitation could have added to project legitimacy, substantiating the value
proposition of the Project as a no-regret approach with quantifiable data, and highlighting quick wins or system
inefficiencies. The FMIS1 revealed that most of the elements for further improvement of flood O&M in Jakarta,
in particular the data, were in principle available. Likewise, the adjustment of the economic analysis following the
Project restructuring could have highlighted the benefits from investments in the master plan review and
Sentiong PS.
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96. Some of the indicators in the Results Framework were difficult to measure and vague. The PAD noted that the
RF and the PDO indicators would likely be adjusted during the MTR. The changes were expected due to the
continued and rapid physical changes affecting the city, and the validity of old baseline data. However, even at
the MTR, there were fundamental weaknesses in the PDO indicators and IRIs, particularly in how the baselines
were set, the actual values measured, and the results tied to the larger outcomes, that were largely unresolved.
97. There also appears to have been an over-reliance on BPBD’s 2013 flood mapping data in revising the indicators,
which were translated into unclear PDO indicators, and too little attention paid to what could have been
strategically achieved with the existing FMIS1 model or an extension thereof. FMIS1 produced flood maps, web-
and mobile-based flood early warning system applications that were broadcast in the flood control rooms of DPU-
DKI, BBWSCC, and BMKG, a proposed institutional framework for FMIS, while providing a one-month staff
training. The integration process started by FMIS1 to bring together and synchronize these elements was well
received by all key organizations, which was shown by the excellent and intense cooperation during the first phase
of FMIS. More could have been done to leverage and sustain this level of interest among the PIUs.
Justification of Overall Rating of Bank Performance

98. Bank performance is rated Moderately Unsatisfactory. There were significant shortcomings in the Bank’s
performance in terms of both quality at entry and quality of supervision.
D. RISK TO DEVELOPMENT OUTCOME

99. Maintenance activities (garbage collection and maintenance dredging) continue as part of the integrated flood
management approach for Jakarta. If maintenance operations are not carried out regularly or effectively, new
sedimentation and blockages will result, once again reducing the city’s drainage capacity. In an effort to maintain
and improve on the cleaning of the canals and rivers, the GoI pledged to spend US$1B a year on cleaning rivers
and seas and launched the National Action Plan on Marine Debris (2017-2025) which calls for efforts to reduce
70% of the city’s plastic debris by 2015.37
100. Project benefits are being maintained, even enhanced, with the recruitment of Jakarta’s “orange troops” that
installed floating plastic pontoons to intercept garbage and who maintain the drains.38 In an effort to maintain
the canals, DKI Jakarta Environmental Agency (Dinas Lingkungan Hidup) and Water Resource Agency (Dinas SDA)
recruited “orange troops” and “blue troops” to carry out solid waste cleanup and maintenance work. Beginning
in 2016, DKI Jakarta introduced and operationalized special purpose task forces—teams consisting of several
thousands of personnel each—to combat specific city challenges including floods related challenges. An “Orange
team” (Pasukan Orange) specifically targeted at clearing solid waste, and a “Blue team” (Pasukan Biru) sent to
areas being threatened by flooding or being flooded to assist the communities, undertake emergency work to
reduce the extent and duration of the flooding, and carry out cleanup work.
101. Despite DKI Jakarta’s efforts, many of Jakarta’s rivers and canals are still heavily polluted, as citizens still
continue to pollute the waterways with sewage and solid waste. The GoI must implement a more aggressive
information campaign to inform and convince the public about the importance of not keeping the waterways
clean, and roll out over time a plan to upgrade the open sewerage system. While the orange and blue troops
37Country Profile Indonesia, October 2018, Managing Municipal Solid Waste and packaging waster, Circular Economy Briefing Series (look up).
38Farraz Theda, Indonesia: Looking beyond infrastructure to address flooding in north Jakarta, 18 Oct 2017
https://www.preventionweb.net/news/view/55540
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signal the beginning of a more systematic maintenance plan, such efforts have to be supported by a broader effort
to secure O&M budget to maintain the capacity of the canals. This is all the more important given mounting
climate change and land subsidence pressures, which could subject the flood management system to higher levels
of risk.
102. While the Project was originally designed as an urgent response to restore the capacity of Jakarta’s canals and
floodways, additional flood mitigation measures, including solid waste management, integrated water resources
management (including disposal of wastewater, abstraction of groundwater, and provision of bulk water
services), and coastal flood defense will be important going forward. Jakarta has embarked on a medium to long-
term comprehensive and integrated strategic approach to slow land subsidence, improve infrastructure and
continue to proactively manage the risk of floods. Presently, the GoI continues to focus on comprehensive
solutions to mitigate urban and tidal flooding through the maintenance of Project achievements, such as
continued cleanup and dredging, and a review of the flood management master plan of the Cisadane-Jakarta-
Bekasi area (similar to the study added in the restructuring but never implemented).39 In addition, DKI Jakarta,
the central government and private stakeholders are preparing the National Capital Integrated Coastal
Development (NCICD) program40, a long term plan which is expected to include major coastal protection
infrastructure such as a sea wall, as well as large-scale land reclamation in Jakarta Bay.
V. LESSONS AND RECOMMENDATIONS

103. Achievement of targets. Despite missed opportunities and shortcomings in the measurement of indicators, the
originally planned activities were largely achieved. The project was substantially completed between the
restructuring in March 2017 and closing in February 2019, as about 91% of the final net loan amount had already
been disbursed at restructuring. This suggests that despite poor progress in the final years of implementation,
most of the loan amount was prudently used to fund planned activities. Nevertheless, more could have been
done to utilize the loan savings and drive the completion of the activities added under the restructuring.
104. Influencing changes in local practice. Though difficult to achieve, changes in local practice often have a far-
reaching impact and can bring about real progress in national policies. For example, establishing the institutional
arrangements, conducting thorough technical studies, and preparing a comprehensive RPF were crucial for
project success, despite the initial difficulty in agreeing on the safeguards and adjusting business-as-usual
resettlement practices. The RPF, which has now been accepted by DKI Jakarta, will be useful for public projects
elsewhere that require resettlement. Likewise, the POM and FMIS should be disseminated for use in drainage
O&M projects in other urban areas. Lessons and recommendations in these areas would be very relevant and
informative for other flood management projects in Indonesia and the region involving investments in
institutional capacity building.
39 During the Project period, implementation of the masterplan review had been stalled by difficulties in the procurement process. The PIU for
the masterplan review, the Water Resources Research and Development Center (PUSAIR) under the Research and Development Agency of
MPWH, informed the Bank in December 2017 that it was terminating the procurement process, and that the masterplan review would be
undertaken subsequently by securing a central government budget allocation.
40
More information on the NCICD can be found in a May 2018 summary from the Committee for Accelerating Priority
Infrastructure Provision (KPPIP). Available from: https://kppip.go.id/proyek-strategis-nasional/o-proyek-pembangunan-tanggul-
penahan-banjir/national-capital-integrated-coastal-development-ncicd-tahap-a/
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105. Limited information for Project design. Around the world, flood management programs in changing urban
contexts are increasingly required to initiate work with limited and imperfect information while monitoring, and
subsequently adjusting program scope and targets during implementation, as was the case for this Project. Future
projects could benefit from learning points distilled from the design of this Project, such as clearly defining project
sites and linked sites, conducting rigorous environmental impact assessments, and developing evidence-based
baselines, targets, and indicators. A closer monitoring of the results and quality of data reported by the local
agencies could have facilitated adjustment of the RF during implementation.
106. Holistic flood management program. Urban flood risk management is a multi-faceted issue, which involves
managing groundwater abstraction, solid waste, land subsidence, resettlement, and land use, while adapting to
sea level rise and climate change effects. For this Project, a fully objective assessment of the flooding situation
before and after implementation is challenging because the effects of dredging and embankment rehabilitation
over the project period cannot be isolated from the many other intertwined variables. The Bank's involvement in
such a complex undertaking as flood risk management could have been part of a more comprehensive program
and longer-term timeframe, rather than a one-off effort on dredging and embankment rehabilitation. The results
of this Project could be reviewed as part of a holistic and quantitative flood management program.
107. Sustainability of O&M activities. While the setup of the “orange” and “blue” troops for cleanup, maintenance,
and emergency response is commendable, the overall sufficiency of institutional, technical and financial capacity
for O&M was not explicitly dealt with and not included in the Project scope. Financial planning and management
for flood infrastructure O&M is often a key gap and critical tool needed for enhancing sustainable O&M and may
be worth further review in future efforts. Further interviews can also be conducted to establish whether and/or
how there were any intended or unintended outcomes on raising the public’s level of awareness about the
importance of keeping the floodways, canals, and retention basins clean, given the significance of O&M in
sustaining the Project results.
108. Post-implementation review. There is no post-implementation study to quantify the effectiveness of the project-
financed dredging and embankment rehabilitation, despite FMIS1 demonstrating that the data and technical
systems are available for such an analysis. A closer review of the FMIS1 report outputs could have guided
deliberations on the tasks to be pursued further, either as additional project activity under or a separate but
related undertaking. In particular, the use of the FMIS to analyze the combined effect of the project package
measures on the extent of inundation, and a comparison of pre- and post-intervention flood hazards (including
dredging) would have been a powerful and conclusive tool to attribute observed improvements to Project-funded
works. Nevertheless, DPU-DKI’s on-going master planning study for the Cisadane-Jakarta-Bekasi area is a laudable
effort to gain a better understanding of and plan for a more comprehensive solution for the flood situation in DKI
Jakarta.
109. Documentation and surveys. There is virtually no documentation of PIU and Bank team’s observations that the
dredging and embankment rehabilitation did produce a noticeable positive change in the flood management in
DKI Jakarta. Given the absence of technical studies during the Project period to establish the impact of dredging
and embankment rehabilitation (quantitative approach), the project could have benefitted from beneficiary
satisfaction surveys regarding improvements in the flood situation in the affected kelurahans, the transfer of
displaced persons to adequate housing, and other social impacts (qualitative approach).
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110. The successes of the Project, in particular the satisfactory completion of all eight of the original dredging and
rehabilitation works packages with significant cost savings, could have been better communicated to Project
beneficiaries and DKI Jakarta residents at large. These can be used to strategically position key issues and lessons
learned, not only for public engagement about future urban flood management projects in DKI Jakarta, but also
for future infrastructure projects with GoI that require sensitive handling of environmental and safeguard issues,
or for information campaigns to the public on proper waste disposal.
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ANNEX 1. RESULTS FRAMEWORK AND KEY OUTPUTS
A. RESULTS INDICATORS
A.1 PDO Indicators
Objective/Outcome: Improvement of operaton and maintenance of priority sections of Jakarta's flood management system
Formally Revised Actual Achieved at
Indicator Name Unit of Measure Baseline Original Target
Target Completion
Average flood depth in 34 Text 100 - 150 cm 20 cm 28 cm

flood prone kelurahans
during the most significant 30-Jun-2013 31-Dec-2018 31-Dec-2018
flood event of the FY
Comments (achievements against targets):
This indicator measures local reduction in flood water depth.
For the Target value, the Restructuring Paper (RP) does not explicitly mention the target date, which could either be 31 December 2018 following
the revision of PDO indicators in the MTR, or 28 February 2019 following the extended closing date in the RP.
It is not clear what "most significant flood event of the FY" is--whether it is GoI's financial year (Jan-Dec), or the Bank's (July-June). As mentioned in
the 'Efficacy' section, it also does not reflect the spatial and temporal variation of rainfall, and inherently assumes rainfall to be the predominant
cause of flooding. Besides the variation in rainfall, the mismatch between the flood mapping locations with the Project-affected kelurahans (known)
and the catchment boundaries (unknown) further complicates the attribution of 'local reduction' to Project-funded works.
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Nonetheless, although the final target of <20cm was missed by 8cm, when viewed as percentage reduction against the baseline, the reduction of
92.4% is significant.

Target Completion
Average length of inundation Text > 7 day < 0.25 day 0.28 day
in 34 flood prone kelurahans
during the most significant 30-Jun-2013 31-Dec-2018 31-Dec-2018
This indicator measures local reduction in duration of flood water inundation.
Nonetheless, the actual value of 0.28 day (expressed as 6.72 hours) basically met the target of 0.25 day (expressed as 6 hours), when viewed as
percentage reduction against the baseline of >7 days (expressed as 168 hours).
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Target Completion
The number of neighborhood Text 100% 15% 32%

units (RW or RT) in 34 flood
prone kelurahans 30-Jun-2013 31-Dec-2018 31-Dec-2018
experiencing inundation
during the most significant
This indicator measures local reduction in areal extent of flooding.
Nonetheless, although the final target of 15% was missed by 17%, when viewed as percentage reduction against the baseline, the reduction of 80%
is significant.
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A.2 Intermediate Results Indicators
Component: Dredging, rehabilitation and flow capacity improvement of selected key floodways, canals and retention basins.
Target Completion
Volume of dredge material Cubic 0.00 3400000.00 3400000.00 3428277.00

removed from the Meter(m3)
floodways, canals and
retention basins (including 22-Dec-2011 31-Mar-2017 31-Dec-2018 31-Dec-2018
solid waste)
This indicator measures the volume of dredged material removed, which indicates the restoration of the floodways, canals or retention basins to
their original capacities.
The MTR notes that this indicator is expected to surpass the original targets at the end of the contracts, on account of the design changes (mostly
additional works) anticipated to align the JUFMP works to the changed physical landscapes as well as additional activities to further improve the
flood management infrastructure using project savings.
The final target was fully achieved, and even exceeded by 8%.
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Target Completion
Additional storage added to Cubic 0.00 596740.00 80500.00 80500.00

retention basins Meter(m3)
22-Dec-2011 31-Mar-2017 31-Dec-2018 21-Nov-2016
This indicator measures the extent to which flood water retention volume has increased in the four retention ponds included in the project,
namely, Waduk Melati, Waduk Sunter Utara, Waduk Sunter Selatan, and Waduk Sunter Timur III.
The target value of 596,740m3 in the Jan 2012 PAD was reduced to 108,000m3 in the Feb 2016 MTR. This was because DKI Jakarta formally
informed the CPIU that no further dredging is required in Waduk Sunter Utara, Waduk Sunter Selatan, and Waduk Sunter Timur III, as emergency
dredging had already been carried out by DKI Jakarta following the major floods in January 2013. DKI Jakarta has reported to the CPIU and the Bank
that 265,117m3 was dredged in these retention ponds, and this is not a contribution from the project’s financing. Is it unclear why this was not
counted as GoI counterpart funding contribution to the project, when it could potentially have been counted as a project output by having the
Loan finance the works.
The documentation on the reduction of the target value is not clear, as the original target in the PAD was reduced by 82% in the MTR, but the
reported contribution by DKI Jakarta is only 44% of the original target. The target was further reduced to 80,500m3 in the 2017 RP, but no further
information was reported.
It must be noted that the 80,500m3 actual value had already been achieved on 21 Nov 2016, as reported in the ISR dated 22 Dec 2016. That being
the case, the indicator should have been dropped in the RP if it had already been achieved in 2016 and was no longer part of the project.
Nonetheless, the formally revised target was fully met.
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Target Completion
Length of embankment Kilometers 0.00 42.20 42.20 55.66

repaired or constructed
22-Dec-2011 17-Jan-2012 31-Dec-2018 30-Sep-2018
This indicator measures the length of embankments repaired and/or constructed. The Construction Supervision reports do not make a clear
distinction on whether it is repair of existing or construction of new embankment.
The MTR notes that this indicator is expected to surpass the original targets at the end of the contracts, on account of the design changes (mostly
additional works) anticipated to align the JUFMP works to the changed physical landscapes as well as additional activities to further improve the
flood management infrastructure using project savings.
A minor anomaly in the reporting of figures was noted. In the 2017 RP and all (but one) subsequent ISRs, the target value was 42.2km, while for the
ISR dated Dec 2018, the target value was 43.50km.
Nonetheless, the formally revised target was fully met.
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Target Completion
Additional drainage pumping Text 0 m3/s 40 m3/s 0 m3/s

capacity added by the
project 01-Feb-2017 28-Feb-2019 28-Feb-2019

This indicator measures the additional pumping capacity from the pumping station at Sentiong-Ancol, which was proposed in the 2017 RP. The
pumping station was never built, so achievement is zero.
Component: Technical assistance for project management, social safeguards, and capacity building
Target Completion
Number of km canal Kilometers 11.00 25.00 24.60

maintained / cleaned
(minimum). 22-Dec-2011 17-Jan-2012 31-Dec-2018

This indicator measures the operations and maintenance of canals. As described in the 2016 MTR, this is meant to reflect the extent to which DKI
Jakarta’s operational capacity has improved such that it is able to carry out regular maintenance of its flood management infrastructure. The
indicator is basically met.
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B. KEY OUTPUTS BY COMPONENT
Objective/Outcome 1: To contribute to the improvement of the operation and maintenance of priority sections of Jakarta’s flood
management system.
1. Average flood depth in 34 flood prone kelurahans during the most

significant flood event of the FY
2. Average length of inundation in 34 flood prone kelurahans during
Outcome Indicators
the most significant flood event of the FY
3. Number of neighborhood units (RW or RT) in 34 flood prone
kelurahans experiencing inundation during the most significant flood
event of the FY
1. Volume of dredged material removed from the floodways, canals
and retention basins (including solid waste)
2. Additional storage added to retention basins
Intermediate Results Indicators
3. Length of embankment repaired or constructed
4. Length of canal maintained / cleaned (minimum)
5. Additional drainage pumping capacity under the project
Key Outputs by Component Outputs are the same as the IRIs above.
(linked to the achievement of the Objective/Outcome 1)
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C. ORIGINAL AND REVISED PDO INDICATORS
Data measured Original Original Restructured Indicators Restructured

Indicator Values (as in Mid-Term Values
(as in PAD) (as in PAD) Review) (as in Mid-Term Review)
Baseline Target Baseline Target
Flood water level Water level of 70 cm 11 cm Average flood depth in 100-150 cm < 20 cm
inundated area 34 prone kelurahans
during the most
significant flood event
of the FY
Duration of Number of hours > 24 hours < 24 hours Average length of > 7 days < 0.25 day
inundation of water logging inundation in 34 flood
in inundated prone kelurahans
areas during the most
significant flood even of
the FY
Areal extent of Extent of 100% 20% Number of 100% 15%
inundation inundated areas neighborhood units
(RW or RT) in 34 flood
prone kelurahans
experiencing inundation
during the most
significant flood event
of the FY
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D. COMPARISON OF BASELINE, TARGET, AND ACTUAL PDO INDICATORS
PDO Indicator Unit of Baseline Target Target, Actual Actual, Actual,

Measure as % as % as % of
Reduction Reduction Target
from from Reduction
Baseline Baseline from
Baseline
Average flood depth in 34 flood prone
1 kelurahans during the most significant cm 125 20 84.0% 28 77.6% 92.4%
flood event of the financial year
Average length of inundation in 34 flood
prone kelurahans during the most
2 hr 168 6 96.4% 6.72 96.0% 99.6%
significant flood event of the financial
year
Number of neighborhood units (RW or
RT) in 34 flood prone kelurahans
3 experiencing inundation during the % 100 15 85.0% 32 68.0% 80.0%
most significant flood event of the
financial year
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Intermediate Results Indicator Unit of Baseline Target Actual Actual,

Measure as % of
Target
Component 1
Volume of dredge material removed
1 from the floodways, canals and m3 0 3,400,000 3,428,277 100.8%
retention basins (including solid waste)
Additional storage added to retention
2 m3 0 80,500 80,500 100.0%
basins
Length of embankment repaired or
3 m 0 42.20 55.66 131.9%
constructed
Additional drainage pumping capacity
4 m3/s 0 40 0 0.0%
added by the project
Component 2
Number of km canal maintained /
5 km 0 25.0 24.6 98.4%
cleaned (minimum)
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ANNEX 2. BANK LENDING AND IMPLEMENTATION SUPPORT/SUPERVISION
A. TASK TEAM MEMBERS
Name Role
Preparation
Hongjoo J. Hahm Task Team Leader
Yogana Prasta Advisor for Operations
Melinda Good Senior Counsel
Dayu Dharmapatni Senior Urban/LARAP Specialist
Guy Alaerts Lead Water Resources Specialist
Andrew Sembel Environment Specialist
Jose Zevallos Senior Social Specialist
Imad Saleh Senior Procurement Specialist
Rajat Narula Senior Financial Management Specialist
Arlan Rahman Infrastructure Specialist
Micah Fisher Capacity Building Specialist
Jan Yap Water Engineer
Heinz Unger Senior Environment Specialist
Marget Davis Senior Social Specialist
Desy Task Team Assistant
Juan Martinez Senior Urban/LARAP Specialist
Supervision/ICR
Marcus John Jin Sarn Lee, Fook Chuan Eng, Iwan Gunawan Task Team Leader
Budi Permana, Yash Gupta Senior Procurement Specialists
Novira Kusdarti Senior Financial Management Specialist
Risyana Sukarma Team Member, Sanitary Engineer
Shankar Narayanan Social Specialist
Evarist F. Baimu Counsel
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Evilia LNU Team Member

Rambat Sakwan Social Specialist
Iwan Gunawan Team Member
Virza Syafaat Sasmitawidjaja Environmental Specialist
Kian Siong Environmental Specialist
Aswin Arif Hidayat Team Member, Financial Management Analyst
Natsuko Kikutake Team Member
Yong Jian Vun Team Member
Dixi Mengote ICR Primary Author
Natasha Zamecnik ICR Primary Author
Kai Shen Lim ICR Team Member
Adam Joseph Revello ICR Team Member
Mulya Amri ICR Team Member
B. STAFF TIME AND COST
Staff Time and Cost

Stage of Project Cycle
No. of staff weeks US$ (including travel and consultant costs)
Preparation
FY08 16.406 58,768.01
FY09 42.306 213,055.62
FY10 38.409 181,760.81
FY11 73.376 397,489.72
FY12 34.989 239,068.01
Total 205.49 1,090,142.17

Supervision/ICR
FY12 10.501 51,293.40
FY13 95.578 283,096.78
FY14 76.659 270,583.87
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FY15 109.645 240,222.10

FY16 87.832 149,535.68
FY17 69.746 464,667.61
FY18 23.632 233,053.83
FY19 13.004 128,312.04
Total 486.60 1,820,765.31
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ANNEX 3. PROJECT COST BY COMPONENT
Amount at Approval* Actual at Project Closing* Percentage of Approval

Components
(US$M) (US$M)
Dredging, rehabilitation and
flow capacity improvement
176.45 111.79 63.3%
of selected key floodways,
canals and retention basins
Technical assistance for
project management, social
13.4 6.11 45.6%
safeguards, and capacity
building
Total 189.85 117.91 62.1
*includes front end fee of US$350,000, i.e. 0.25% of IBRD loan amount
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ANNEX 4. OVERVIEW OF JAKARTA’S DRAINAGE SYSTEM AND PROJECT LOCATIONS
Map 1. Jakarta’s 13 rivers (kali, or K.), main drains, and flood canals (banjir kanal)
Reference: Water System in DKI Jakarta, 2012. Dinas Pekerjaan Umum, Provinsi DKI Jakarta (Public Works Service,
DKI Jakarta). Available from http://www.serverjakarta.com/peta_13sungai.aspx. [Accessed 22 July 2019
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Table 1. Contract vs Actual Work Schedule (as reported in CSC Completion Report)
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ANNEX 5. MAP OF KELURAHANS
Map 1. Comparison of kelurahans in PAD and MTR
Legend: red - 61 kelurahans, which was the precursor of the 57 kelurahans in PAD41; blue – 34 kelurahans as in MTR; yellow –
Project sites and linked sites as in PAD; orange – data collection locations as in MTR
41The actual list of 57 kelurahans reported in the PAD, based on a working list of 61 kelurahans, could not be retrieved. It is possible that the 4
kelurahans omitted from the working list are kelurahans in the north coast of Jakarta with no residential component.
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Table 1. List of 34 kelurahans in MTR

DISTRICT KELURAHAN DISTRICT KELURAHAN
1 CENTRAL BIDARA CINA 19 SOUTH RAWA JATI
2 JAKARTA DURI KOSAMBI 20 JAKARTA KAMPUNG MELAYU
3 ULUJAMI 21 KAPUK MUARA
4 WARAKAS 22 PEKOJAN
5 EAST CAKUNG TIMUR 23 PENGADEGAN
6 JAKARTA CAWANG 24 PETAMBURAN
7 CILILITAN 25 PLUIT
8 CIPINANG MELAYU 26 SEMPER TIMUR
9 KEDAUNG KALI ANGKE 27 SUNTER AGUNG
10 KEDOYA SELATAN 28 WEST JELAMBAR BARU
11 MAKASAR 29 JAKARTA KAPUK
12 MANGGARAI 30 KEDOYA UTARA
13 SEMPER BARAT 31 PADEMANGAN BARAT
14 SUKAPURA 32 RAWA BUAYA
15 TANJUNG PRIOK 33 TEGAL ALUR
16 NORTH BUKIT DURI 34 WIJAYA KUSUMA
17 JAKARTA CENGKARENG BARAT
18 PEGANGSAAN DUA
Figure 1. Supporting data from 2016 Mid-Term Report: Data of Jakarta flood impact showing overall
decreasing trend
Number of Flood Affected
10,000,000
1,000,000
100,000
10,000
1,000 2013
100
10 2014
1
2015
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10
12
14
16
18
20
0
2
4
6
8
4: >150
1:10-50
2:51-100
3:101-150
Bidara Cina
1
2
3
4
0
Kampung Melayu
Cawang Bidara Cina
Cililitan Kampung Melayu
Balekambang Cililitan
Dukuh Dukuh
kelurahans in East Jakarta, 2013-2015
Gedong Gedong
Kebon Manggis Kebon Manggis
Makasar Makasar
Cipinang Melayu Cipinang Melayu
Halim Perdana… Halim Perdana…
Pinang Ranti Pinang Ranti
Kebon Pala Kebon Pala
Pondok Bambu Pondok Bambu
jatinegara jatinegara
Flood depth - East Jakarta
Rawa Terate Rawa Terate

Cakung Timur
Length of Inundation - East Jakarta
Cakung Timur
penggilingan penggilingan
2015
2014
2013
2015
2014
2013
Figures 2 & 3. Supporting data from 2016 Mid-Term Report: Depth and duration of inundation in
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Figures 4 & 5. Supporting data from 2016 Mid-Term Report: Depth and duration of inundation in
kelurahans in South Jakarta, 2013-2015 [errors not editable]
Flood depth - South Jakarta

3
4: >150 2
3:101-150
2:51-100
1:10-50 1 2013
2014
0
2015
Length of Inundation - South Jakarta

18
16
14
12
Days
10
8
6 2013
4
2 2104
0
2015
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ANNEX 6. RAINFALL INFORMATION
Table 1. Rainfall in Jakarta by month42
Year
Month
2012 2013 2014 2015 2016 2017
January 275 622 1075 412 137 214
February 158 147 689 639 452 521
March 174 184 174 221 294 139
April 196 204 168 111 192 157
May 118 101 47 79 112 135
June 67 257 174 48 186 139
July 14 257 214 1 189 120
August 2 61 39 12 217 1
September 16 50 0 5 221 166
October 44 110 52 6 173 112
November 252 197 65 103 152 195
December 254 339 211 194 42 254
TOTAL 1570 2528 2908 1831 2366 2152
Note: 2018 data not published by BMKG.
42
All data from BMKG, and compiled by BPS DKI Jakarta. The 2009 to 2013 data is taken from BPS – Statistics of DKI Jakarta Province,
https://jakarta.bps.go.id/statictable/2015/04/20/55/banyaknya-curah-hujan-jakarta-menurut-bulan-2013.html ; while the 2014 to 2017 data is
compiled from Jakarta Dalam Angka Publication, published annually by BPS DKI Jakarta. Data from 2018 is not available.
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ANNEX 7. OVERVIEW OF FLOOD MANAGEMENT INFORMATION SYSTEM
Overview of FMIS 43: 38F39F
The FMIS Phase 1 project started on September 25, 2012 and was completed on December 15, 2012. The
project was carried out by Deltares in joint venture with HKV and in association with Puslitbang Air
(PusAir), MLDRoyalHaskoningDHV and ITB. Technical assistance was provided to develop the FMIS
(through grant financing from the Government of the Netherlands under the WASAP-J trust fund). This
tool has been developed and is currently implemented in the DKI Jakarta’s Public Works Agency. The FMIS
can be used as an assessment, planning and optimization tool towards DKI Jakarta’s efforts to continue to
build the city’s flood management system. The Bank team recommended that the FMIS should be updated
from time to time to ensure that its database stays relevant.
Main Tasks:
The FMIS services under the current contract are sub-divided into 5 main tasks:
1. Information Systems Improvement
2. Flood extent, hazard mapping, and simulations
3. Early warning system and dissemination
4. Develop framework for institutional setting of FMIS
5. Training for related Staff
Jakarta Flood Early Warning System (J-FEWS):

As part of the FMIS services, the system has been further developed and further extended into the Jakarta
FEWS (J-FEWS). In close liaison between the Ministry of Public Works, DKI’s Public Works Agency, BBWSC
and the Indonesian Meteorological, Climatological and Geophysical Agency (BMKG), all telemetric stations
and online data systems (e.g. weather forecast, radar) have been revisited and connected to J-FEWS. The
important manual flood management operational Posko / Piket system has also been integrated in J-
FEWS. J-FEWS was launched on November 22, 2012 and implemented at the control rooms of the four
agencies above. However, based on ICR interviews with Bank staff, the J-FEWS system is not operational.
Besides the development and implementation of JFEWS, the Flood Hazard Mapping (FHM) modelling
framework was also upgraded and further improved to prepare the FHM framework for the further
evaluation of mitigating measures and for use in the flood early warning operation. Such update was
required to represent and include the many changes in the Jakarta water system over the past years.
Major Findings and Lessons Learned:

The FMIS process showed that most of the elements for further improvement of flood and disaster
operation in Jakarta are in principle available. The integration process started by FMIS to bring together
and synchronize these elements was well received by all key organizations, which was shown by the
excellent and intense cooperation during the first phase of FMIS. However, as the Standard Operation
Procedures (SOPs) for the different organizations define the exact tasks of the organizations, formal
updating of the SOPs is required before the FMIS can formally be implemented and used in operations.
43 Reference: Aide Memoire / Implementation Review dated September 17 – October 9, 2013, and FMIS report dated December 2012
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ANNEX 8. EFFICIENCY ANALYSIS
The ICR’s cost-benefit analysis reproduced the methodology used in the PAD, applied the same
assumptions while also including a sensitivity analysis. According to the analysis below, the Project will
produce reasonable economic benefits over the next two decades.
During Project appraisal, the economic analysis was conducted based on socio-economic losses caused by
the 2007 flood disaster. According to the analysis, implementation of the Project would result in two key
benefits—prevented infrastructure damages and economic activity disruptions. Based on the activities in
the PAD, the economic rate of return (ERR) for the Project was estimated to be at 381%, with a net present
value of Rp29.7 trillion or US$3.1 billion44 using an 8% discount rate.
For the ICR, the PAD economic analysis methodology was maintained with minor changes to reflect actual
Project implementation. Several assumptions were tested to ensure that the economic analysis closely
resembled the reality of Project outcomes, and to provide accurate estimates of the economic benefits.
The ICR economic analysis yielded an EIRR of 413%, higher than at Project appraisal (381%). However,
when incorporating more realistic assumptions of flood cycles i.e. 20-year flood cycles instead of 2-year
flood cycles, the EIRR of 11% is modest and remains higher than the discount rate of 8%.
Methodology during Project Appraisal and Restructuring
At appraisal, a cost-benefit analysis was conducted to examine the economic feasibility of the Project
from 2011 to 2030. A chart describing the methodology is detailed in Figures 1 to 4 below. The main
economic benefits assumed in the PAD stem from: (i) prevention of national budgetary reallocation due
to flood mitigation, (ii) prevention of tax revenue and economic activity disruption, and (iii) prevention of
indirect economic losses.
(i) Budget Reallocation. The economic benefits generated stem from the contribution of the Project in
mitigating future floods in the Greater Jakarta area, and thus, reducing the potential catastrophic
reallocation of the budget towards specific flood related purposes (school rehabilitation, road
rehabilitation, post flood health treatment, government office rehabilitation or park rehabilitation).
(ii) Tax Revenue Losses. The economic benefits generated result from the prevention of potential tax
revenue losses and economic activity disruptions. Tax revenues that could be lost originate from Ancol
reclamation land taxes, incremental land taxes from flood-free areas, DKI electricity taxes from the
prevention of economic activity disruption, taxes from ships utilizing dredged water ways and sales tax
from river and channel water converted to drinking water. Economic activities are assumed to be from
the entertainment industry, parking services and the hospitality industry.
(iii) Indirect Economic Losses. The economic benefits generated are derived from the prevention of losses
similar to those following the 2007 Jakarta flood (from estimates by the Ministry of National Development
Planning (Bappenas). Losses resulted from damage to housing, infrastructure, social sectors, economic
44 To ensure consistency with the Project appraisal economic analysis, this economic analysis assumes an exchange rate of 1:9,000 (US$:Rp)
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sectors, and others such as government building damages. The economic analysis also included the
economic value of the number of school and work days lost and health-related losses due to the inability
to attend school or go to work.
The economic analysis assumed that floods of the same magnitude as the 2007 flood would occur every
two years, and that the Project’s contribution to flood mitigation was 40%—this implies that under the
with-Project scenario, losses from future floods would be mitigated by 40%.45 Other assumptions include
increases in property’s taxable value and the number of days economic activities are affect by floods. The
Project’s economic costs were assumed to be Project costs during the appraisal stage, and O&M costs
every five years, beginning in 2018. Assuming a discount rate of 8%, the estimate of the economic rate of
return for the Project was 381%, and the net present value (NPV) of incremental benefits Rp29.7 trillion.
The economic analysis was not adjusted following the Project restructuring despite the assumed benefits
from the new activities and the significant loan savings.
Economic Analysis at Project Completion
The overarching framework of the ICR’s economic analysis is based on the Project appraisal analysis, as
the PDO and main Project components remained unchanged. The ICR economic analysis did remove the
land tax from Ancol reclamation as well as the sales of surface water as benefits included in the PAD from
the ICR’s economic analysis. This is reflected by the dashed line squares in Figure 3.
In terms of Project costs, the ICR’s economic analysis incorporated the final loan savings of approximately
US$45.5 million. Several key assumptions were tested, including the effects of the Project on flood
mitigation, two-year flood cycles and the five-year O&M costs.
The current economic analysis methodology does not address several key considerations. First, the ability
of government authorities to collect taxes from all the assumed benefit streams, which include property
taxes and sales tax, and secondly, that the land subsidence in Greater Jakarta could reduce the potential
economic benefits of the Project’s contribution to flood mitigation. Third, current practice on flood
protection benefits are estimated on the basis of flood modelling, which estimates the area flooded by
depth duration for given return periods for a range of land use categories. In the absence of such data,
the methodology in the PAD with some slight adjustments was adopted for the ICR.
Results
Computing the net economic benefits of the Project up to year 2030, the economic analysis assesses
whether Project activities will be economically feasible and worthwhile. The methodology assumes that
Project benefits will be derived on a biannual basis from 2011 to 2030. The biannual assumption is based
on a 2-year flood cycle, which will be tested under the sensitivity analysis. More realistic flood cycle
scenarios of 5 years, 10 years and 20 years will be tested. The results produced should be interpreted
alongside other key considerations outlined in the ICR to assess the Project’s economic impact.
45Based on early flood estimates by Deltares using 2007 flood data, the only data available at the time of Project preparation. Reference:
Brinkman JJ, Hartman M. Jakarta flood hazard mapping framework. Jakarta: World Bank report; 2008. Available from
https://www.hkv.nl/upload/publication/Jakarta_Flood_Hazard_Mapping_Framework_MH.pdf
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To calculate the Project’s net present value (NPV), the economic analysis uses the concept of valuing
future economic benefits, while assuming a constant discount rate. A discount rate of 0% suggests no
preference between now and in the future, while a high discount rate of 15% represents a strong
preference for spending now. Assuming a discount rate of 8%, the net present value, the benefit/cost
ratio and the internal rate of return of the economic benefits of the Project on specific disasters are
summarized in Table 1. Taking into account the project costs incurred in 2011 to 2013, and expected
project benefits up to 2030, the Project was expected to generate a NPV of approximately US$2,786
million, with an EIRR of 413% and a benefit-to-cost ratio of 37.
The sensitivity analysis for the economic analysis was done with regards to two variables: (i) the assumed
impact of the Project on future flood mitigation, and (ii) changes in O&M costs. Results of the sensitivity
analysis are shown in Table 2, interpreted in terms of the changes in each variable required to switch the
NPV from positive to negative—known as the ‘switching value’. The principle behind switching values is
that assumptions can be tested through a range of values to determine at what value the economic
benefits generated by the Project are not justified by its costs. Ceteris paribus, the Project could sustain a
decrease in the impact of the Project on flood mitigation to as low as 2%, and up to an increase of O&M
costs of 880% of the investment outlay, and would still remain economically feasible.
Another key assumption tested is the 2-year flood cycle assumed during Project appraisal. A sensitivity
analysis assuming Five-year, 10-year and 20-year flood cycles was incorporated, and the results
summarized in Table 3. The results suggest that the EIRR is highly sensitive to the flood cycle assumption
and decreases significantly depending on the cycle of years assumed. However, even if a flood of similar
magnitude to that of the 2007 Jakarta flood occurs every 20 years, the EIRR remains higher than the
discount rate of 8%, with a positive benefit to cost ratio and NPV. This suggests that the Project is likely
to be economically feasible even under conservative flood cycle assumptions.
Comparing the results during Project appraisal and Project completion, the significant difference between
the estimated EIRR can be attributed to the loan savings of the original loan amount of US$189 million to
US$166 million. The NPV estimated during Project completion of US$2.8 billion is slightly lower than the
estimated US$3.1 billion, but the benefit-to-cost ratio increased marginally from 36 to 37. These results
suggest that even under conservative assumptions, the Project remains economically viable, and is
expected to generate significantly large economic benefits for the coming.
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Figure 1. Economic analysis framework during Project appraisal stages and during completion
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Figure 2. Benefits stream one. Avoidance of national budgetary reallocation due to mitigation of floods
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Figure 3. Benefits stream two. Tax revenue and avoidance of disruption towards economic activities
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Figure 4. Benefits stream three. Avoided indirect economic losses
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Table 1. Summary of NPV, EIRR and Benefit/Cost ratio during Project appraisal and Project completion.
Key Indicators Economic analysis during Economic analysis during

Project appraisal Project completion
Investment outlay (US$M) 189 166
NPV (US$M) 3,109 2,786
EIRR 381% 413%
Benefit/Cost Ratio 36 37
Table 2. Switching values of NPV during Project appraisal and Project completion.
Switching values scenarios Economic analysis Economic analysis
during Project during Project
appraisal completion
Impact of Project on flood mitigation (Baseline: 40%) Project able to Project able to
sustain a decrease in sustain a decrease
the impact of the in the impact of
Project on flood the Project on
mitigation to as low flood mitigation to
as 2%. as low as 2%.
Increase in O&M costs as a percentage of investment Project able to Project able to
outlay (Baseline: 3% of investment outlay) sustain an increase sustain an increase
of O&M costs every of O&M costs
five years of up to every five years of
870% of investment up to 880% of
outlay. investment outlay.
Table 3. Summary of NPV, EIRR and Benefit/Cost ratio under different flood cycle assumptions.
Key Indicators Flood-cycle (5 years) Flood-cycle (10 years) Flood-cycle (20 years)
NPV (US$M) 1,072 416 91
EIRR 912389% 29% 11%
Benefit/Cost Ratio 14 8 5
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ANNEX 9. BORROWER, CO-FINANCIER AND OTHER PARTNER/STAKEHOLDER COMMENTS
A draft version of this ICR was conveyed to the Government of Indonesia, with a request for comments. As at
the time of final submission of this ICR, no comments had been received from the Government of Indonesia.
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ANNEX 10. SUPPORTING DOCUMENTS
The World Bank, Jakarta Urgent Flood Mitigation Project: Project Appraisal Document (Report No: 65973-ID)
December22, 2011.
The World Bank, Jakarta Urgent Flood Mitigation Project: Project Information Document Appraisal Stage
(Report No.: AB683), October 13, 2011
The World Bank, Aide Memoires for Jakarta Urgent Flood Mitigation Project t (Loan NO. 8121 – ID), from 2012-
2018
The World Bank, Aide Memoire and Mid Term Report (Loan NO. 8121 - ID), February 2, 2016.
The World Bank, Restructuring Paper for Jakarta Urgent Flood Mitigation Project Report No:
RES23406.
The World Bank, Implementation Status Reports for Jakarta Urgent Flood Mitigation Project, ISR11368, from
2012-2019
The World Bank, Loan Agreement for Jakarta Urgent Flood Mitigation Project, Loan no: 8121-ID, February 17,
2012.
Deltares, HKV, PusAir, ITB and Royal HaskoningDHV, Flood Management Information System (FMIS), funded by
the Water and Sanitation Sector Program, Package J (WASAP-J) Trust Fund, administered by the World Bank
(Grant No: TF#092649), December 2012.
Government of the Republic of Indonesia, Ministry of Public Works, Directorate General of Water Resources,
Indonesia JUFMP Environmental Assessment – Executive Summary, September 2011.
Construction Supervision Consultant for Jakarta Urgent Flood Mitigation Project, Monthly Progress Reports,
from 2016-2019.
Korea Engineering Consultants Corp., in association with PT. Puser Bumi Mekon, PT. Tetira International, PT.
Duta Cipta Mandiri. Project Completion Report – Main Report, February 2019.
The World Bank, Guangxi Laibin Water Environment Project: Project Appraisal Document (Report No.: 74404-
CN), April 29, 2013
The World Bank, Mekong Delta Region Urban Upgrading Project: Project Implementation Completion and
Results Report (Report No.: ICR00004415), June 18, 2019
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Note: additional sites only involve embankment rehabilitation works as requested by DKI Jakarta

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Report No: ICR00004907

IMPLEMENTATION COMPLETION AND RESULTS REPORT

JAKARTA URGENT FLOOD MITIGATION PROJECT

August 23, 2019

Urban, Disaster Risk Management, Resilience and Land Global Practice

(Exchange Rate Effective February 28, 2019)

Currency Unit = Indonesian Rupiah (Rp)

(Exchange Rate Effective December 22, 2011)

Currency Unit = Indonesian Rupiah (Rp)

Regional Vice President: Victoria Kwakwa

Country Director: Rodrigo A. Chaves

Regional Director: Benoit Bosquet

Practice Manager: Abhas Kumar Jha

Task Team Leader(s): Marcus John Jin Sarn Lee

ICR Main Contributor: Dixi Mengote and Natasha Zamecnik

AMDAL Analisis Mengenai Dampak Lingkungan, or Environmental Impact Assessment as

DATA SHEET .................................................................................................................................................. 1

P111034 Jakarta Urgent Flood Mitigation Project

Country Financing Instrument

Indonesia Investment Project Financing

Original EA Category Revised EA Category

Full Assessment (A) Full Assessment (A)

Borrower Implementing Agency

Ministry of Public Works and Housing (DG Water

Project Development Objective (PDO)

Original Amount (US$) Revised Amount (US$) Actual Disbursed (US$)

Borrower/Recipient 50,210,000 46,290,000 26,833,579

Approval Effectiveness MTR Review Original Closing Actual Closing

RESTRUCTURING AND/OR ADDITIONAL FINANCING

Date(s) Amount Disbursed (US$M) Key Revisions

Outcome Bank Performance M&E Quality

RATINGS OF PROJECT PERFORMANCE IN ISRs

SECTORS AND THEMES

Water, Sanitation and Waste Management 70

Urban and Rural Development 47

Disaster Risk Management 42

Disaster Risk Reduction 14

Environment and Natural Resource Management 40

Regional Vice President: James W. Adams Victoria Kwakwa

Country Director: Stefan G. Koeberle Rodrigo A. Chaves

Director: John A. Roome Benoit Bosquet

Practice Manager: Franz R. Drees-Gross Abhas Kumar Jha

I. PROJECT CONTEXT AND DEVELOPMENT OBJECTIVES

from: http://ejurnal.bppt.go.id/index.php/JHI/article/view/653/498 [Accessed 21 July 2019]

https://www.nytimes.com/2016/10/04/world/asia/jakarta-indonesia-canals.html [Accessed: 13 June 2019]

https://weather.com/science/environment/news/2018-04-06-jakarta-indonesia-sinking-groundwater [Accessed 01 July 2019]

https://www.worldbank.org/en/news/feature/2016/01/08/keeping-indonesias-capital-safer-from-floods [Accessed 01 July 2019]

retrospective-view-of-floods-in-jakarta/ [Accessed 16 July 2019].

Theory of Change (Results Chain)

Output Middle Higher

Project Development Objectives (PDOs)

Key Expected Outcomes and Outcome Indicators

B. SIGNIFICANT CHANGES DURING IMPLEMENTATION (IF APPLICABLE)

B. ACHIEVEMENT OF PDOs (EFFICACY)

Point)', JawaPos.com (The Java Post), 3 Oct. Available from: https://www.jawapos.com/jpg-today/03/10/2018/kadis-sda-dki-klaim-kuantitas-

Justification of Overall Efficacy Rating

D. JUSTIFICATION OF OVERALL OUTCOME RATING

E. OTHER OUTCOMES AND IMPACTS (IF ANY)

Mobilizing Private Sector Financing

Poverty Reduction and Shared Prosperity

Other Unintended Outcomes and Impacts

III. KEY FACTORS THAT AFFECTED IMPLEMENTATION AND OUTCOME