Terms of Reference

INTEGRATED TOURISM MASTER PLAN PREPARATION FOR LAKE TOBA

I. INTRODUCTION
The Government of Indonesia has decided to transform Indonesia's economy using tourism as
one of the main growth drivers. More specifically, it aims to increase foreign visitors,
domestic visitors, foreign exchange earnings, employment and tourism competitiveness
through the integrated development of priority tourism destinations. The Government is
preparing a tourism development program with the Ministry of Public Works and Housing
(MPWH) as an executing agency, working together with several other Ministries and
Agencies as implementing agencies, and bringing together APBN, APBDI, and APBDII1 to
implement the Government's program and achieve these goals.
The Government decided to sequence the development of priority destinations and to start the
program with Lake Toba in North Sumatra province, Lombok in West Nusa Tenggara
province and Borobudur-Yogyakarta-Prambanan in Central Java province and the Special
Region of Yogyakarta. The program will include the preparation of Integrated Tourism
Master Plans (ITMPs) for each priority destination in order to provide a strong framework for
effective and sustainable tourism and land development.
The Government of Indonesia applied for financing from the World Bank toward the cost of
the Integrated Infrastructure Development for National Tourism Strategic Areas (Indonesia
Tourism Development Project, or the "Project"). The Government has requested for Advance
and Grant financing for the preparation, and initial implementation, of the proposed Project. The
World Bank has made available an Advance out of the World Bank's Project Preparation
Facility and a Grant from the Indonesia Infrastructure Support Trust Fund. The subject
consulting services ("the Services") include the development of an Integrated Tourism Master
Plan for sustainable tourism development in Lake Toba destination.
These terms of reference have been consulted upon as part of the public consultation on the
Environmental and Social Management Framework (ESMF), and any required revisions
identified during this consultation process has been added to the terms of reference and
discussed with the Consultant at Contract Negotiation.

II. SCOPE OF WORK

The Consultant will prepare an Integrated Tourism Master Plan, consisting of a) a phased
overall development plan for the entire tourism destination area and detailed development
plans for prioritized key tourism areas within the tourism destination area (defined in Annex
1); b) an investment and financing plan for infrastructure and services; and c) an institutional
development program and a capacity building program. The Integrated Tourism Master Plan
will provide the necessary framework for effective and sustainable tourism development, and

1
APBN - Anggaran Pendajxitan dan Belanja Negara Indonesia (State Expenditure Budget); APBDI - Anggaran
-
Pendajxitan dan Belanja Provinsi (Regional Expenditure Budget for Provincial level); APBDII Anggaran
Pendapatan dan Belanja Daerah (Regional Expenditure Budget for District level).
 IV. Appendices Lump-Sum

will guide the downstream revision and/or preparation of spatial plans, sectoral master plans
and other relevant plans at the Central and subnational level (identified in Annex 3).
An integrated approach is essential, combining international experience and local knowledge,
seeking synergies between wide-ranging development initiatives, linking multi-sectoral
infrastructure development with spatial development planning, and merging sustainable
tourism development with the preservation of natural (including biodiversity), cultural
heritage and social assets. Given the cumulative and induced impacts, and impacts of
associated facilities, of tourism development, a holistic and systematic approach to the
assessment of environmental, social and cultural heritage opportunities and constraints is
warranted as part of the preparation of the Integrated Tourism Master Plan. Crucial is to
actively engage a wide array of stakeholders throughout the planning process, including
institutions at all levels of government, state owned enterprises (SOEs), the private sector and
local communities.
The scope of work for the preparation of the Integrated Tourism Master Plan includes the
following eight broad categories of interrelated tasks:
A. Analysis of the institutional and legal, regulatory and policy framework;
B. Analysis of demand and opportunities for tourism destination area development;
C. Analysis of baseline conditions of spatial plans, infrastructure gaps and visitor
attractions and facilities;
D. Articulation of environmental, social, socio-economic, and cultural heritage
opportunities and constraints;
E. Preparation of growth projections and development scenarios;
F. Detailing of the preferred development scenario;
G. Formulation of the integrated tourism master plan; and
H. Ensure active stakeholder engagement.

The Integrated Tourism Master Plan is conceived as a coordination platform for the
development of the tourism destination and as the instrument that will pave the way for
effective and sustainable tourism development. The Integrated Tourism Master Plan is
intended to prevent the adverse impacts that can occur when tourism development proceeds in
an unintegrated manner, such that growth in visitor arrivals outstrips provision of facilities to
manage the burdens that growth may impose on natural and cultural resources and host
communities. It will identify the priority programs needed to strengthen tourism activities at
the local level and will provide detailed recommendations for the preparation and revision of
local and provincial spatial plans and sectoral master plans (ifnecessary), but is not in itself a
spatial planning document with statutory effect under the Indonesian Urban Planning
Framework.

III. SPECIFIC TASKS

The Consultant will conduct a number of activities that have been identified as essential for
the preparation of the Integrated Tourism Master Plan for each of the eight broad categories of
interrelated tasks. The Consultant will make its own assessment, identify additional activities
and requirements and prepare its work plan in the Technical Proposal accordingly. Tasks A,
B, C and D will result in a thorough analysis and understanding of the baseline condition.
Tasks E-G constitute a strategic and participatory planning exercise that will result in the
formulation of the Integrated Tourism Master Plan. Active stakeholder engagement— Task
H— is part and parcel of the entire approach throughout the assignment.
While carrying out Tasks C, D, E, F, G and H, the Consultant will have to adopt and be in
compliance with the ESMF of the Project, which will be provided to the Consultant by the
Regional Infrastructure Development Agency (RIDA) of the MPWH and made available at
http://bpiw.pu.go.id/uploads/ESMF ENGLISH.pdf. While carrying out this assignment, the
Consultant is expected to set up, and perform the tasks from, a field office located in the
destination. "Field" in Appendix B thus refers to within the Lake Toba destination.

A. Analysis of the institutional and legal, regulatory and policy framework

The Consultant will make a thorough analysis of the existing institutional and legal
framework related to integrated tourism and spatial development in the tourism destination
area. This includes identification of agencies responsible for tourism development, spatial
development planning, infrastructure planning, as well as environmental, social and cultural
management. The legal framework consists of spatial planning documents, such as the
Rencana Tata Ruang Wilayah (RTRW) at kecamatan, kota/kabupaten, and provincial levels2
and the Rencana Detail Tata Ruang (RDTR); sectoral master plans, such as for water supply,
solid waste management, and power supply; environmental and social management plans,
such as AMDAL, UKL UPLs, and LARAPs;3 Indigenous Peoples studies/documents; and
cultural heritage site management plans, among others. The Consultant will include in the
analysis the following specific activities:

• Identification of the planning authority/authorities within the destination for the

various components; e.g. land use, transport, utilities, and visitor management to
main World Heritage Sites (WHSs).
• Identification of all stakeholders and collaboration arrangements between them to
develop the tourism program; e.g. governments, SOEs, private sector,
communities, and nongovernmental organizations (NGOs).
• Evaluation of the regulatory framework within which planning implementation
will occur.
• Review and evaluation of relevant existing spatial and sectoral development plans
(including plans for national parks and heritage sites, if applicable), including all
regulatory instruments and associated policy documents currently in place to
guide and control development.

1
1n Indonesia, subnational governance includes four levels: (1) province/Provinci, (2) city/Kota and
regencyIKabupaten, (3) sub-disinclfKecamatan or district/1)istrik and (4) urban commun\ty!Kelurahan or
village/Dc.va.
3
AMDAL - Analisis MengenaiDamjxik Lingkungan (the Indonesian environmental assessment process); UKL-
UPLs - Vpava I'engelolaan Lingkungan Hidup Upaya Penuintauan Lingkungan Hidup (Environmental
Management Plan/Environmental Monitoring Plan), LARAP - Land Acquisition and Resettlement Action Plan.
Refer also to the ESMF.
IV. Appendices Lump-Sum

B. Analysis of demand and opportunities for tourism destination area

development
The Consultant will analyze local economic conditions and development trends to obtain a
detailed understanding of the current situation and development potential of the tourism
destination area in terms of population, employment, and regional economy with special
focus on tourism development. This analysis will include the following specific activities:

• Assemble and review information on population (including ethnic minorities,

vulnerable groups, Indigenous Peoples (IPs)) and employment growth trends,
including temporary residents (visitors) and in-migration of job seekers.
• Assemble and review information on all areas of potential economic growth, such
as agricultural production, fisheries, food processing, commercial enterprises,
industry, and services including tourism and travel, to identify and assess the
linkages between the various sectors of the economy affecting, and affected by,
tourism development in the tourism destination area.
• Assemble and review information on domestic and foreign visitors and related
accommodation, facilities, and attractions, past visitor trends and projected
growth, and related demand for new tourism enterprises and services with
particular emphasis on the Market Analysis and Demand Assessment study
commissioned by the World Bank Group under a separate contract
(http://bpiw.pu.go.id/uploads/20170302_Lake_Toba_Market_and_Demand Asses
sment.pdf).
• Assemble and review information (i.e. from the Market Analysis and Demand
Assessment study) on capabilities and skills of local businesses, especially local
firms and communities to play an active role in, and benefit from, accelerated
tourism development.

C. Analysis of baseline conditions

The Consultant will thoroughly analyze all aspects of relevance for tourism development,
including spatial development trends and patterns, infrastructure and service provision, visitor
attractions, and visitor facilities. The analysis should result in an in-depth understanding of the
baseline condition for tourism development and will identify both spatial planning (CI) and
infrastructure and service provision (C2) issues.
C./ Spatial planning baseline data analysis
The Consultant will collect, assemble and analyze relevant information on spatial conditions,
environment and culture, including but not limited to:

• Existing land uses and land use planning provided by spatial plans and its gap.
• Spatial development patterns, especially growth patterns and trends of urban,
semi-urban, and rural areas.
• Planned new development initiatives related to economic development.
• Tourism accommodations, attractions and their environmental, cultural or social
significance, recreation areas and facilities, including planned new investments.
 • Land ownership (including land legacy issues1) with particular emphasis on key
tourism areas and strategically significant development locations.
• Topography, vegetation and hydrology.
• Areas of environmental concern and/or significance - protected areas, natural
habitats, biodiversity, (endangered) species, water bodies, irrigated paddy fields,
natural hazard areas, etc.5
• Environmental health conditions - water and air quality, cleanliness, occurrence
of water and vector borne diseases (malaria, dengue, etc.) and other health
hazards, security and safety concerns, etc.
• Areas of cultural significance - historic, religious, viewscapes, archeological sites,
historic trails.
• If applicable, Indigenous Peoples (IPs) presence (with map), social economic
characteristics, habitats and customary lands.
• Social conflicts.

C.2 Infrastructure and service provision baseline data analysis6

The Consultant will collect, assemble and analyze relevant information on infrastructure
provision and service delivery, identify and quantify deficiencies and constraints. This
includes the following activities:
• Analysis of connectivity to/external access to the tourism destination area (based
on the Market Analysis and Demand Assessment study), including identification
of current condition, deficiencies and planned investments in airports and airlift
capacity, ports, toll roads, national and provincial road network, railways, and the
external (long distance) public transport system.7
• Detailed inventory of existing infrastructure and services and planned investment
by both the private and public sector in the entire tourism destination area
including roads and transport, drainage and flood protection, water supply,
wastewater management, solid waste management, power supply, IT and tourism
specific services and facilities.
• Collect and provide all infrastructure maps (existing and planned infrastructure by
the government and/or private sector).
• Detailed description and analysis of current infrastructure and service levels as
baseline for program monitoring and evaluation at the tourism destination area
level and the key tourism area level.

4
Refer to ESMF on LARPF paragraphs 84-87 on the tasks for ITMP Consultant to assess land legacy issues
5
Upon the request of the GOl, the World Bank has commissioned a water quality study for Lake Toba; the
Consultant will receive the final study (expected in September 2017) to include these findings in the master
planning process.
The standards for water supply baselines are included in the SPM Permen PU 01/PRT/M/2014 and SNI 03-
7065-2005; for solid waste , SPM Permen PU 01/PRT/M/2014, Permen PU 03-2013, SNI 19-2454-2002 and for
waste water, SPM Permen PU 01/PRT/M/2014. The Consultant will ensure that all baselines meet the
appropriate standards for the tourism development objectives.
7
Based on the Market Analysis and Demand Assessment, the key gateway to Lake Toba destination is the
Kualanamu International Airport for foreign visitors, and the Medan-Tebing Tinggi-Pematang Siantar-Parapat
corridor (170 km), serving the majority of domestic and international visitors.
IV. Appendices Lump-Sum

• Identify and quantify- current gaps in infrastructure provision and service delivery
compared to national standards at the tourism destination area level and the key
tourism area level. This includes establishment of baseline level of services for
water supply, sanitation, solid waste, and roads at the kecamatan level using
relevant MPWH standards.
• Analyze if and to what extent planned public and private investments will
alleviate or resolve identified deficiencies and what gaps remain.

D. Articulation of environmental, social, socio-economic and cultural heritage

opportunities and constraints
The Integrated Tourism Master Plan will guide the scale and spatial location of future spatial
growth, infrastructure, and establish policies and practices to ensure that key environmental,
social, community and cultural heritage assets are protected and impacts are properly
managed and monitored. An in-depth understanding of constraints and opportunities for
development of the tourism destination area is indispensable to ensure that tourism
development will be sustainable. The underpinnings of the tourism industry are the cultural
heritage, natural environment (including biodiversity), and unique cultural identity. The
Consultant therefore will collect and interpret the relevant baseline data and develop maps and
reports of challenges, opportunities, and constraints for environmentally and socially
sustainable growth and for the various types of tourism facilities and supporting
infrastructure. Potential environmental and social impacts and risks of tourism development in
general, and of the proposed infrastructure development and other activities specified in the
Master Plan, will be assessed. Tourism development, if not managed carefully, may lead—for
instance—to the degradation of protected areas, the loss of biodiversity and endangered
species, and the degradation of culturally significant assets. Nonetheless, tourism also has a
strong potential as a driving force in the conservation of the country's environmental assets,
protection of its biodiversity and natural habitats, the protection of cultural assets, as well as
in environmental awareness and employment generation.
Aligned with any bylaws/codes of protected area or WHS's core and buffer zones, the maps
should present "no development" zones, zones suitable only for certain types of development,
zones with little or no restriction on type of development, and any recommended building
regulations, etc. The World Bank safeguards policies would be taken into account in this task,
following guidance as presented in detail in the Environmental and Social Management
Framework. Elements of the policies that guide development toward positive outcomes on
environmental, social (including gender), socio-economic and cultural heritage conditions will
be taken into account in identifying opportunities, and prohibitions and restrictions presented
in some of the policies will become parts of the constraints. Policies that are most relevant at
this planning stage ' are:
• OP 4.01 Environmental Assessment and its impact management hierarchy -
prevent, minimize, mitigate, and compensate in declining order of preference
• OP 4.04 Natural Habitat and its restrictions on conversion of critical and natural
habitat

S
http://bpiw.pu.go.id/uploads/ESMF ENGLISH.pdf.
9
See also ESMF for reference
 • OP 4. 10 Indigenous Peoples that has among its objectives avoiding or minimizing
adverse effects on indigenous communities
• OP 4.1 1 Physical Cultural Resources which aims at protecting known and chance-
finds of cultural property
• OP 4.12 Involuntary Resettlement with particular attention to the principles of
avoiding or minimizing displacement, including economic displacement through
restriction of access to customary natural resources
• Environmental, Health, and Safety Guidelines (World Bank Group, 2007 plus
updates, commonly referred to as the EHS Guidelines)10. The applicable parts are
the General Guidelines, which include air, water, and noise standards; community
and workplace safety; pollution prevention; energy and water conservation, etc.
plus a number of the sectoral guidelines including:

ÿ
Tourism and Hospitality Development
ÿ
Waste Management Facilities
ÿ
Water and Sanitation
ÿ
Ports, Harbors and Terminals
ÿ
Airports
ÿ
Toll Roads
ÿ
Electric Power Transmission and Distribution.

The principles of the safeguards policies are presented in detail in the Environmental and
Social Management Framework. The relevance of the sectoral EHS Guidelines in Task E is
primarily in site selection for various types of infrastructure. Other aspects of the guidance
they provide will be important in Task G.
In view of the Government of Indonesia aspiration for Lake Toba to become a UNESCO
Global Geopark, the Consultant will take the matters related to Global Geopark into the
analysis specifically in the assessment of environmental impacts. The Consultant will use,
amongst others, a reference from the operational guidelines for UNESCO Global Geoparks
(http:/Ayww.unesco.oru/new/fileadmin/MULTIMEDIA/HO/SC/pdf/IGGP UGG Statutes G
uidelines EN.pdf)
Regarding water quality of Lake Toba, the Consultant will also use the findings from related
studies, among others, the final report on "Developing a Roadmap for Improving Water
Quality of Lake Toba Tourist Destination, Indonesia1' (dated February 21, 2018), to be
incorporated in preparing the Integrated Tourism Master Plan.

E. Preparation of growth projections and development scenarios

Based on the analysis of current conditions and growth potentials, the next step is to prepare
growth projections (El) and to translate these into spatial requirements in terms of possible
development scenarios (E2) while taking identified opportunities and constraints (D) in due
consideration. The Consultant will prepare GIS-based models for growth projections and for
the preparation and visualization of different spatial development scenarios. It is expected that
the model will be replicated and used in other tourism destinations and support the Ministry of
10
www.ifc.org/ehsguidelines
IV. Appendices Lump-Sum

Public Works and Housing and/or local authorities in the preparation of tourism development
plans.

E. 1 Prepare growth projections and dedicatedplanning standards

The Consultant will prepare growth projections for a period of 25 years and medium-term
growth projections for 5 years, including tourism, other local economic sectors, population
and employment. Population growth projections should consider permanent residents,
temporary residents (foreign and domestic visitors), and possible influx of job seekers and
their relatives attracted by economic opportunities because of accelerated tourism
development. Visitor growth and related tourism employment projections will be derived
from the Market Analysis and Demand Assessment study which allows for quantification of
demand indicators such as peak visitor loads (at both the tourism destination area and key
tourism area level), numbers of additional hotel rooms, additional capacity of transport
networks (roads, airports etc.), numbers of skilled staff required etc.
E.2 Prepare and discuss alternative spatial development scenarios
The Consultant will prepare at least three different spatial development scenarios to
accommodate and guide the projected growth and will present and discuss the findings,
proposed planning standards and the development scenarios with all relevant stakeholders.
These scenarios shall reflect varying tourism growth concepts and differing development
models of future land use, and related environmental, social, socio-economic and cultural
heritage opportunities and constraints. One scenario will be selected for further elaboration, in
close consultation with Government of Indonesia (GOl) and which reflects the views of all
relevant stakeholders. This specific task would include the following activities:
• Identify additional land needs for future residential, industrial, commercial, and
tourism requirements, and infrastructure needs, including land requirements for
housing of tourism employees and their relatives.
• Identify competing demands for land, natural resources and infrastructure for
tourism development and other (non-tourism) economic sectors.
• Identify environmental, social, socio-economic and cultural heritage opportunities
and constraints for growth (refer to task D).
• Identify opportunities for clustering of development to increase efficiency of land
use, infrastructure and service provision, including opportunities for combined
and cross-subsidized service delivery for tourist accommodations and facilities
and local (low-income) communities.
• Assess infrastructure required in support of future development (roads, water
supply, wastewater management, drainage and storm water management, solid
waste management, housing, transportation, energy, telecommunications and
other utilities).
• Identify strategic interventions, areas or activities that could promote or facilitate
the private sector, local governments, and communities in participating in the
development of visitor-related infrastructure, facilities, and attractions.
• Evaluate each development scenario in sufficient detail to allow stakeholders to
compare them in terms of positive and negative economic, environmental, social
 (including gender) and cultural heritage impacts and adherence to the principles of
the applicable World Bank safeguards policies.

E.3 Preparation of a GIS-based spatial decision-making support system

The Consultant will also prepare a GIS-based map that will show growth projections at the
destination and link it with spatial development scenarios that will help stakeholders make the
best decision based on the different scenario options. It is expected that the model could be
replicated in other tourism destinations, by applying similar or different variables to the model
that are considered important for the destinations. The MPWH will provide access to the
relevant 1:25000 scale maps for the destination and, if available, 1:5000 scale maps relevant
to the identified key tourism areas. The Consultant will use them to present a visual
representation of the scenarios.

F. Detailing of the preferred development scenario

After selecting the preferred scenario, the next task is to prepare an overall development plan
for the entire tourism destination area (Fl) and detailed development plans for existing and
selected future key tourism areas (F2) (See Annex 1 for spatial boundaries of target areas for
planning).

F.l Preparation of an overall development plan for the entire tourism destination area
based on the preferred development scenario using GIS maps.
Specific activities include:
• Prepare a provisional land use map for the entire tourism destination area (for
years 2023 and 2043) including the detailed location, shape and size of new
development areas with special emphasis on tourism development. The map could
present "no development" zones, zones suitable only for certain types of
development (restricted), zones with little or no restriction on type of
development, etc.
• Identify issues (such as gaps, barriers) in the relevant legislative, policy, and
planning frameworks, and their implementation, and provide recommendations
that will benefit the sustainable outcomes of the tourism sector. The Consultant
will provide specific recommendations on how to strengthen the existing
programs and activities of the spatial and sectoral plans so that these can align
with the vision proposed in the selected development scenario.
• Identify and discuss land acquisition and tenure issues related to the preferred
development scenario.
• In close collaboration with relevant government agencies, the private sector and
local communities evaluate, discuss and define for each existing and new key
tourism area the optimal development perspective, including carrying capacity,
typology and extent of visitor accommodation, facilities and services.
• Evaluate phasing options and select priority existing and new key tourism areas
for development with related detailed size and shape consistent with projected
demand for all land uses and with special emphasis on tourism development in
blocks of five years (2019-2023 / 2024-2028 / 2029-2033 / 2034-2038/ 2039-
IV. Appendices Lump-Sum

2043). The Market Analysis and Demand Assessment study already proposes
priority existing and new key tourism areas (Annex 1), but these need to be
refined, adjusted and/or confirmed as part of this task.
• Prepare conceptual designs and cost estimates for all required infrastructure and
services with planning horizon of 5 and 25 years respectively for the entire
tourism destination area.
• Identify major incremental threshold capacity needs (airport expansion, treatment
plants, dump sites, etc.) and prepare a 25-year phasing plan for anticipated major
threshold investment for all infrastructure and services.
• Prepare an integrated phasing plan for location and timing of infrastructure and
service provision in a gradual way, making sure it responds to the projected visitor
demand and it is designed to support and guide tourism development and
minimize risks, with a planning horizon of 5 years and 25 years respectively.
• Assess the environmental, social (including IPs) and cultural heritage impacts
related to the preferred development scenario at an appropriate scale and level of
detail, taking into account cumulative and induced impacts and impacts of
associated facilities, and prepare a high-level mitigation and monitoring plans in
accordance with the ESMF.
• Identify and discuss natural (including biodiversity) and cultural heritage
preservation issues related to the preferred development scenario and explore
solutions that are compatible, instead of competing, with the infrastructure and
service provision of the preferred development scenario.
• Identify local government and community awareness and capacity building needs
for inclusive tourism development.
• Identify opportunities and needs for skills development for tourism market supply
(education, SME development).
• Identify institutional arrangements to implement the development scenario.

F.2 Preparation of detailed development plansfor priority key tourism areas

In close collaboration with relevant government agencies, the private sector and local
communities, the Consultant will prepare detailed phased development plans (5 years
planning horizon) for all current key tourism areas within the tourism destination area
(existing clusters of hotel and visitor facilities and attractions) and for new key tourism areas
that have been prioritized for tourism development in the first 5 years (2019-2023). The list of
identified strategies, objectives, policies and programs included in the 5 year plans should be
phased annually (2019 / 2020 / 2021 / 2022 / 2023). The plans should be presented at scale
1:5000 together with outline designs and cost estimates for all infrastructure and service
provision using GIS-based maps. The Consultant will prepare the plan up to pre- feasibility
level for selected infrastructure and service provision (e.g. 2019). The criteria for selection of
infrastructure with pre-feasibility plan will be agreed by RIDA and the Consultant. The
detailed development plans must be directly linked to projected visitor growth and must be
flexible enough to allow for adjustment in case real growth exceeds or falls short of
expectations over the years.
The development plans will provide maps and detailed descriptions in terms of existing and
future typology and character of the existing and prioritized new key tourism areas, detailed
land use, specification of visitor accommodation capacity and typology, visitor facilities,
services and attractions, housing for tourism sector employees and their relatives, existing and
planned infrastructure and services, building regulations and development control. The
detailed development plans will provide recommended dedicated planning standards and
guidelines to manage and control development, including but not limited to:
• Building densities, floor-space ratios, maximum building heights
• Traffic planning and management
• Water demand, distr ibution and management
• Wastewater generation and management
• Solid waste generation and waste management
• Drainage and flood protection
• Str eet lighting
• Electricity demand
• Broadband internet services
• Natural hazards and risk mitigation
• Architectural styles and heritage conservation
• Road design standards to accommodate not only traffic demand, but also
requirements for traffic management, pedestrians, road safety, landscaping,
parking, signage, etc.
• Landscaping associated with residences, visitor facilities, and other land uses
• Environmental protection guidelines to protect and restore natural areas and
biodiversity
• Cultural, religious, historic and archaeological guidelines to protect valued
features
• Visitor Management / Crowd Control Plans for tourism sites with limited carrying
capacity such as temples, heritage sites and cultural villages.
• Proposed institutional arrangements to monitor the condition of natural, social and
cultural assets and to implement the plans for their protection
• Green space, scenic vistas and view-points guidelines
• Recreational use of rivers and lakes
• Efficient use of water in domestic, commercial and industrial uses
• Social Management Guidelines to avoid, or minimize potential social conflicts or
adverse impacts due to the implementation of the development plan
• Indigenous Peoples Planning Framework/Guidelines to guide stakeholders
implementing the development plan in case proposed activities potentially affect
Indigenous Peoples' 1

G. Formulation of the integrated tourism master plan,12 consisting of a phased

tourism development plan (Gl), an investment and financing plan for

11
See link to the ESMF
12
The integrated tourism master plan will provide guidance to the local and provincial authorities during the
revision process of local and provincial spatial and sectoral plans. The integrated tourism master plan will
IV. Appendices Lump-Sum

infrastructure and services (G2 and G3), an institutional development

program (G4) and a capacity building program (G5)lJ

G. IPrepare a phased tourism development plan

Consolidate the results of the overall development plan (task Fl) and the detailed
development plans (task F2) and prepare a phased tourism development plan in GIS maps,
consisting of:
• a land-use plan (1:25,000)
• a phasing plan showing priority locations for development in blocks of five years
(2019-2023 / 2024-2028 / 2029-2033 / 2034-2038/ 2039-2043)
• Detailed development plans for 5 years (scale 1 :5,000) for all existing key tourism
areas and for selected new key tourism areas prioritized for the first 5 years of the
Program
• a phased tourism accommodation, facilities and services development plan for 5
and 25 years respectively.
• If the Detailed Development Plan indicates that a proposed physical development
or land development/use changes would involve involuntary land acquisition
and/or resettlement, the Consultant will specify the relevant section of the ESMF1"4
to address such land acquisition and/or resettlement.
• a natural assets preservation and environmental and social management plan
• a cultural heritage preservation management plan
• a natural hazards risk mitigation plan
• If the Detailed Development Plan indicates that a proposed physical development
or land development/use changes would affect Indigenous Peoples, the Consultant
will specify the relevant section of ESMF to address the impacts on Indigenous
Peoples.
• implementation arrangements including recommendations regarding legal and
regulatory initiatives required to give statutory effect to the integrated tourism
master plan and its component parts.15

G.2 Prepare a phased integrated infrastructure and services development plan

Consolidate the results of the overall development plan (task Fl) and the detailed
development plans (task F2) and prepare an integrated and phased priority infrastructure and
services development plan and related cost estimates for all sectors at prefeasibility level for 5
and 25 years respectively, together with conceptual designs. Prepare detailed cost estimates

identify the priority programs, infrastructure and services needed to strengthen tourism activities on the
destination.
See Annex 2 for indicative outline table of contents.
14
See the ESMF, including its specific Annexes, for guidance.
In the event that it is determined that new laws or regulations are required to implement the master plan, these
would be the subject of a separate engagement.
and an investment plan for the first five years. Prepare a 5-year financing plan including
distinction of public and private sector contributions and evaluate the economic feasibility of
proposed investments.
The investment plan must be directly linked to projected visitor growth and must be flexible
enough to allow for adjustment in case real growth exceeds or falls short of expectations over
the years. The investment plan must support and guide tourism development and will include:
• Area redevelopment
• External access: airports and airlift capacity, ports, toll roads, national and
provincial road network,16 railways, external (long distance) public transport
• Internal access: internal road network,17 internal and short distance public
transport facilities including water transport, non-motorized transport facilities,
traffic management, sidewalks, road safety, parking, etc.
• Drainage and flood protection
• Water supply
• Wastewater management and sanitation
• Solid waste management and cleanliness
• Electricity supply
• Street lighting
• Public amenities
• Broadband internet services
• Specialized tourist related infrastructure such as visitor centers, marinas, jetties,
boardwalks, hiking and biking tracks, pedestrian zones, signage, etc.

G.3 Prepare a program of urgent infrastructure and services investments

While the GOI budgeting process requires that ultimately by approximately August the
investment program for fiscal year of the following year is defined, a budget revision process
continues. In anticipation of the preparation of the development scenarios and the
infrastructure and services development plan, and to accelerate the development of the
tourism destination areas, the proposed highest-priority investments for these areas in the
following year must be identified by the Consultantno later than August 15, and will be
financed with any possible sources.
Investment in improved external access is only marginally related to spatial planning of
development within the tourism destination area. The need for and phasing of this sort of
connectivity infrastructure largely depends on existing deficiencies and overall growth
perspective. Informed decisions regarding this type of investment for following year can be
responsibly made even though the spatial development scenarios are not ready yet. To this
end the Consultant will prepare and discuss with all related government institutions an
integrated investment program for gradual improvement of external access including all
16
For the road network which is part of the Project, this plan also has to include the needs in terms of
maintenance and rehabilitation of existing road network for the five year period.
17
For the road network which is part of the Project, this plan also has to include the needs in terms of
maintenance and rehabilitation of existing road network for the five year period.
IV. Appendices Lump-Sum

modes of transport on a schedule that can both keep pace with visitor growth and allow for
adjustments if actual visitor numbers exceed or fall short of projections, with planning of 5
years and 25 years respectively, and identify urgent first year investment needs including:

• Airports and airlift capacity

• Ports
• Toll roads, national and provincial road network (including maintenance and
rehabilitation)
• Railways
• External (long distance) public transport system.

In addition to external access, other highly urgent investments for the following year will need
to be identified by August 15, 2018. The Consultant will timely prepare and discuss with all
related government institutions an urgent investment program of urgently needed investments
that most likely will come as priority under the master plan. This may concern investments
that resolve current deficiencies in infrastructure and service delivery but also other urgent
interventions that have been identified at this stage of the Master Planning process as viable
and inevitable, technically, environmentally and socially sound and allowing for gradual
future upscaling in accordance with population and tourism growth and associated
incremental demand for infrastructure and services.

G.4 Prepare an institutional development program

The Consultant will prepare an institutional development program for management of
sustainable tourism development in the destination area. The institutional development
program must ensure that all relevant government institutions are committed to implement the
Integrated Tourism Master Plan in a concerted effort. Preparation of the institutional
development program will be done in close collaboration with all stakeholders in the
destination area (government institutions, SOEs, (semi-)government authorities, private
sector, local communities, etc.) and will at least include the following activities:

• Assessment of local government/sub-national government, central government

(line ministries), private sector and local community interest and commitment to
the realization of the integrated tourism master plan
• Identification of roles and responsibilities of all relevant (semi-) government
institutions in implementation of the integrated tourism master plan
• Identification of management and coordination responsibilities, including annual
action plan preparation, monitoring and evaluation of progress and performance
indicators, environmental and social safeguards, etc.
• Identification of planning and coordination mechanisms for management of
development in the entire tourism destination area and specific arrangements as
necessary for sub-areas, i.e. the key tourism areas, cultural heritage sites,
environmentally and socially sensitive areas, etc.
• Identification of the need for downstream revision of formal (spatial) plans and
regulations and identification of the responsible government institutions.
G.5 Prepare a capacity building program
The capacity building program must ensure that all stakeholders are ready and capable to
implement the Integrated Tourism Master Plan. The capacity building program should cover
relevant government institutions, the private sector and the local communities and will consist
of:
• A government institution capacity building program
• A private sector, SME and skills development program, with a focus on enhancing
competency based certification aligned with private sector needs and improving
firm capabilities related to service quality.
• A local community capacity building program

Preparation of the capacity building program will be done in close collaboration with relevant
stakeholders and will at least include the following activities:

• Assessment of local government/sub-national government, central government

(line ministries), private sector, and local community capacity to realize the
integrated tourism master plan
• Identification of institutional capacity building needs for management of tourism
development
• Identification of capacity-building needs for implementation of environmental and
social mitigation and monitoring plans including safeguards.
• Identification of community capacity building needs for inclusive tourism
development
• Identification of additional needs for private sector, SME and skills development
• Identification of formal, non-formal, and mature-learner needs

H. Ensure active stakeholder engagement

Pro-active outreach and public presentations are essential to engage the private sector, local
communities, local governments, and related central government institutions. Building on the
initial stakeholder mapping18 and based on the Stakeholder Engagement Plan (as part of the
Inception Report), through regular consultations with government institutions and other
stakeholders, the Consultant should seek feedback and consensus on all intermediate and final
deliverables. The Consultant shall ensure that all comments and/or considerations raised
during the formal approval and ratification process are reflected in the final draft of the
Integrated Tourism Master Plan. Seeking stakeholder feedback and support should at least
extent to:

• The purpose and vision of the Integrated Tourism Master Plan;

• Range of tourism opportunities suited to the destination;
• Diversity of land use development that should occur in the destination and where
this development should occur;

18 •«« t t •
RIDA will share the mapping with the Consultant upon Contract Award.
IV. Appendices Lump-Sum

• Potential environmental and social impacts and risks of the proposed land
use/development plans/changes or physical development; this should be
incorporated as consideration in developing alternative development/land use
development scenario;
• The proposed alternative development scenarios as well as the final preferred
development scenario;
• Roles and responsibilities of all relevant (semi-)government institutions in
implementation of the integrated tourism master plan
• Roles and responsibilities of local communities, associations, village, sub-district,
district and provincial governments in the implementation of the integrated
tourism master plan, particularly in managing the tourist attractions.
• Existing and future employment opportunities in tourism, commercial enterprises,
industry, agricultural production, etc.;
• Potential areas where the private sector, local governments and SOEs are
interested to invest in tourism-related sector;
• Formal, non-formal and mature-learner education needs.
• The final draft of the Integrated Tourism Master Plan

DELIV ERABLES AND TIMELINE

Task Deliverables Timeline (months from
signing contract)
1 Inception Report, including stakeholder 1
engagement plan
2 Baseline Analysis Report (Task A, B, C, D) 4
3 Growth projections and development scenarios 5
(Task E)
4 The overall development plan (Task Fl) 9
5 Detailed development plan for priority key areas 9
(Task F2)
6 Phased tourism development plan (Task Gl) 11

7 Phased integrated infrastructure and services 11

development plan (Task G2)
8 Program of urgent investments (Task G3) August 15, 2018

9 Capacity building program (Task G4) 11

10 Final Integrated Tourism Master Plan (Task G) 12

KEY EXPERTS
Position Minimum Qualifications
Team Leader (Urban Planner/ Civil Engineer) Relevant university level education (Master's
degree) and at least 15 years' relevant
Position Minimum Qualifications
international experience
Tourism development expert (Economist) Relevant university level education (Master's
degree) and at least 15 years' relevant
international experience
Urban / regional planner Relevant university level education (Master's
degree) and at least 10 years' relevant
experience
Architect / Urban designer Relevant university level education (Master's
degree) and at least 10 years' relevant
experience
Roads and transport expert (Roads Engineer) Relevant university level education (Master's
degree) and at least 10 years' relevant
experience
WATSAN and SWM expert (Sanitary Relevant university level education (Master's
Engineer) degree) and at least 10 years' relevant
experience
Environmental specialist Relevant university level education (Master's
degree) and at least 10 years' relevant
international experience
Social development specialist Relevant university level education (Master's
degree) and at least 10 years' relevant
experience
Cultural heritage expert Relevant university level education (Master's
degree) and at least 10 years' relevant
international experience
Institutional development / capacity building Relevant university level education (Master's
expert degree) and at least 10 years' relevant
experience
Skills development/firm capabilities expert Relevant university level education (Master's
degree) and at least 10 years' relevant
experience

In addition to the key experts above, to perforin the tasks, the Consultant has to provide non-
key experts such as an airport specialist, a port specialist, a railway specialist, and a public
transport specialist as part of a pool of experts and other supporting staff, i.e. administration,
mapping, technician, and other logistic operational support related to the task.
IV. Appendices Lump-Sum

Annex 1. Tourism Destination Area and Key Tourism Areas

Lake Toba Tourism Destination Area
Today, Lake Toba is largely a destination for local tourism, with declining appeal. The
majority (>97%) of visitors to the Lake Toba tourism destination in 2015 are domestic
visitors. Foreign visitors are mainly from Malaysia (50%) and Singapore (10%). Long-haul
visitors (mainly from Northern Europe, especially the Netherlands and Germany) are mainly
backpackers or 'flash-packers' (backpackers who spend more on accommodation) staying in
Indonesia for longer periods of time (2 weeks or more). Most visitors to Lake Toba are
residents from North Sumatera and arrive by car or bus from Medan (5 to 6 hours between
Medan and Parapat). Parapat is the main gateway because of available accommodation and
services and the ease of access to the other main attractions of Lake Toba, which are located
on Samosir Island, accessible by ferry. The length of stay of varies between 1 and 3 nights.
Road is the most often used mode of transport for external access. In 2015, 97% of
domestic visitors arrived by land and the remaining by air, while 85% of foreign visitors
arrived by air and the remaining by sea. Almost all international visitors to Lake Toba arrive
at Kualanamu International Airport in Medan. In addition to domestic visitors travelling by
road, all other visitors arriving by air and sea use roads to reach Paparat. Around 90% of
visitors come to Parapat from Medan via the Medan-Tebing Tinggi-Pematang Sinatar-
Parapat corridor (170km). The mode of transport is expected to remain similar to the current
trends. In 2021 and 2041 around 97% of domestic visitors are expected to arrive by land and
the remaining by air. For international visitors, the airport will remain the principal gateway,
85% are estimated to arrive by air in 2021 and 2041. It is expected that the Kualanamu
International Airport will remain as the main gateway and the majority of visitors will still
travel to Parapat from Medan.
With improvements in environmental sustainability, accessibility and activities, Lake
Toba can become an attractive destination for a wider variety of domestic and some
foreign visitors. When the travel time is reduced from Medan to Parapat, it can open up Lake
Toba for North Sumatran weekenders and day trippers. It can also unlock MICE (meetings,
incentives, conferences, and events) visitors from Medan— an important opportunity to
increase weekday occupancy (and overall hotel profitability and investment appeal). Lake
Toba can also become part of several weekend options from Jakarta. Those visiting friends
and relatives may visit more often, but perhaps for shorter periods. Proximity and enhanced
attractions can draw short haul weekenders from Singapore and Malaysia. For the long-haul
market, Lake Toba has limited growth potential due to its distance from other Indonesian
destinations, which makes it difficult to integrate it into packaged tour offerings for
foreigners, and because Europeans are expected to travel less far and take shorter holidays in
the future.
Advisory on Water Quality Improvement Upon the request of the GOI, the World Bank has
commissioned a water quality study for Lake Toba. The objective is to (a) identify the nature
and extent of water quality impacts linked to pollution and distinguish point-sources (PS) and
non-point sources (NPS); and (b) develop and recommend appropriate pollution control
management and data monitoring and analysis options; and (c) discuss the options with
relevant stakeholders for the improvement and preservation of the water quality in Lake Toba.
The final report on "Developing a Roadmap for Improving Water Quality of Lake Toba
Tourist Destination, Indonesia" (dated February 21, 2018) has been shared with the
Consultant, and the Consultant will incorporate these findings in preparing the Integrated
Tourism Master Plan. The advisory study includes developing appropriate best practice to
international standard pollution management options with the estimated budget for capital
investment and maintenance cost. The Government will be able to make its own decision on
the best option that is most suitable based on their needs and annual budget.
The implications of pursuing a high-growth tourism scenario for planning and
investment needs are presented in Figure 1. To ensure improvements in environmental
sustainability, the Consultant will prepare an Integrated Tourism Master Plan consisting of:
overall development plan for the tourism destination area, i.e. as described in Presidential
Regulation No. 81 No 2014 on "Spatial Plan of Lake Toba and Surrounding Areas", and
detailed development plans (5 years) for priority key tourism areas covering four Kecamatan:
Girsang Sipangan Bolon (Parapat), Simanindo, Pangururan and Balige.
As part of Task F of the Services, the Consultant will adjust or confirm the priority key
tourism areas.

Figure 1: Lake Toba Destination Definition

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T* UltlCfU
1 Ku.ii.ir.ifrj :nterrHttori.il Alport
J Stfangit loral Ai'port

Attrjittonj:
I' irUlljgjn Stone ChjK
2 I ti.k V.ifW.tf Vi'Ug*

I Kiryj Sftf.Ybiit.tr Torrb

firyuf jun Hot Sprim**

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1
*. 2
IV. Appendices Lump-Sum

7. Detailed implication for Integrated Tourism Master Plan Consultants' Services:

Integrated Tourism Master Plan consisting of:
a) Overall development plan for Lake Toba as defined by the Presidential Regulation No.
81 No 2014 on "Spatial Plan of Lake Toba and Surrounding Areas" (25 years)/9 with
special attention (i.e. baselines and targets for) to wastewater and solid waste
concerns: Simanando, Pangururan, Nainggolan, Onan Runggu, Palipi, Ronggur Nihuta,
Silahisabungan, Merek, Muara, Baktiraja, Lintongnihuta, Paranginan, Pematang
Silimahuta, Silimakuta, Purba, Haranggaol Horison, Dolok Pardamean, Pematang
Sidamanik, Girsang Sipangan Bolon, Ajibata, Lumban Julu, Uluan, Porsea, Siantar
Narumonda, Sigumpar, Laguboti, Balige, Tampahan, Sianjur Mulamula, Harian and
Sitiotio.

b) Detailed development plans (5 years) for priority key tourism areas:

- Parapat in Kecamatan Girsang Sipangan Bolon in Kabupaten Simalungun and

Kecamatan Simanindo and Kecamatan Pangururan in Kabupaten Samosir.
- Kecamatan Balige in Kabupaten Toba Samosir.

19
The Lake Toba destination defined as per the Presidential Regulation No 81 No 2014 includes all the
Kecamatan within the projected Outer Ring Road, except for Kecamatan Kerajaan and Kecamatan Sumbul,
which are further away from the tourism destination and have not been identified as key tourism areas. To the
extent that the Outer Ring Road is identified under task C.2 as critical to external connectivity of the tourism
destination, the Consultant will provide tourism-specific recommendations with regard to all relevant segments
of this Road.
Annex 2: Indicative Outline Table of Contents

PART I: GENERAL APPROACH

1. OBJECTIVES OF THE INTEGRATED TOURISM MASTER PLAN

2. STRATEGIC VISION
Tourism potential
Tourism carrying capacity andsustainable tourism
Localparticipation, job creation andpoverty alleviation

Enabling business environment

Institutional arrangements

PART II: MARKET ANALYSIS FOR AREA X/Y/Z (based on the Market Analysis and
Demand Assessment study results)

1. TOURIST MARKET SUPPLY AND DEMAND ASSESSMENT

Supply assessment
Demand assessment
Investor analysis

2. MARKET STRATEGY
Future market demand analysis
Marketing and branding strategy

PART III: DEVELOPMENT STRATEGY FOR AREA XA7Z

1. ANALYSIS OF EXISTING SITUATION
Boundary definition of the Integrated Tourism Development Master Plan Area X' Y Z
Assessment ofexisting planningframework and review of current spatialplans
Review of the existing local institutionalframework
Assessment of socio-economic situation and development trends (past 10 years)
Review of the overall economic activity in the area
Analysis of tourism related economic activity in area X/Y/Z (based on the Market
Analysis and DemandAssessment study results), including:
• Number of tourist, local and foreign, length of stay, expenditure pattern, etc.
IV. Appendices Lump-Sum

• Overnight accommodation by type, capacity, and location

• Eateries by type, capacity, and location
• Cultural and natural tourist sites by type, location, and number of visitors
• Manmade tourist attractions by type, location, and number of visitors (theme
park, tourist market, shopping center, etc.)
• Etc.
Employment conditions in the local tourism industry (based on the Market Analysis
andDemandAssessment study results), i.e.:

• Gaps in demand and supply of tourism related employment

• Gaps (in quantity and quality) in skills requirements
• Position and potential of local SMEs
Detailed description of the condition of natural and cultural assets (based on the
Market Analysis and Demand Assessment study results and other previous studies),
including:
• Identification of natural and cultural assets within the Tourism Destination
Area
• Assessment of the quality and uniqueness of natural and cultural assets
• Review of the current condition of natural and cultural assets
Environmental health conditions (water and air quality, cleanliness, malaria
occurrence andother health hazards, etc.)
Security concerns
Current land use (map)
Map showing the location and size of existing tourism areas:
• areas where tourists stay overnight
• areas where tourists recreate: beach area, shopping center, (tourist-)markets,
restaurants, bars, etc.
• areas near tourist attractions (cultural, natural, manmade)

Inventory of current infrastructure and service provision, with afocus on the existing
and new key tourism areas (based on the Market Analysis and Demand Assessment
study results), i.e.:
• External access: airports and airlift capacity, ports, national and provincial road
network, railways, external (long distance) public transport system.
• Internal access: internal road network, internal and short distance public
transport facilities, non-motorized transport facilities, pedestrian facilities, road
safety, etc.
• Drainage and flood protection
• Water supply
 • Sanitation and sewerage
• Solid waste management
• Electricity supply
• Street lighting
• Cleanliness and maintenance
• Traffic management and parking
• Pedestrian facilities
• Public amenities
• Broadband internet services
Detailed identification of gaps in infrastructure provision and service delivery
Ongoing andplannedpublic and private sector initiatives:

• Public sector investment: what and when?

• Private sector initiatives: what and when?
Impact ofplanned investments on resolving identified deficiencies and service gaps

2. DEVELOPMENT SCENARIOS
Growth projections for a period of 25 years and related medium-term growth
projections for 5 years (based on the review of existing statistics, plans and
documents):

• Economic growth projection

• Industrial growth projection
• Visitor growth projection
• Employment growth projection
• Population growth projection, including temporary residents (tourists) and in-
migration of job seekers

Planning standards for tourism infrastructure and services (taking into account that
visitors have a relatively high expectation of infrastructure and service standards).
residential, industrial, commercial,
Identification of additional land needs for future
and visitor requirements, including land requirements for housing of tourism
employees and their dependents
Identification of community awareness and capacity building needs for inclusive
tourism development

Identification of needs for skills development for tourism market supply (education.
SME development)
Presentation of at least three different spatial development scenarios to accommodate
the projectedgrowth
Assessment of environmental and social impacts of each development scenario
IV. Appendices Lump-Sum

3. EVALUATION OF DEVELOPMENT SCENARIOS

Identification of stakeholders and stakeholder representatives, at least from:
Government institutions, private sector representatives, local residents and business
community, local NGOs
Discussion of the findings, the proposedplanning standards and the scenarios with all
stakeholders
Selection of one scenario forfurther elaboration
Identification ofstakeholders that will actively contribute the detailing of the preferred
development scenario
4. THE PREFERRED DEVELOPMENT SCENARIO
Detail the preferred development scenario in close collaboration with identified
stakeholders:
• Present a land use map (2023 and 2043) including the detailed location, shape
and size of existing and new key tourism areas.
• Identify and discuss land ownership issues related to the preferred
development scenario
• Identify and mitigate environmental and social impacts related to the preferred
development scenario
• Identify and discuss cultural and natural heritage preservation issues related to
the preferred development scenario
• Evaluate phasing options and select priority locations for development with
related detailed size and shape consistent with projected demand for all land
uses and with special emphasis on tourism development in blocks of five years
(2019-2023 / 2024-2028 / 2029-2033 / 2034-2038/ 2039-2043
• Identify additional needs for infrastructure and services on top of existing
deficiencies based on the preferred development scenario and infrastructure
standards with planning horizon of 5 years and 25 years respectively
• Present an integrated phasing plan for timing of infrastructure and service
provision in a gradual and cautious way to minimize risks and to guide
development
• Identify additional needs for SME and skills development
• Identify roles and responsibilities of all stakeholders in implementation of the
preferred scenario
• Assess private sector interest and commitment to the realization of the
development scenario
• Assess community interest and commitment to the realization of the
development scenario
• Identify the need for downstream revision of other formal (spatial) plans and
regulations (for indicative list see Annex 3)
5. DEVELOPMENT PLANS FOR PRIORITY KEY TOURISM AREAS

Present detailed development plans with 5 years and 25 years planning horizonfor all
the priority current key tourism areas within the Tourism Destination Area (existing
clusters of hotel and tourist facilities and attractions) andfor new key tourism areas
that have been prioritizedfor tourism development in the first 5 years (2019-2023) of
the Program, including maps, planning standards, building regulations and
conceptual designs with cost estimates.

6. INTEGRATED INFRASTRUCTURE AND SERVICES DEVELOPMENT PLAN

Medium and long-term investment plan

Present consolidated results of the overall development scenario and the detailed
development plans and present an integrated and phased infrastructure and services
development plan and related cost estimates for all sectors at prefeasibility levelfor 5
and 25 years respectively, together with conceptual designs. The investment plan must
support and guide tourism development and will include:

• Area redevelopment
• External access: airports and airlift capacity, ports, toll roads, national and
provincial road network, railways, external (long distance) public transport
• Internal access: internal road network, internal and short distance public
transport facilities including water transport, non-motorized transport facilities,
traffic management, pedestrian facilities, road safety, parking, etc.
• Drainage and flood protection
• Water supply
• Wastewater management and sanitation
• Solid waste management and cleanliness
• Electricity supply
• Street lighting
• Public amenities
• Broadband internet services
• Specialized tourist related infrastructure such as visitor centers, jetties,
boardwalks, signage, etc.

Short-term investment plan

Present urgent first year investment plan for improved connectivity and critical first
year basic infrastructure investment.

7. CAPACITY BUILDING
Present a capacity building program in close collaboration with identified
stakeholders, including institutional capacity building at all levels of government,
IV. Appendices Lump-Sum

safeguard monitoring and downstream spatial plan revisions, community capacity

building, and SME andskills development.

8. INTEGRATED TOURISM MASTER PLAN

Present an integrated tourism master plan for all sectors at prefeasibility level,
including conceptual designs for all infrastructure and services for 5 resp. 25 years,
consisting of:

• a land-use plan
• a phasing plan showing priority locations for development in blocks of five
years (2019-2023 / 2024-2028 / 2029-2033 / 2034-2038/ 2039-2043)
• detailed development plans for priority key tourism areas
• a phased tourism facilities development plan for 5 resp. 25 years
• a phased integrated infrastructure and services development plan for 5 resp. 25
years
• a private sector, SME and skills development plan
• a local community capacity building plan for inclusive development
• An institutional development plan for management of tourism development
• If sufficient information on the land acquisition and/or resettlement is available
for a particular land/infrastructure/facilities development as recommended by
the ITMP, and if it has been decided that the ITMP recommendation will be
implemented, then the Consultant will also prepare a land acquisition and
resettlement action plan (LARAP) in accordance with the LARPF as specified
in the ESMF.
• If sufficient information on the presence of and potential impacts on IPs is
available for a particular land/infrastructure/facilities development as
recommended by the ITMP, and if it has been decided that the ITMP
recommendation will be implemented, then the Consultant will also prepare an
Indigenous Peoples Plan (IPP) in accordance with the Indigenous Peoples
Planning Framework (IPPF) as specified in the ESMF
• a natural assets preservation and environmental management plan
• a cultural heritage preservation management plan
• implementation arrangements
• detailed 5 years cost estimates and investment plan
• a financing plan including distinction of public and private sector contributions
9. ECONOMIC EVALUATION

10. ENVIRONMENTAL IMPACT EVALUATION AND MITIGATION PLAN

11 . SOCIAL IMPACT EVALUATION AND MITIGATION PLAN

Annex 3: Responsibility for review of plans after completion of the Integrated Tourism
Master Plan
Once the Integrated Tourism Master Plan has been prepared, a number of spatial and sectoral
plans have to be reviewed and improved or prepared as well, including:
1 . Review of spatial plans:
a. RTRW Provinsi
b. RTRW (Rencana Tata Ruang Wilayah) Kawasan Strategis Pariwisata (across
kota/kabupaten)
c. RTRW (Rencana Tata Ruang Wilayah) Kota/Kabupaten
d. RDTR (Rencana Detail Tata Ruang) Kawasan Strategis Pariwisata
2. Review of sectoral Master Plans:
a. Roads
b. Transport
c. Drainage and flood control
d. Water supply
e. Wastewater management
f. Solid waste management
g. Power supply
h. Plans of National Parks {if applicable)
i. Other related master plans include but are not limited to Site Management
Plans, including Carrying Capacity Assessments, Conservation Plans, Visitor
Management Plans, Heritage Impact Assessments and Assessments of related
Institutional Arrangements

A large number of government institutions will be involved in preparing/reviewing these

plans. Most of the work will be done in close collaboration and consultation with relevant
stakeholders. This preliminary note is meant to identify which government body at which
level of government is formally responsible for preparation and/or review of these plans. It is
an initial attempt to identify down-stream planning needs that the Consultant will build and
improve on.
Ad 1. Spatial plans
Responsible for the preparation/review of the RTRW and the RDTR is the Bappeda of
the Kota or Kabupaten of the area covered. If die planning area covers more than one
local government, which is often the case for the RTRW for strategic areas, the
Provincial Bappeda is responsible.

Ad 2. Sectoral master plans.

Roads
There are number of institutions in each level of governments responsible in road
sector. Most of the responsibilities fall to Ministry of Public Works and Housing
(MPWH). Detail of the responsibilities are as the following table.
IV. Appendices Lump-Sum

Institutions Responsibilities
DG Highway - Develop national road master plan
Ministry of Develop and maintain national road network,
Public Works including some toll roads
and Housing Reconstruct and maintain provincial and district
roads that have been classified as strategic roads

Regulate road sector

Toll Roads Regulate toll roads
Authority - select toll road operators
Ministry of Public
Works and
Housing

Provincial Develop provincial road master plan

Government Develop and maintain provincial road network
Develop local roads
Municipal/City Develop municipal/city and local roads master plan
Government
Develop and maintain municipal/city road network

Develop and maintain local roads

Village Village roads
Government

Transport
Ministry of Transport (MOTr) responsible for development of transport infrastructures
and service at national network (except road), and provincial and municipal/city
governments responsible for provincial and municipals/city network. Detail of the
responsibilities are as the following table.
Institutions Responsibilities
DG Land Develop road transport service master plan
Transport - Develop ferry and inland waterway master plan
MOTr
Regulate road transport sector
Enact inter-province road based public transport
route network
Issue inter-province road based public transport
service license to operators
Develop inter-province road based public transport
terminal
Approve technical design and operation of road
based public transport terminal
Institutions Responsibilities
Develop and maintain ferry and inland waterway
ports

Develop ferry route network

Issue ferry service license to operators
DG Air Transport Develop airport master plan
- MOTr Develop airtransport service master plan

Regulate airtransport sector

Enact regular air transport route network
Issue regular air transport service license to
operators

Develop airport
Approve technical design and operation of airport
DG Sea Transport Develop port master plan
-MOTr Develop shipping line master plan
Regulate sea transport sector
Enact shipping route network
Issue regular shipping service license to operators

Develop port
Approve technical design and operation of port
DG Railway - Develop railway master plan
MOTr Regulate railway sector
Develop and maintain inter-province railway
network

Issue inter-province railway public transport service

license to operators
Approve technical design and operation of railways
line

Provincial Similar to MOTr, but for provincial network.

Government Provincial governments must ask for approval from
MOTr on technical design and operation.

Municipal/city Similar to MOTr, but for municipal/city network.

Government Municipal/city governments must ask for approval
from MOTr on technical design and operation.
IV. Appendices Lump-Sum

Drainage and flood control

Ministry of Public Works and Housing (MPWH) responsible for development of
drainage networks and flood control and provincial and municipal/city governments
responsible for provincial and municipals/city networks. Detail of the responsibilities
are as the following table.
Institutions Responsibilities
MPWH - DG Develop water resource management and water
Water Resources conservation master plan
Regulate water resource management and water
conservation
Implement and facilitate regulation of water
resource management
Develop drainage primary network master plan

Develop standardization for water resource

management
Develop and supervise technical guidance for water
resource management
Evaluate water resource management
implementation

MPWH - DG Develop regulation for drainage system at

Human settlement location
Settlement Implement and facilitate drainage system
regulation

Develop drainage system at settlement location

Regulate standardization of drainage system at
settlements
Develop national settlements plan to support
tourism areas
Develop and supervise technical guidance for
drainage development at settlements
Facilitate of asset handover development and
system development for drainage at settlements to
Local Government
Public Works Regulate operational of water resource
Agency at management at provincial level and inter-city/
Provincial Level kabupaten
Develop RPI2JM for drainage services infrastructure

Supervise operational and technical of water

Institutions Responsibilities
resource and drainage
Provide license of water use and water resource

Evaluate and control water resource management

Implement decentralization of authority for water

resource sector at provincial level
Develop regional drainage system
Technical supervision for construction
Conduct physical construction of drainage and
water system
Public Works Similar to Public Works Agency at provincial level,
Agency at but for municipal/city network
Kota/Kabupaten Develop RPI2JM for drainage services infrastructure
level
Coordinate with other city government for inter¬
connection drainage system and water resource
management

Water supply
Water supply is normally organized at the Kota or Kabupaten level. Responsible for
sectoral master plan preparation and implementation is the local Kota/Kabupaten
water supply company PDAM.
Institutions Responsibilities
MPWH - DG Regulate drinking water system management at
Human urban, rural and specific area
Settlement Develop national water supply plan to support
tourism areas
Implement and facilitate regulation of drinking
water system
Regulate standardization for drinking water system

Institutional facilitation of drinking water sector

MPWH - Regulate standardization for water supply especially
BPPSPAM for drinking water system
Supervise water supply system to provincial and
local government

Provincial - Develop drinking water master plan for provincial

Public Works level (RISPAM)
IV. Appendices Lump-Sum

Institutions Responsibilities
Agency Develop RPI2JM for water supply

Develop water supply services at regional level

Technical supervision for construction

Conduct physical construction of water supply

City Government Develop regulation and strategy of drinking water

- PDAM at city and waste water management
level Develop drinking water master plan for city level
(RISPAM), including maintenance and control

Develop RPI2JM for water supply

Develop Rencana Aksi Daerah Penyediaan Air
Minum dan Penyehatan Lingkungan (RADAMPL)
Provide HH water connections, construction and
O&M of city drinking water networks

Waste water management andsolid waste management

Institutions Responsibilities
DG Human Regulate waste water and solid waste system
Settlement Develop national waste water and solid waste
management plan to support tourism areas

Implement waste water and solid waste system

regulation including facilitate of land provision

Supervise technical guidance for waste water and

solid waste management system
Develop standardization for waste water and solid
waste management
Public Works Develop solid waste and waste water management
Agency at system at regional level
Provincial Level Technical supervision for construction
Develop physical construction of waste water and
solid waste system
City Government Develop sanitation master plan (Buku Putih
Sanitasi/BPS, Memorandum Program Sanitasi (MPS)
and Strategi Sanitasi Total Berbasis Masyarakat
(STBM)
 Institutions Responsibilities
Develop technical regulation for waste water and
solid waste management system
Provide waste water and solid waste management
services

Every local government should prepare a Strategi Sanitasi Kota/Kabupaten (SSK)

covering both Waste water management and solid waste management. Responsible for
preparation and implementation is the local Dinas PU.

Power supply
Responsible for the Power Supply sectoral master plan preparation and
implementation is the national Power Supply Company PLN, which is also the
provider of electricity.
Institutions Responsibilities
Ministry of Regulate electricity sector
Energy and Implement and facilitate regulation of electricity
Mineral sector
Resources - DG
Electricity Develop electricity master plan
Regulate standardization of electricity sector
Supervise technical guidance of electricity sector
Evaluate water resource management
implementation

Energy and Develop technical regulation for energy sector

Mineral Resource (including electricity) and mineral resource
Agency at Implement and facilitate regulation of electricity
Provincial Level sector

Coordinate and supervise to technical

implementation unit at regional and city/
kabupaten level
Power Supply Develop master plan of electricity supply at regional
Company at level
regional level Provide electricity supply system

Potentialfor improved efficiency

Note that the responsibility for many sectoral master plans is delegated to local government
(Kabupaten/Kota) as a result of the drive to decentralization. This may however result in less
efficient provision of infrastructure. For example, the combined use of a raw water source or a
solid waste disposal site by more than one local government might be much more efficient
IV. Appendices Lump-Sum

than each local government having its own facility. Therefore, the Integrated Tourism Master
Plan should identify opportunities for combined use of resources and facilities between
localities. In such cases the Province could take the lead in preparing sectoral master plans in
close cooperation with the local governments involved. A good example of such cooperation
already exists in Central Java Province, where Kota Yogyakarta and Kabupatens Sleman,
Bantul, and Wonogiri are working closely together under the guidance of the Central Java
Province to make integrated master plans for solid waste management, drainage and
sanitation. The same could be done for roads and road transport where the Province could
become leading in preparing a sectoral master plan covering all layers of government.