HABITATINTL.

Vol. 12, No. 3, pp. 65-90.1988

Printed in Great Britain.

0197-3975188 $3.00 + 0.00

Pergamon Press plc

Urban Transport and Manpower

Development and Training Needs of
Four Asian Cities: A Case Study of
Bandung, Medan, Semarang ahd
Surabaya, Indonesia*
HARRY T. DIMITRIOUt
Centre for Urban Studies and Urban Planning, University of Hong Kong
and Principal Consultant to Training and Development Consultants TDC S.A.,
Lausanne, Switzerland

SUMMARY

Mounting international evidence suggests that an important determinant of the

success of large scale urban development projects is the effectiveness of the
institutional framework and capacity of government (and its agencies at all
levels) to implement project proposals. In this regard, the limited professional
and management expertise in transport identified by the Manpower Development and Training Study of the First Regional Cities Urban Transport Project in
Indonesia proved critical. The identified staff shortages (particularly among the
city authorities) were so acute, as to be in the authors view almost as important
as the Projects engineering and financial findings.

INTRODUCTION

Urbanisation trends
Indonesia is the fifth most populous nation in the world, with a current
population in the region of 165 million. Estimates indicate that approximately 33
million, or approximately 22% of the countrys total population live in urban
areas. By the year 2000 the urban population will rise to 72 million or 34% of the
national projected population of 214 million.
Almost half (48%) of the urban population resides in the 9 urban areas with
near/over 500,000 persons in size (see Table 1). These cities are growing at a
somewhat faster rate (4.1% annually 1971-1981) than the remaining smaller
settlements (3.5% annually) which are anticipated to absorb the majority of the
urban population growth over the next two decades.
*While the proposals outlined here are not those ultimately adopted in the implementation
of the Project.
they constitute
the basis upon which implementation
has gone ahead. The author wishes to acknowledge
the
permission
given by the Directorate
General
of Highways
(Bina Marga).
Ministry
of Public Works.
Government
of Indonesia
for the use of material quoted in this paper.
tThis study was undertaken
when the author was a consultant
on sub-contract
to INDEC Associates
of
Indonesia and Rennie Park and Associates
GmbH, Switzerland.
*Address
for correspondence:
Centre of Urban Studies and Urban Planning,
University
of Hong Kong.
Pokfulam Road, Hong Kong.

Harry T. Dimitriou

66

Table I. Indonesian cities and Iheir roads

Road
City

Population

Jakarta
Surabaya
Bandung
Medan
Semarang
Palembang
Ujung Pandang
Malang
Padang
Source:

1980 Census

6,500.OOO
2,030,000
1,460,OOO
1,380,OOO
1,030.000
790,000
710,000
510,000
480,000
and Bina Marga.

Primary
arterial
118.3
63.5
13.5
69.6
42.6
36.3
22.8
16.3
6.6

Primary
collector
12.6
15.0
12.2
5.0

19.5
5.4

network
Secondary
arterial

(km)

84.0
32.4
39.2
4.9
12.7
25.2
24.1
21.5
5.7

Sec. toll/
local roads
378.5
207.9
400.0
403.6
59.9
150.0
269.7
17.8

Total
400.0
303.8
467.7
86.7
464.0
121.4
196.9
327.0
35.5

1984.

The urban transport sector

The concentration of population in the larger urban areas of Indonesia poses

severe problems of transport provision and management which are more costly
to resolve as city sizes increase. Traffic conditions have particularly been
deteriorating over the past decade in and around major cities where currently
most motor vehicles are concentrated.
This in part is due to almost a 15% annual increase in the number of motor
vehicles. Simultaneous to these traffic growth trends, there has been serious
widespread degradation of urban roads. The hierarchy of city road networks are
furthermore typically incomplete or poorly structured, and the main traffic
arterials are too narrow to accommodate present traffic levels.
Apart from hampering the economic performance
of settlements
and
constraining the opportunities of their inhabitants, these deficiencies cause travel
delays, higher vehicle operating costs, and higher accident rates. The substantial
backlog of urban transport infrastructure needs has now reached such a level that
it has far outstripped government investments in the sector.
In response to the above developments,
increased investment in urban
transport has taken place, principally by central government.
However, in
addition to this there is a requirement to substantially improve the quality of
government planning and programming of urban transport infrastructure and
services, so as to assure an improved allocation of the limited funds available.
In this regard, Indonesian cities need to further develop their institutional
capabilities in the delivery of urban transportation infrastructure and services,
simultaneously devoting more financial resources to the sector. Particularly
important areas of expertise requiring development are: transport planning,
traffic management, traffic engineering, and road maintenance.
The development of staff capabilities, especially of urban road engineers and
technicians, have as a result, been given top priority and constitute an important
component of the First Regional Cities Urban Transport Project.
Institutional framework for urban transport

At the national level, the principal responsibility in Indonesia for the urban
transport sector rests with the Ministry of Public Works, through the Directorate
of Highways (for national routes) and the Directorate of Human Settlements
(for local roads), and the Ministry of Communications,
Directorate of Land
Transport. The former ministry is responsible for the detailed planning,
In recent years,direct
investments,
and central
revenues have amounted

central government
spending on urban
government
grants to local government
to only 20% (IBRD, 1986).

roads has amounted

account for another

to about 30% of all such

50%. Locally generated

Urban Transport and Manpower Development

67

construction and maintenance of the national road network, as well as setting

national guidelines for urban infrastructure
needs; while the Ministry of
Communications is responsible for planning all other transport modes and for
the regulation and control of all land-based transport, including public transport.
Responding to growing problems of urban movement, both the Directorate of
Highways in the Ministry of Public Works and the Directorate of Land Transport
of the Ministry of Communications,
have set up urban directorates.
Other national agencies significantly involved in urban transport are the
National Police Force of the Ministry of Defence (for traffic enforcement), the
Ministry of Finance and Home Affairs (for the administration of grants and
other funding assistance to local governments)
and the National Planning
Agency - BAPPENAS (for planning and programming aspects of national
agency investments in urban transport).
At the local level (see Fig. l), whilst there are minor variations in the
institutional framework for urban transport, the Municipal Public Works
Department [DPU(K)] is the city agency responsible for the design, construction
and maintenance of secondary and local urban road networks. The local Traffic
Police branch of the national police force is responsible for on-road traffic
control and regulation, while the provincial arm of the Ministry of Communications Directorate of Land Transport (LLAJR) is responsible for the
operation and maintenance of traffic signals, public transport operations and off
road vehicle inspection. The Municipal City Planning Department (DTK) is
responsible for urban road planning, and the Municipal Development Planning
Agency (BAPPEDA II) is responsible for sectoral city investment programmes.
In some cities, a City Parking Unit exists in the form of a corporation, handling
all parking operations.

BACKGROUND

TO PROJECT

STUDY

Project history

The First Regional Cities Urban Transport Project in Indonesia developed from
discussions held with government agencies as part of World Bank Mission visits
-

1nstruct10n

Momtor and co-ordmatlon

..........

---

Guldance/adwce

KAPOLDA

Report

/liaison

KANWIdDLLAJR

KANWILI DPUP

Mayor

II

L____,.. -_-__

Fig. 1. Provincial and city agency participation in Regional Cities Urban Transport
(Source: INDEC & Associates-Rennie Park GmbH. 1986a.J

Project.

68

Harry

T. Dimitriou

during 1981-1983.
These missions assisted in identifying
and preparing
a
proposed
urban transport
project for Jakarta but were later expanded
into
examining
ways and means by which the fundamental
urban
transport
infrastructure
problems of other major cities could be resolved. The discussions
initially centred around major urban road investments but were later broadened
to include a wider range of institutional
and training considerations.
The Regional Cities Urban Transport Project in the first instance, was limited
to the four largest cities in the nation outside Jakarta - i.e. Bandung, Medan,
Semarang,
and Surabaya, with subsequent
studies to follow. The project cities
have an aggregate population
of over 6 million, which is about 20% of the total
urban population
of the nation.
Three of the cities are located in Java (the most densely populated
of the
Indonesia islands) and the fourth, Medan in Sumatra (see Fig. 2). Bandung (1.5
million) is the capital of West Java and a major centre for higher education and
industry. Medan (1.4 million) is the capital of North Sumatra and an important
port and centre for oil and gas exploration.
Semarang (1.03 million) is the capital
of Central Java and an important harbour. Surabaya (2.1 million) is the capital of
East Java and is a major national port.

Project objectives and components

The principal stated objectives
of the First Regional Cities Urban Transport
Project include (IBRD, 1986):
(a) the implementation
of a high priority programme
of measures aimed at
improving traffic and transport infrastructure
conditions in the project cities;
(b) the development
of city professional
and technical
capabilities
in the
planning,
design, implementation,
and maintenance
of transport
facilities
and services;
(c) the development
of central government
agency skills in: (i) providing technical assistance to cities in planning, designing, implementing,
and operating
and maintaining their urban transport facilities and services, (ii) developing
national policy guidelines and technical standards for urban transport,
and
(iii) preparing and appraising future urban transport projects; and
(d) the establishment
of a process of co-ordinating
the planning and programming of central and local government
agency investments in urban transport
infrastructure
and services, so as to develop rolling multi-year
comprehensive urban transport
investment
programmes
in the nations principal
cities.
To date, urban transport problems in Indonesia have been addressed principally
by direct central government
planning
and investments
with minimal city
involvement.
The cities have not up until now, been encouraged
to assume more
responsibility
in the planning, financing and implementation
of their own urban
transport
facilities and services, on account of their known limited manpower
and financial resources.
The First Regional Cities Project,
which is the first World Bank financed
urban transport
project in Indonesia,
seeks to alter the current situation by
substantially
enhancing city capabilities and responsibilities;
an approach which
is consistent
with central governments
current objective
of devolving
more
development
responsibilities
to local governmental
entities.
The Project scale (dramatically
reduced from its initially discussed size of
US$220 million, to in the region of US$SO million) is to address affordable
priority areas of the current backlog of road infrastructure,
traffic engineering,
road maintenance
needs, as well as related institutional
strengthening
requirements of urban transport.
The Project is to be implemented
over a 6 year
duration, with the training programme
proposed for an initial period of 2 years.

Urban Transport and Manpower Development

6
I

69

Harry T. Dimitriou

70
MANPOWER

DEVELOPMENT

AND TRAINING

STUDY FINDINGS

Study method of approach

Given the broad scope of the Project and its complex institutional and technical
composition, the first task of the Manpower Development and Training Study
Team was to comprehend the Project and differentiate amongst its various parts
so as to ensure that the training proposals recommended were reflective of the
Projects component activities.
In so doing, six major areas of manpower development and training concern
were noted (see Fig. 3):
(a) specific Project-related
training for the implementation
of the Projects
physical components;
FinoncvA management and control servicing
urban tronrport sub-sector

Urban tronsport sub-sector

Sub-sector institutional

support

J
f I 1 Specific project related tmining for the implementation
of the projects physical components

(2

) Specrfrc project-related training fcr the rmplementation

of the projectsncn-physical compcnents

( 3 1 Specific project-related

trolnlngin financial management

ond control servicmgthe urbon transport sub-sector

(4 )

General project-related tmining asprepomtion for

subsequent phases of the project and similar projects

(5 )

General project-related training, providing urban

transport sub-sector institutional supportfor the
project

(6 )

Geneml institution-burlding training for the urban

transport sub-sector as a whole

Note : Shaded areas represent

project-related

manpower development and training areas

Fig. 3. Scope of study method of approach. Source: INDEC

1986a.

& Associates - Rennie Park GmbH,

Urban Transport and Manpower Development

71

(b) specific Project-related training for the implementation of the Projects nonphysical components;
(c) specific Project-related
training in financial management
and control
servicing the urban transport sub-sector;
(d) general Project-related training as preparation for subsequent phases of the
Project and similar projects;
(e) general Project-related
training providing the urban transport sub-sector
with institutional support for the Project, and
(f) general institution-building
training for the urban transport sub-sector as a
whole.
The overall method of approach employed (see Fig. 4) examined three aspects,
namely:
(a) the current need for city agency manpower development and training in
urban transport, and a projection of these requirements as perceived by the
agencies involved;
(b) the identification,
design and formulation of Project-related
manpower
development and training programme needs; and
(c) the shortfall between the training required by the Project and those training
opportunities
available at existing public sector training centres in
Indonesia.
Owing to the substantial backlog of identified sub-sector training requirements
and the limited resources at hand with which to respond - the study ultimately
addressed the needs of (a) and (b) above, alone.

City agency manpower resource analysis

An important finding of this part of the investigation was that the quantitative
and qualitative levels of agency staff shortages in transport of the cities under
study were in many instances found to be so great as to be believed to pose
considerable adverse impacts on the implementation of the RCUT Project if left
unattended.
The above conclusion was derived from an analysis (see Figs 5-7) of:
(a) measurable city development
characteristics against current city agency
manpower inventories (see Table 2);
(b) existing city agency personnel grade/rank,
formal education, age and
of Indonesia
working experience details, against current Government
employment conditions and agency formation regulations;
(c) both (a) and (b) above, to arrive at a final assessment of present city agency
manpower requirements for both specific personnel categories and totals,
and
(d) current individual city agency division responsibilities
and manpower
resources in the field of urban transport, with an assessment of training
received by agency personnel over the last 5 years.
The findings of the above (see Table 3) indicated that:
(a) to enable BAPPEDA II senior and middle management levels in the four
cities to more effectively participate in the Project, selected personnel
required technical reorientation training in the field of urban transport;
(b) the DPU(K) a g encies in the cities under study have substantial and critical
shortages of technician staff at a scale .that warrants an immediate tailormade training response;
(c) DT(K) agencies in these same settlements have a similar shortage of
technician staff and would therefore benefit from being included in the
DPU(K) technician training programme;
(d) selected, senior and middle management DT(K) staff would also greatly

I-----

I
I

I
I

--_-__-__I,

IdenUficatian
and analysis of
project - rewed manpower
devebpnwnt md tmining needs

I
I
I
monpow~-pmgmm~

@ Design Of poposad projsct-rebted

I
1 w and agency-specifictmiringand

I
I

ll
ll

ii

Rennie Park GmhH,

_____________

1986a.

/@z:::f:.d2pz:sI
;
I___---

I
I

I
I
I
I

& Associates -

pw-anvnes, facilities and centres

for urban tramport ogamst newly
identified needs

* @ Reviewofcurrenttraining

instiiutlonal framework for urban

transport planningandmanagemec+

&viewand analysisof current

Input

Fig. 4. Overall method of approach IO manpower development and training study. Source: INDEC

_____

@FTojecW five year agency

manpcuerdevebpment
and training needs

regional cvties urban tmnsport

mid

~--__--___--_----

1-1

______ -----,

Fig. 5. Method of approach adopted for city agency manpower resource and developent analysis.

_________________

Semarang

Medan

Bandung

DPU (K)

Mean

Surabaya

Semarang

Medan

Bandung

BAPPEDA

1.03

1.4

1.5

(1)

(1)

(1)

364.81

265.1

80.98

(9)

(7)

(8)

467.4

639.2

458.8

(4)

(4)

(4)

174,515

261,452

828,158

502,781

540.1

174,515

261,452

250.67

(4)

(4)

(4)

1.507

467.4

639.2

747,000

(6)

(9)

(7)

595

364.81

265.1

291.78

(1)

(1)

(1)

2.1

1.03

1.4

II (Administration and Physical Infrastructure Division)

(4)
(8)
(1)
828,158
458.8
80.98
1.5

502,781

540.1

174,515

250.67

(4)

(4)

1.507

467.4

261,452

828,158

747,000

(6)

(9)

(4)

(4)

595

364.81

639.2

458.8

291.78

(1)

(1)

(7)

(1)

265.1

(8)
80.98

(1)

(3)

(3)

(1)

(3)

(3)

(3)

(1)

(3)

(3)

(3)

No. of vehicles

2.1

1.03

1.4

1.5

(1)

K m of road

City area
(sq. km)

Population
(in millions)

(C), Kotamadya

Mean

Surabaya

Semarang

Medan

Bandung

LLAJR

Cities
(Kotamadya)

1
area

416

177

1~2,476

1:7,910

1:1,572

I:].877

1:1.50

1:0.085

l:ll.ll
1:63,054
26

954

1: 10.42

1:22.R

1:7.17

lt75,OOO

164,375

1:37,838

1:4.50

28

16

37

1:75.000

1~2.77

1:14.331

148

20

I:S.t19

lt5.70

1: 1.08

1:0.41

(sq. km)

Official

1:28,000

1:16,093

1:5,691

1:7,538

6
Official
population
head

75

70

246

199

Agency
manpower

Table 2. Comparative data on cify agency manpower and city development characteristics, 1985

1:1.12

I:.?.61

1:0.48

1:420

1:1,478

1:869

1:21,516
1122.67

(28)
(28)
1:26,679

(16)
1: 10,907

1:7,067

1:41,40x

(16)

(20)

1:4,478

1:9,960

112,726

1:1,063

1:21.3

1.29.2

1:17.28

1:22.9

1:5.04

1:7.93

1:7.30

1:2.60

1:4,162

Official no.
of vehicles

Official
km of road

1:2.31

1.507

2.1

(1)

1so7

2.1

1.03

1.4

1.5

1.507

2.1

1.03

1.4

(I)

(1)

(1)

250.67

540. I

595

(6)
201.78

639.2
467.4

(7)

458.8

364.Z)

265.1

(8)

80.98

540.1

250.67

(1)

595

(6)
201.78

467.4

639.2

(1)

(7)

(9)
364.81

265.1

458.8

540. I

595

(1)

(1)

(8)
80.98

250.67

(6)
291.78

(1)

l:l.Ol
1:0.49
1:2,695

632

502,781

1:0..53
1:0.26
1: 1,853

1:1,42

1,133

1:1.106

747,000 (1)

I:_?,122

(4)

I :O.YS

1:1.14

330

1:0.396

1:0.2

174,515 (3)

1:2 ,OYO

i:3,713

(4)

404

670

828,158 (3)

1:5.55

1:2.12

1:15,051

I55

502,781

261,452 (3)

(4)

(4)

1~3.42

1:1.68

I : I .49

1:10,83

1:12,068

1:1.16

Ir4.49

1:6.46

174

1:3,280

I.%, 729

I:].14

1:1.46

1:0.61

747,000 (1)

314

174.515 (3)

(4)
(4)

59

1:2/,127

1:0.69

I :3,532

629

71

1:0.301

1:2.167

969

261,452 (3)

82X,158 (3)

502,781

747,000

(4)

(4)

(4)

Refs: (1) Regional Cities Urban Transport TOR, Addendums f and 2, October 1984.
(2) NUDS/UNDP National Urban Development Study (NUDS). UNDP Study, Cipta Karya, 1983-l 9%.
(3) Project Identification Studies.
(4) WP No. 6: of Preparation for the Regional Cities Urban Transportation June 1985.
(5) Draft Paper to WP No. 6 of Preparation for Regional Cities Urban Transportation May 1985
(6) Surabaya Urban Development Planning Study; JICA, March 1983.
(7) Medan Raya Study, Dirjen Cipta Karya, October 1984.
(8) Rencana Induk Bidang Kecipta Karyaan Kota Bandung Dirjen Cipta Karya, May 1985.
(9) Semarang Master Plan, Dirjen Cipta Karya, 1983.
Key: Italic figures indicate numeric staff shortages below the average of the four cities studied.
Source: INDEC & Associates - Rennie Park GmbH, 1986a.

Mean

Surabaya

Semarang

Medan

Bandung

Parking Unit

Mean

Surabaya

Semarang

Medan

City Planning Deparfmeni (DTK)

(1)
Bandung
1.5

Mean

Surabaya

I :936

I:771

11529

I:391

1:2,050

1:5,236

1~4,293

11556

1:4,431

l:I1,664

I :xxs

I:771

76

Harry T. Dimitriou

Urban Transport and Manpower Development

77

!_

.
0
-

2
-

2.
2

w
-

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I
T

I
n

z
-

:
.

T
:
c

E
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a.
P

RAE

12:3-P

Harry T. Dimitriou

78

benefit from technical re-orientation training in the urban transport field (of
the kind recommended for BAPPEDA II personnel); and
(e) Parking Unit operational staff of the cities under study are in particular need
of a supervised programme of on-the-job training.
Public training centre resource analysis

A review of selected public sector training centre resources in Java and Sumatra
revealed that:
(a) experience in aspects of urban transport training is very limited, with the
exception of long courses conducted by the Institute Technology Bandung
and the Institute Technology
Surabaya, as well as the Ministry of
Communications Road Traffic and Transportation College;
(b) classroom and residential accommodation
of most training centres is
adequate, particularly in the case of those operated by the Ministry of Public
Works, if one takes into account the extensive building programmes
currently underway in some such centres;
(c) full-time trainer resources to be non-existent in all but a few training centres
(excluding the universities), with part-time trainers specialised in aspects of
urban transport being scarce;
(d) more use needs to be made of experienced academic and government staff
on a part-time basis for Project-related training;
(e) a training the trainers programme for urban transport is urgently required;
(f) the type of laboratory and workshop training facilities required in urban
transport is in short supply;
(g) there is a widespread need for computerised hardware and software for the
management, operations and control of public-sector training, and
(h) Bandung is the only city of the four under study that has a Municipal
Training Centre.
PROPOSED

Objectives

of proposed

PROJECT-RELATED

TRAINING

PROGRAMME

training

The objectives of the training which emerged from the analysis of city agency
manpower resources and Project training needs included:
(a) to familiarise senior and middle management personnel with the concepts,
terminologies, techniques and issues of the Project;
(b) to provide an inter-agency and multi-disciplinary
appreciation
of the
management and technical tasks of the Project;
(c) to help further enhance and strengthen the city authorities financialmanagement
and technical capabilities, to evaluate and undertake the
various activities involved in the Project; and
(d) to furnish involved agencies and personnel with full supporting documentation of the training provided, so that it may be of value to subsequent
training efforts during operational aspects of Project implementation.
Phasing of proposed

training

To achieve the above objectives (and simultaneously remain compatible with the
objectives of the Project) the training is proposed in two phases (see Fig. 6):
(a) Phase one: Project Launch Training - offered during Project Preparation;
and
(b) Phase two: Project Implementation
Training - to be conducted during the
execution of the Project.

Urban Transport and Manpower Development

Phase

Project

launch tralnlng

:: Phase 2. Project Imp@mentatlontm1nn-q

-+

V
9 months

Project launch workshops

ond courses and tralmng
materlal preporotlon

3 months

~
V

Project Implementation
tralntng

Fig.

5 years

Preparottc8-7
for project -)Implement&on
tralnlng

--

79

6. Schedule of project-related
training inputs: project launch training and project
implementation training. Source: INDEC & Associates - Rennie Park GmbH, 1986a.

Table 4. Characteristics of project launch training

Agencies to be
trained

Jakarta

Bandung

Location of proposed aaency/trainme

Medan
Se&&g
Surabaya
Yoyakarta

Overseas

Jakarta

Number of
Bandung

Phase 1
Technical committee
to PMU

14

Local steering
committees (LSC)

\I

11

City project
co-ordinating
(CPCO)

offices

City agencies
- BAPPEDA
- LLAJR (C)
- DPU (K)
- DTK
- Parking unit
- Keuangan
- Traffic police
City agencies
(Financial mgt
course)
- BAPPEDA II
- DPU (K)
- Keuangan
City agencies
(Project mgt
course II)
- BAPPEDA
- DPU (K)

II

Technical committee
to PMU

Local steering
committees (LSC)

City project
co-ordinating
(CPCO)

offices

Phase 2
-

--

14

11

---

City agencies
(Agency - specific
training)

See Appendix

City agencies
(Inter-agency
training)

See Appendix

Project staff

NA

NA

80

Harry T. Dimitriou

Each phase is intended to address different priority audiences and emphasise

various aspects of the Project (see Table 4). The two phases require different
levels of teaching resources and equipment, and employ different time-scales to
achieve their objectives.
Project Launch Training is intended to lay the foundations for the much longer
and more comprehensive second phase training. It is also the period during
which the basis for a Management Information System (MIS) is to be set up, with
a view to later monitoring and evaluating the performance of training efforts.
Course design principles

The principles employed in the identification

included:

and design of the proposed training

Training
Agency
Medan

personnel
Semarang

Surahaya

Senior mgt

Level of traming
Mlddle mgt
Junior

mgt

Techmcian

10

13

11

Concepts
and
terminology

Issues

areas

\J

b!

Techniques

10

13

14

,,

14-20

14-20

NA

NA

NA

Urban Transport and l~anpo~,er Development

81

(4 that the most effective Project-related

manpower development and training

programme is one which shares the same objectives as the Project it is
intended to serve, and reflects its constituent component parts;
(b) that to ensure the training offered by a Project-related training programme
is most relevant, selected key Project staff should participate in the related
training programme curriculum development, as well as in the monitoring
and evaluation of Project-related training efforts.
Taking into account the above principles, the recommended
training is to
employ frameworks which reflect the main areas and activities of the Project.
These are designed in a manner whereby, they accommodate both tailor-made
and standard teaching vehicles to meet different agency training needs. The
frameworks are based on variations of a common matrix for different agency
mixes - with details of the Project audiences and technical areas of training
concern on the vertical axis, and the proposed training vehicles on the horizontal
axis (see Fig. 7).
Training vehicles and techniques
It is anticipated that numerous teaching vehicles will be employed, all of which
may be categorised under one of two types, namely:
(4 off-the-job training - i.e. efforts conducted away from an on-going work
situation, usually requiring specialist training staff offering instruction in
classroom/conference
room situations; and
04 on-the-job training - i.e. efforts undertaken in a work situation and
environment whilst executing a job, with the instruction commonly provided
by more senior personnel or expatriate specialist staff, who have longer
experience of particular tasks.
The first of the above may in turn be sub-divided among those which are
conducted:
(a) by the proposed Project Management
Unit (PMU) Training Advisory
Team, with contributions from technical assistance personnel;
(b) jointly by the proposed PMU Training Advisory Team, in association with
resources from an Indonesian public sector training institute or agency;

212. Fm-lcdlc/~lar
22 Tmhing cu!aes
22.1. -lod~c
222

Rriodivhquw

222.~

I
/
I
[

Fig. 7. UTP project-related

.-.. ___
I

..__I

training framework.
GmbH,

I
Source:
I986a.

I
INDEC

!
I

I I
! j
I i

I
/
I /

& Associates -

Rennie Park

I .

82

Harry T. Dimitriou

(c) by an Indonesian public sector training institute or agency alone, and

(d) by an overseas training institute or agency.
Off-the-job training vehicles proposed for the Project include:
(a) Dissemination Workshops - such activities are intended to disseminate
critical concepts, terms, issues and techniques employed by the Project to
key participants involved in its development and work. These events need to
be highly structured and to take place over a period of one to three days,
either as one-off events or as part of a regular programme of Workshops.
(b) Training Courses - these are formal efforts at technology-transfer
for staff
engaged in the Project and are of three kinds, namely:
- periodic/ad hoc training courses,
- periodic/regular training courses, and
- continuous/regular
training courses.
Such activities rely upon a pre-designed curriculum for a given instruction
period, focusing upon specific activities.
The on-the-job training vehicles proposed require the participation of the
Project Management Unit and City Project Office Staff (based upon an input of
15% of the overall Project technical consultancy assistance in man-months).
On-the-job training vehicles proposed include:
(a) On-Site Training - this entails the technology-transfer
(usually of techniques) of how to implement job tasks while they are being performed. Such
instruction is commonly (although not exclusively), provided on the site of a
construction project. The venue for this kind of training is dependent upon
where project implementation
takes place, or where similar projects which
can provide relevant training experiences are located. On-site training may
be offered on a periodic ad-hoc basis or as a regular activity, and is best
provided to small groups; and
(b) Off-Site Training - this involves similar principles and trainer/trainee ratios
of instruction as in the case of on-site training. However, rather than be
located on a construction site or in the field, it takes place in a project office.
Off-site training can be of an ad-hoc periodic kind, or be offered on a
regular, periodic basis.

Organisation and assignment of training

During the identification of the proposed areas for training, it was felt important
to differentiate between sector institution-building
requirements (largely believed to be beyond the resources available for the Project), and the specific
training needs of the Project itself.
The assignment of the proposed Project-related training to various agencies
was based upon a thorough examination
of various institutional
agency
responsibilities. The proposals which emerged are categorised in accordance
with the audiences they are designed to serve, namely:
(a) Special Agency Training - i.e. for agencies specifically set up for the
Project.
(b) Inter-Agency
Training i.e. for agencies of central, regional,
and
municipal governments involved in the Project or concerned with the urban
transport sub-sector of the cities under study; and
(c) City-Agency Training - i.e. for all municipal agencies involved in the
Project in the cities under study.
Phase 1 of Project-related training is to be primarily directed to the first of these
audiences, on the presumption that once the senior and middle personnel
involved in the pioneering work of the Project come to share a common
understanding of the Projects concepts, terms and techniques, they are better

Urban Transport and Manpower Development

83

placed to provide the direction to the remaining Project Staff. Phase 2 of the
training is aimed at a larger training audience involved in the Project.
The following time budgets were recommended
for the various training
activities:
(a) l-3 days for workshops;
(b) 2 weeks per short course module
(c) maximum of 3 modules per short course (i.e. a maximum short course
duration of 6 weeks)
(d) between 2 and 9 months for short courses in Indonesian Public Sector
Training Centres, and
(e) between 9 and 24 months for long term education/training
courses, both in
Indonesia and overseas.
Areas of proposed

training

The technical areas of concern of the proposed Project-related

training,
(orientated toward two levels of public officials - senior and middle management staff, and junior management and/or technician staff), cover:
(a) Comprehensive Urban Transport Planning, Management and Design which
includes: urban transport policy and planning, highway infrastructure policy
and planning, urban transport programming
and management,
parking
policy and management, highway programming and management, highway
and traffic engineering design, and use of computers in above;
(b) Urban Transport
Pre-Project
Implementation,
which includes: urban
transport project appraisal, highway infrastructure appraisal, urban traffic
management and control, land acquisition, equipment procurement, and use
of computers in above;
(c) Urban Transport Project Implementation,
which includes: highway infrastructure periodic and routine maintenance, highway construction supervision, highway infrastructure construction and supervision, highway infrastructure project management operations and control, traffic enforcement
and control, project financial management
and control, and use of
computers in above.
The features of the above training are summarised in Tables 5-10.

INSTITUTIONAL

AND MANAGEMENT

CONTEXT

OF PROPOSED

TRAINING

The responsibilities of the proposed Training Advisory Team within the Project
Management Unit are to include: (a) the preparation of training curriculum and
materials; (b) conducting training programmes;
(c) overseeing of training
activities; and (d) monitoring of training efforts; of those Project-realted training
activities for which the Unit will be either soley responsible or jointly responsible
with public sector training centres.
The latter activities are to be executed with a view to building up (and then
leaving behind) a capacity to run numerous later courses in urban transport. It is
envisaged that the Training Advisory Team will report (through the Project
Management Unit and the Project Training Committee) to the Ministry of
Finances Institute for Urban Policy Analysis (IUPA) Working Group on
Training. In so doing, it is hoped to initiate steps towards the integration (where
possible) of Project training efforts with others in the urban sector.
The focus of much of the local Regional Cities Urban Transport Project
training is proposed ultimately to be channelled through newly established
Municipal Training Centres, commencing with the appointment of City Training

to

Total

^ ..-

Project
dissemination
financial
management
control

agencies

5. Finance

and

and

management

Project

4. City agency DPU (K)

Project
dissemination

Project
dissemination,
components
and
techniques

-..i

of training

Project
dissemination

Area

3. CPCO
Technical staff and city
agency staff

committee

committee

2. Local steering
and CPCO

1. Technical
PMU

Agency

._

11

No of
training
activities

__ -

10

30

10

(days)

Duration
of each
training
activity

- -

No. of
city
training
locations

-.

NA
Jakarta
7

RTC V
(Jakarta)

RTC I-IV
(Bandung)
(Medan)
(Semarang)
(Surabaya)

RTC I-IV
(Bandung)
(Medan)
(Semarang)
(Surabaya)

Hotel
(Jakarta)

Proposed location
training

of

Table 5. Proposed project launch training (senior and middle management staff)

95

10

30

40

12

Total
time
budget
for
training
(days)

_ -. ..,

207

28

28

61

16

14

No. of
trainees

1:10/1:12

1:10/1:12

1:10/1:12

1:lO

1:lO

Trainee/trainer
ratio

16
29

c.4.1
Post graduate training
in transport economics

C.4.2
Post graduate training
in traffic and transport
planning

c.4.3
Post graduate training
in highway and traffic
engineering

c.4.4
Post graduate training
in management
education and training

c.5
See Regional Cities I
Regional Cities Project No. Themes
II projec! launch workshop

Total

Project technical staff

c.4

Project workshops
concepts, terms and
components

C.2 and C.3

Local steering committee
and CPOO staff (annual)

Project workshops
concepts, terms and
components

Area of training

c.1
PMU technical committee
(annual)

Agency

No of
training
activities

3-14
days

1 year

1 year

1 year

1 year

3 days

3 days

Duration
of each
training
activity
(days)

No. of
city
training
locations

NA

NA

NA

NA

Solo, Padang,
Ujung-Pandang
Malang and Palembang

(Overseas)

(Overseas)

(Overseas)

(Overseas)

RTC I-IV
(Bandung)
(Medan)
(Semarang)
(Surabaya)

Hotel
(Jakarta)

Proposed location of
training

144 days

1 year

1 year

1 year

1 year

24 days

3 days

Total
time
budget
for
training

179

85

76

14

No. of
trainees

Table 6. Annual PMU training advisory unitlactivities and responsibilities (senior and middle management staff)

1:10/1:12

NA

NA

NA

NA

1:10/1:12

1:lO

Trainee/trainer
ratio

14
14

14

Traffic enforcement and

communications

Use of micro-computers

c.14
Traffic and LLAJR (C)

C.6
DPU (K) and BAPPEDA
II

Total

14

Financial management
and control

c.13
Keuangan DPU (K) and
BAPPEDA II

14

Traffic and land use

planning

14

C.12
DTK and BAPPEDA II

Area of training
~-~
..-_- -Traffic management

Duration
of each
training
activity
(days)
--

No. of
city
training
locations
~

Private company
(Jakarta)

Traffic police training

center (Jakarta)

PEMDA I TC
(Medan)

RTC-II
(Bandung~

RTC-II
(Bandung)

Proposed location of
training
__ ___--

training centre activities (senior and middle management

No of
training
activities

unit und public

c.11
DPU (K) and BBAJR (C)

Agency

Tubie 7. Annual joint PMU advisory

126

14

14

28

2x

42

---~.

138

12

24

32

34

36

---

No. of
trainees

Total
time
budget
for
training
(days)

--..

inter-agency

staff) -

l:lU/1:12

1:10/1:12

1:10/1:12

1:10/1:12

1:10/1:12

1:10/1:12

_-..-

Trainee/trainer
ratio

training

Traffic management

Financial management
and control
(technicians)

Use of micro-computers

c.17
DPU (K) and parking unit

c.21
Keuangan, DPUK (K) and
BAPPEDA II

C.24
DPU (K) and BAPPEDA
II

Total

Transport planning and

programming
(technicians)

C.18
BAPPEDA II and DTK

Traffic enforcement and

communications

Area of training

C.16
LLAJR traffic police

Agency

No of
training
activities

14

14

14

14

Duration
of each
training
activity
(days)

No. of
city
training
locations

Private company
(Jakarta)

PEMDA I
TC (Medan)

RTC-II (Bandung)

PEMDA I
TC (Bandung)

Traffic police training

centre (Jakarta)

Proposed location of
training

119

28

28

28

28

Total
time
budget
for
training
(days)

Table 8. Annual joint PMU advisory unit and public traning centre activities (junior management and technician staff) -

148

12

24

68

10

34

No. of
trainees

1:14

1:15

1:15

1:15

1:15

1:15

Trainee/trainer
ratio

inter-agency training

,,I

.,

Total

,,

,.

_I

,,

,,

*This course should incorporate

manufacturers
training.
Source: INDEC & Associates - Rennic Park GmhH, 1986a

2
2

handling*

Equipment

C.25
DPU (K)

training
activities

No of

14

14

14

14

Duration
of each
training
activity
(days)

training

14

14

14

14

14

14

No. of
city
training
locations

and middle

management

RTC-J

RTC-VI

RTC-III

(Medan)

(Su~baya)

(Jogyakarta)

84

28

28

28

-.(days)

Total
time
budget
for
training

and technician

Proposed location of
training
-_...-.

(junior

staff)

agency-specific

1:10/1:12

1:10/1:12

1:10/1:12

1:10/1:12

l:lO/l:12

1:10/1:12

._.~ _.-

Trainee/trainer
ratio

training

95

30

24

41

I:15
1:15

1:15

1:15

No. of
Trainee/trainer
ratio
trainees
_.
--_

I28

I.54

28

24

46

22

42

42

42

14

No. of
trainees

agency-specific

14

(Medan)

(Surahaya)

(Jogyakarta)

(Bandung)

-.(days)_

Total
time
budget
for
training

staff)

Pemda 1
TC (Surehaya)

RTC-I

RTC-VI

RTC-III

RTC-II

of

management

Proposed location
training
-__

(senior

centre activities

city
training
locations
-~

No. of

centre activities

Duration
of each
training
activitv
_(daysj

training

uni/ and public

Highway
infrastructure
plan and design

of training

u&tory

C.20
DPU (K)

Area

training

Routine/periodic
maintenance

PMU

11

C.19
DPU (K)

Agency

Table 10. Annual

Total

Unit

Parking policy and

manag~tnent

C.1.5
Parking

management

Project

c. 10
DPU (K)

and

No of
training
activities
.
__

unir und public

Highway
infrastructure
plan and design

Transport
planning
programming

_.

advisory

Area of training
____

twining

C.9
DPU (K)

joint

PMU

Routine periodic
maintenance

11

joint

C.8
DPU (K)

c.7
BAPPEDA

Agency

Table Y. Annual

II

RTC PEW

RTC
PEMDA I
PEMDA II
ITS
UNDIP
ITS
NTC

ITS

Regronal
Provincial
Municipal
Institute
University
Institute
National

PEMDA
I
NTC
(Tegal)

RTC
III

PEMDP, UNMP
I

DPU Training Centre

Training Centre 1Home
Affairs)
Training Centre (Home Affairs)
of Technology, Sondung
Diponegoro, Semararang
of Technology, Suraboya
Tmining Centre

RTC
I

I
,
I
I
I

PMU training advisory unit

1
I

Fig. 8. Proposed project-related management training framework.

Key:

PEMDA
I[

PMU
(Jakm%)

1 on training

Ej

Source: INDEC

RTC PEMDA
m
I

UNIT

Project organisation linkages

PMU Advisory unit tmining contrmutors
financial payments

12 m/m pa shor term spectilist

training consuWmts flocol)

specioust training cwwltonts

(mcludmg 3m/m financial
trainer)

6 m/m pa shor term enpat

Traffic/highway
engineer
trornma advisor
(I expdt and I local)

Training co-ordinator

(I expat)

ADVISORY

& Associates -- Rennie Park GmhH, 1986~.

------_)

le

OF PM0 TRAINING

ITS

COMPOSITION

90

Harry T. Dimitriou

Liaison Officers who are expected to operate within a wider framework of

integrated urban infrastructure development training (IUIDP),2 (see Fig. 8).
Finally, the establishment of a management information system (MIS) is
advocated, with the purpose of monitoring the performance of the overall
Project Manpower Development and Training Programme, and its individual
activities. It is recommended that data banks should be particularly set up to
provide better access to information concerning: (a) manpower resource details
of city agencies in the urban transport sub-sector; (b) public centre resources for
training in urban transport, and (c) training materials and curricula in aspects (a)
of urban transport concern.
REFERENCES
IBRD, Regional Cities Urban Transport
Washington DC, 1986.

Project,

Aide Memoire,

Findings of World Bank Mission,

INDEC & Associates-Rennie

Park GmbH, Recommended Programme for Project-Related
Manpower
Development and Training, Final Report of Preparation Study for the Regional Cities Urban Transportation
Project, Jakarta, 1986a.
INDEC & Associates-Rennie Park GmbH, Institutional Diagnostic Analysis, Final Report of Preparation
Study for the Regional Cities Urban Transport Project, Jakarta, 1986b.
Training and Development Consultants (TDC) S.A. and INDEC & Associates, Pilot Study of Policy and
Design Guidelines for Urban Road Transport in IUIDP, Working Paper No. 2, Phase One Report, Annex 1,
Directorate Generals of Cipta Karya and Bina Marga, Ministry of Public Works, Government of Indonesia and
UNDPIUNCHS.

The Integrated Urban Infrastructure Development Programme (IUIDP) represents an approach to urban
development chosen by the Government of Indonesia which seeks to respond to the critical problems of urban
expansion in a context of limited public sector resources by: making optimum use of existing resources; coordinating and integrating potential development resources; achieving affective integration of urban
development programmes; and taking measures to increase locally generated revenues to recover costs (TDC
S.A. & INDEC & Associates, 1987).