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Jakartas Smart City vision

A megacity on a mission

EMERGENCY

A GovLab report
March 2016
Foreword

The capital city of Indonesia, Jakarta, has one of the highest rates of urbanisation in the world and possesses one of
the highest incomes per capita in the country. But while urbanisation can be economically desirable, it also presents
its own unique host of challenges. With the rapid population influx, Jakarta will need to become more adept and
efficient at delivering public services, solving traffic congestion problems, managing waste and pollution, and
ensuring citizen health and safety all while attempting to build a cohesive, participative community.

It is a daunting task. Nevertheless, the integrated use of information and communication technology across all
domains of the public sector has the potential to enable Jakarta to do more with less, and to enhance living
standards while generating economic prosperity. In short, Jakarta will need to become a Smart City.

With the next decade likely to herald a new generation of urban citizens, a global populace that emphasises if
not demands Smart solutions in every aspect of their lives, meeting these expectations of a Smart City will require
leveraging traditional and modern enablers to fuel sustainable economic development, that is, the ability to achieve
the desired standards of living while ensuring responsible management of natural resources.

In this publication, we explore ways to accelerate Jakartas momentum in its Smart City journey. While the city has
achieved significant progress in some areas, a number of key gap areas remain. With the effective and seamless
implementation of the right solution themes identified in this study, these gaps may well form valuable stepping
stones on Jakarta's journey towards becoming a Smart City.

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Jakarta's Smart City vision

To facilitate its ambition of becoming a Smart City, Jakartas leaders established the Unit Pengelola Teknis Smart City
in 2014. This unit supports the implementation of six missions identified in the 2005-2025 DKI Jakarta RPJD Vision
and Mission Statement (see Figure 1).

With that in mind, the road to becoming a Smart City is a unique journey for any city, depending on its maturity level
and distinctive challenges. Cities can be classified into the following three stages of growth: the Legacy City with
a stable population and well-established infrastructure (such as London, New York City, and Tokyo); the New City
that has seen recent development marked by substantial planning (such as Dubai, Putrajaya, and Songdo); and the
Transitioning City that is characterised by significant population growth and urbanisation, leading to challenges in
infrastructure (such as Bangkok, Jakarta, and Ho Chi Minh City).

As a Transitioning City, Jakarta faces similar implementation challenges as its peers at a similar maturity level, such as
Bangkok and Ho Chi Minh City. These cities (including Jakarta) typically need to address multiple areas of significant
complexity for example, the issues related to long-term strategic planning and good governance; the unenviable
task of meeting the ever-increasing needs and demands of a diverse population (from those demanding first world
facilities, to a large proportion still bereft of basic day-to-day amenities); the challenges as well as opportunities of
balancing the delivery of basic and Smart infrastructure and services simultaneously; and the constant demand to find
adequate financial resources to fund any plans.

Addressing these challenges will require a systematic approach that sets clear and appropriate time-bound Target
States for the citys development; identifies key gap areas between Current and Target States; and finally, develops
and implements a set of practical solution themes to address these gaps in an integrated and coordinated manner.

Figure 1: 2005-2025 DKI Jakarta RPJD Vision and Mission Statement

Vision Jakarta as a safe,

comfortable, prosperous,
productive, sustainable, and globally
competitive capital of Indonesia

Strategic Increased competitiveness and improved public service delivery

objectives to support public welfare

Robust
Enhanced Social and environment Enhanced Strengthened
infrastructure Strengthened cultural and efficient government innovation
Missions economy
quality cohesion utilisation of performance and creativity
natural
resources

Basic guiding
Good governance, Leadership, and Collaboration
principles

Source: RPJD Provinsi Daerah Khusus Ibukota Jakarta 2005-2025, RPMJD Provinsi DKI Jakarta

Jakartas Smart City vision A megacity on a mission 3

The journey towards becoming a
Smart City

To enable Jakarta to take the first stride in its journey towards becoming a Smart City, a structured process (see Figure
2) was used to define some of the Target States that Jakarta needs to and is able to achieve, identify the major gap
areas, and suggest relevant solution themes to address these gap areas. During this process, stakeholders across the
spectrum have been consulted and closely engaged for their inputs. It is hoped that, through this exercise, we will be
able to catalyse the debate, decisions and, ultimately, actions for Jakarta to build the momentum towards achieving
its Smart City vision.

Figure 2: A roadmap for Jakartas Smart City journey

2 Define Target
States

1 Define a Smart City

for Jakarta 3 Identify key
gap areas

Next steps
4 Propose solution
themes

Step 1: Define a Smart City for Jakarta

A number of Smart programmes supporting Jakartas Smart City ambition are already in place (see The future is in
the cards). But in order to undertake a comprehensive transition to a Smart City, Jakarta will need to have a clear
vision of a Smart City that it is working towards, along with related goals and metrics that are tangible, measurable
and actionable.

Step 2: Define Target States

To facilitate this, the Smart City Wheel Framework1, a widely practiced methodology as well as peer benchmarking
against existing Smart Cities was used to define the Target State goals for Jakartas transition into a Smart City by
2025. A set of goals related to six inter-connected Smart categories (see Figure 3) Smart Living, Smart Mobility,
Smart Governance, Smart Environment, Smart Economy, and Smart People were set and translated into specific
metrics for 25 sub-categories and 108 related key enablers that are ambitious, relevant, measurable, and achievable
(see "Measurable targets for Jakartas Smart City in 2025").

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Figure 3: Six inter-connected Smart categories

Smart Living Smart Mobility Smart Smart Smart Economy Smart People
Governance Environment

Step 3: Identify key gap areas

By comparing Jakartas Current States to its Target States, key gaps were identified in each of the six categories that
will need to be addressed in order for the city to achieve its Smart City vision (see Key gap areas).

Step 4: Propose solution themes

With an understanding of the various gaps between Jakartas Current States and Target States, solution themes were
proposed to help bridge the chasm. To ensure that Jakarta reaches its goals, comprehensive blueprints and roadmaps
will also need to be developed to guide their implementation.

The future is in the cards

Earlier in 2014, President Joko Widodo launched the Indonesia Smart Card and Indonesia Health Card,
similar to the Jakarta Smart Card (Kartu Jakarta Pintar) and Jakarta Health Card (Kartu Jakarta Sehat)
that were implemented when he was governor of the capital1.

The programmes aim to reach tens of millions of Indonesians and provide numerous benefits to its
holders, including free insurance for the poor; 12 years of guaranteed free education; coverage of
educational expenses; and free higher education for poor students who pass the university entrance
exams.

Indonesia Smart Card

The Indonesia Smart Card enables 24 million poor students including students eligible for scholarships
and those who are unable to attend school because of financial difficulties to receive financial aid
through the state-run lender Bank Mandiri and other appointed outlets. Elementary students receive IDR
225,000 per semester, with junior high students receiving IDR 375,000 and senior high or vocational
school students receiving IDR 500,000.

Indonesia Health Card

The Indonesia Health Card is expected to benefit 88.1 million Indonesians who struggle with basic
needs. These include those below the food poverty line, set at 2,100 kilocalories per day, and those
below the non-food poverty line, defined by 51 commodities in urban areas and 47 commodities in rural
areas. Food commodities include rice, eggs, chicken meat, instant noodles and sugar, while non-food
commodities include housing, education, clothes, electricity and fuel. Medical costs will also be covered
by the government and managed by the Social Security Organising Body.

1 Jokowi Launches Indonesia Health Card and Smart Card. Jakarta Globe. 3 November 2014. http://jakartaglobe.beritasatu.com/news/
jokowi-launches-indonesia-health-card-smart-card

Jakartas Smart City vision A megacity on a mission 5

Measurable targets for Jakartas Smart City in 2025

Smart Living Liquid waste Human Water Flood Citizen

and sewerage waste Electricity supply prevention Housing safety
50% of 100% waste 100% 100% access to 75% Access to 50%
liquid-based water treatment access to potable water reduction in affordable reduction
waste, including facility electricity Integrated flooding housing for all in crimes
pollution in implemented with geographical across the Presence of
rivers, properly within all minimal information city community
processed commercial and pilferage system and centre or park
government or leakage hydraulic within 30
buildings modelling system minutes from
with 100% basic any home
water metering
and Smart
demand sensors

Smart Mobility
Public transportation Parking management ICT for traffic management
Less than 75 minutes travel time to Park and ride fully 30% reduction in traffic
anywhere at any time on public implemented congestion
transportation
Less than 10 minutes waiting time in
any terminal at any time with
organised queuing lines

Smart
Governance Government finance Administration Project management Procurement Public services
management
Formalised annual, 100% Rukun Citizen visibility on Centralised Internet-based
mid-term, and Warga current status of all management to platforms for billing
long-term financial participation in ongoing public projects control spending for and payment
planning the Formalised and capital and Use of open data
Musrembang centralised Project operating platforms for
process Management Office expenditures improved quality and
function at Governors Efficient, automated, delivery of public
office for oversight of and transparent services
all major public project procurement process Guaranteed response
activities for all public projects to citizen complaints
within 72 hours

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 anywhere at any time on public implemented congestion
transportation
Less than 10 minutes waiting time in
any terminal at any time with
organised queuing lines

Smart
Governance Government finance Administration Project management Procurement Public services
management
Formalised annual, 100% Rukun Citizen visibility on Centralised Internet-based
mid-term, and Warga current status of all management to platforms for billing
long-term financial participation in ongoing public projects control spending for and payment
planning the Formalised and capital and Use of open data
Smart Musrembang centralised Project operating platforms for
Governance Government finance process
Administration Management
Project management Office expenditures
Procurement improved
Public quality and
services
function at Governors Efficient, automated, delivery of public
management office for oversight of and transparent services
Formalised annual, 100% Rukun all major
Citizen public on
visibility project procurement process
Centralised Guaranteed response
Internet-based
mid-term, and Warga activities
current status of all for all public projects
management to to citizen complaints
platforms for billing
long-term financial participation in ongoing public projects control spending for within 72 hours
and payment
planning the Formalised and capital and Use of open data
Musrembang centralised Project operating platforms for
process Management Office expenditures improved quality and
function at Governors Efficient, automated, delivery of public
office for oversight of and transparent services
all major public project procurement process Guaranteed response
activities for all public projects to citizen complaints
within 72 hours

Smart
Sustainable waste
Environment Pollution Waste management resource management
At least 80% of companies in 100% collection and proper 50% of all commercial and
compliance with industry emissions disposal of solid waste, with at government buildings
standards and regulations least 40% recycled Green-certified

Smart
Sustainable waste
Environment Pollution Waste management resource management
At least 80% of companies in 100% collection and proper 50% of all commercial and
compliance with industry emissions disposal of solid waste, with at government buildings
standards and regulations least 40% recycled Green-certified

Smart Economy
Labour market Poverty management Tourism
Per capita income of USD 15,000 in Zero poverty 100% increase in tourist visits
2025, up from USD 10,800 in 2015
Reduction of Gini Coefficient, as a
measure of income inequality, by
10% from 0.385 to 0.351
Smart Economy
Labour market Poverty management Tourism
Per capita income of USD 15,000 in Zero poverty 100% increase in tourist visits
2025, up from USD 10,800 in 2015
Reduction of Gini Coefficient, as a
measure of income inequality, by
10% from 0.385 to 0.351

Smart People
Education Health Participation in communities Family planning
Distribution of Kartu 100% access to Crowdsourced social media-based Total fertility rate at
Pintar to 80% of basic health care platforms available for citizen 2.1 per family
eligible students through better feedback and advocacy
implementation of 50% increase in interactions between
Kartu Sehat citizens and their respective Rukun
Smart People Tetangga/Rukun Warga, in
Education Health preparation in
Participation forcommunities
Musrembang Family planning
Distribution of Kartu 100% access to Crowdsourced social media-based Total fertility rate at
Pintar to 80% of basic health care platforms available for citizen 2.1 per family
eligible students through better feedback and advocacy
implementation of 50% increase in interactions between
Kartu Sehat citizens and their respective Rukun
Tetangga/Rukun Warga, in
preparation for Musrembang

Jakartas Smart City vision A megacity on a mission 7

Key gap areas

With Deloittes Smart City Preparedness Assessment Toolkit, a view of Jakarta's Current States was developed to
identify key gap areas between the Current States and the Target States. This was achieved through an analysis of all
the six categories of the Smart City Wheel Framework, as well as their 25 related sub-categories and 108 underlying
enablers.

The good news, based on our findings, is that Jakarta is already a little more than halfway towards meeting the
identified Target State goals for its Smart City transformation (see Figure 4). While Jakarta has not yet achieved the
Target State in any of the Smart City categories, the city is doing relatively better on indicators related to Smart People
and Smart Economy; with more room for improvement for indicators related to Smart Environment. As the highest-
scoring Smart category for both Basic and Smart enablers, Smart People has benefited from city-driven actions in
health and education (see The future is in the cards).

Further, our analysis revealed 18 areas with the largest gaps between the Current States and the Target States (see
Figure 5). To address the 18 gap areas, 16 core solution themes were identified and validated in consultation with
stakeholders through a group workshop and a series of one-on-one meetings. A survey with 503 citizens in Jakarta
was subsequently conducted for respondents to rate the level of importance for each solution theme.

Figure 4: Current State vs. Target State, for Basic and Smart Enablers

Basic Enablers Smart Enablers

(Average score: 2.52/4.00) (Average score: 2.12/4.00)

Smart Living Smart Living

2.39 2.33
5 5
4 4
Smart Smart Smart Smart
3 People 3 People
Governance Governance
2.75 2 3.22 2.17 2 2.71
1 1
0 0

Smart Smart Smart Smart

Economy Mobility Economy Mobility
3.00 2.50 2.50 2.00

Smart Smart
Environment Environment
1.29 1.00 Current State
Target State

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Figure 5: Top 18 enablers to become a Smart City

Availability Enablers Public Enablers CCTV

Availability
of flood information deployment
of public
prevention on safe for traffic
transportation
infrastructure routes control

Rivers and Smart Living Public Smart Mobility Centralised

Use of
canals transportation technology in online system
management Subsidised safety public connected to a
housing transportation smartphone
development facilities application

Enablers Enablers

Cloud Energy
computing Recycling
Open data efficient
for data programme
Smart Governance Smart Environment buildings
sharing
Integrated
waste
monitoring
solution

Enablers Enablers

Number of
Integrated Availability of
people living Smartphone
tourism app proper health
below poverty Smart Economy Smart People application
programme
line

Jakartas Smart City vision A megacity on a mission 9

A megacity on a mission

Jakartas journey towards becoming a Smart City is

increasingly gaining attention and momentum. While the
government has initiated a number of programmes to build
the momentum, follow-up and supplemental actions are
required to ensure that Jakarta achieves its Smart City vision.

In this study, we identified 16 solution themes that we believe, if acted upon, have the potential to enable Jakarta
to sustain its momentum. Nevertheless, implementing these themes will still require much effort: comprehensive
blueprints and roadmaps must be developed to guide their implementation; and stakeholders must manage
the multiple risks, including but not limited to challenges such as technological risks, social acceptance, and
environmental sustainability, that such an endeavour entails.

To facilitate effective and seamless implementation of these solution themes, it is essential to identify an ecosystem of
partners comprising the government, private sector players, non-governmental organisations, development agencies
and civil society. These stakeholders will need to collaboratively develop implementation plans and obtain funding
from the public and private sectors, and bring together the hard infrastructure, social capital and digital technologies
to fuel sustainable economic development.

More importantly, every solution theme will need a programme owner who will be responsible for driving and
executing the solution themes, addressing the gap areas and catalysing future actions that translate to actual
solutions and results.

Indeed, these next steps are crucial as a whole host of actions and should be accompanied by milestones to
accelerate the momentum towards becoming a Smart City. With the successful implementation of these solution
themes, Jakarta will be one step closer to turning its Smart City dream into a reality.

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About GovLab

GovLab Singapore (GovLab) is a Centre of Excellence that works closely with senior government executives and
thought leaders in Southeast Asia and globally to nurture innovative yet practical ways for governments to transform
the way they deliver their services. Through its fellowship programme, GovLab conducts research into key issues and
emerging ideas shaping the public, private, and non-profit sectors to provide governments with the right knowledge
and tools to convert challenges that governments today and of the future may face into opportunities.

About our GovLab Fellows

The following GovLab Fellows were specially selected from a pool of high-performing Deloitte Southeast Asia
practitioners with diverse disciplines, experiences and backgrounds to explore ways to accelerate Jakarta's momentum
in its Smart City journey during their full-time, four month fellowship.

Pradi Saheman
Consultant, Consulting
Deloitte Southeast Asia

Pradi is a Strategy & Operations Consultant. Based in Indonesia, Pradi has more than five years of experience serving
clients Energy & Resources industry. In his previous role, he has also developed a number of whitepapers on the oil
and gas as well as mining sectors in Indonesia and Southeast Asia.

Yogiswara Prasodjo
Consultant, Consulting
Deloitte Southeast Asia

Yogi is a Strategy & Operations Consultant. He has over four years of experience in project management, process
improvement, implementation consulting and change management in various industries, including agribusiness,
fnance and banking, oil and gas, telecommunications, as well as logistics.

Jakartas Smart City vision A megacity on a mission 11

Contact us

Lee Chew Chiat Anand Nandakumar Pradi Wigianto Saheman

Executive Director Director Consultant
Consulting Consulting Consulting
+65 6232 7108 +65 6232 7301 +62 21 2992 3100
chewlee@deloitte.com annandakumar@deloitte.com psaheman@deloitte.com

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