Road infrastructure projects in Indonesia are currently delivered using a design–bid–build approach, where the design and construction are contracted separately. Although the approach is deemed fairer to contractors, it may not be able to create value for the infrastructure owner. The lengthy procurement periods often result in less desirable outcomes, such as excessive costs, poor quality and time delays. The alternative is to use a design–build approach, which can result in better performance and has been used successfully in many countries. This paper examines the relationship and hierarchy among the factors that can promote the implementation of design–build procurement in Indonesia. Pair-wise comparison questionnaires were distributed to an expert panel. The responses were then analysed using interpretive structural modelling to identify the hierarchy and relationships among the factors that can promote implementation of a design–build approach. Fourteen factors were identified, which form a six-level framework for implementation. The results were used to develop an interpretive structural model for implementing design–build procurement of Indonesian infrastructure projects.

Currently the procurement of road infrastructure projects in Indonesia is mostly carried out using Design Bid Build (DBB), in which the project planning and construction processes are contracted separately. Although this method is well known in its implementation, the long procurement period often results in the slow procurement of infrastructure projects. As an alternative to the procurement method is the Design Build method. This method is believed providing many advantages compared to traditional methods. However, in practice there are obstacles that can hinder the application of this method. The purpose of this study is to analyze the herarchy of the obstacles to applying the Design Build method and formulate efforts to overcome these obstacles. A two-round paired matrix questionnaire survey using the Delphi technique was distributed to obtain consensus from the stakeholders involved in the infrastructure project procurement process. Subsequently, an Interpretive Structural Model (ISM) analysis is carried out to obtainthe hierarchy and the relationship between the constraints that can hinder the implementation of the Design Build method. Fourteen constraints were identified, which form a six-level framework that needs to be addressed in implementation.

The project implementation process from planning to implementation sometimes encounters problems ranging from cost, quality and time. In the implementation process, there are obstacles, namely the soil conditions in the image do not match the actual conditions and the architectural work undergoes a design change, because the previously planned floor plan does not match the desired function. These problems lead to the need for additional costs and additional time for project completion. This study aims to identify, assess risk acceptance to determine dominant risk, mitigate risk and determine risk ownership that will be obtained as a result of these problems. The study used a qualitative descriptive method. Data were collected by means of brainstorming, interviews, observations and questionnaires. Questionnaires were distributed to 28 respondents. The results show that there are 40 valid risk identifications. There are 10 unacceptable risks and 21 undesirable risks which include dominant risk and 9 acceptable risks that do not require mitigation measures. Mitigation is carried out with 3 types of actions, namely by reducing, transferring and holding risks. The dominant risk is unacceptable, namely the occurrence of design changes more than once. Mitigation is done by ensuring the design is approved by all parties involved or who have an interest in the design to be carried out such as the owner or management of the hospital so that the design is in accordance with the desired function so that there is no design change more than once. The allocation of ownership of the largest risk is the responsibility of the contractor, namely the risk of financial problems to the contractor. The dominant risk impact on the additional cost and time added to this work has a major impact on the technical and project aspects. The total amount of additional costs is Rp. 10,825.600.000,- and the total additional time is 117 days on the project.

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Road handling and utility installation in Denpasar City Area are still running based on the work program of each agency and have not yet been integrated. Utility owners conduct system repairs or additions according to consumer demand. However, in the implementation, they do not synergize with the road organizer program. The restoration of road pavement conditions is not optimal and has potential to damage the utility system as a result of these circumstances. This study aims to analyze the existing conditions, the synergy program constraints, and the correct strategies to synergize road handling and utility system installation. Data were collected using questionnaire survey, interview, and focus group discussion. Purposive sampling method was chosen to select respondents. Subsequently, the data collected were analyzed using qualitative descriptive and SWOT analysis. The results of the analysis show that synergistic conditions have not been implemented. The constraints faced by the program synergy are the ineffectiveness of coordination and collaboration between relevant stakeholders, ineffectiveness of stakeholder involvement, lack of vision and mission of stakeholders to make changes, stakeholders being reluctant to change, budget constraints, lack of stakeholder innovation, operational and maintenance costs of integrated projects, and relatively large and stakeholders have not initiated integrated project management. The strategies undertaken to create program synergy are: preparing regional regulations and regulations, forming joint teams, synergizing road and utility network databases, creating pilot projects and setting up an online complaints service.

Exploring motorist attitudes and perceptions will aid in decision makers' awareness of road safety measures, allowing for the creation of policies and the introduction of effective steps to ensure that the road safety goals are met. This study aims to explore motorists' perceptions towards road safety and to come up with new ways to enhance road traffic safety in developing cities. The self-reporting questionnaires using a Likert scale were used to collect data from respondents in Denpasar, Bali Island. Using motorist perception data, the multinomial logit models were constructed to classify the factors that affect road traffic accidents. This study discovered that intersections are a high-risk area for road traffic accidents. Gaining a deeper understanding of motorist behavior at intersections will aid in the creation of a better design that meets motorist expectations when approaching an intersection. Furthermore, the ability to ‗read' roads to predict hazards is a vital component of driving abilities that has been related to road traffic accidents. The key causes of traffic accidents were also discovered to be disobedient conduct and reckless driving. Based on these results, some countermeasures for improving road traffic safety in Bali were discussed with an emphasis on engineering and education perspectives.

The Indonesian government has promoted the sustainable procurement method regarding the selection of professional planning consultants and main contractors to construct sustainable road infrastructure projects. However, sustainable procurement practice continues to make it difficult to select service providers considering their lack of knowledge and expertise in sustainable infrastructure projects. This paper performs a literature review which includes a review of the government rules and identifies the factors which influence successfully adopting sustainable procurement in Indonesian road infrastructure projects. The review, including lesson learned from other countries, suggests factors which can promote the successful implementation of sustainable procurement: environmentally friendly specifications, producing economical goods and services during the project lifecycle, empowering local societies and small industries, reducing negative impacts on health, air, water, and soil, implementing public-private partnership or private finance initiative methods for a better partnership between the public and private sectors, and requiring assessment methods to initiate and implement sustainable procurement from pre-project planning to project delivery. The review will provide practical knowledge among road infrastructure projects’ stakeholders, hence significantly affecting the adoption of the sustainable procurement process throughout the road infrastructure project lifecycle, as an example.

The largest district in Bali Province is Buleleng Regency with an area of approximately 24.25 percent of the total area of Bali Province. To facilitate the activities of the Buleleng community in all fields, adequate road construction is needed. The Public Works and Spatial Planning Office of Buleleng Regency carries out a road improvement project every year to improve road conditions from an unstable condition to a stable condition. The implementation of road improvement projects can cause various risks so it is necessary to conduct research for risk management with the stages of identifying risks, formulating dominant risks, formulating risk mitigation actions, determining risk ownership and analyzing the impact of dominant risks on potential cost and time losses in district road improvement projects in Buleleng Regency. The research method was carried out by compiling and distributing questionnaires, brainstorming, and focus group discussions. Respondents were selected using a purposive sampling method, namely the respondent determination method with the consideration that the respondent had the competence and experience in the district road improvement project in Buleleng Regency. The number of risks identified in this study were 40 risks with 31 (77.50%) risk being the dominant risk. The results of the formulation of mitigation actions against the dominant risk obtained 47 mitigation actions. Ownership of the most dominant risk (28 dominant risks) is the responsibility of the contractor. The risk with the dominant category is for example poor material quality that affects the quality of work with mitigation measures, namely ensuring that the material sent by the supplier matches the sample material that meets the required specifications with the risk ownership being the contractor. The impact of the dominant risk on the potential cost increase is IDR. 707.569.114,60 and the potential for additional time is 11 days.