REQUEST FOR EXPRESSIONS OF INTEREST
\n\nCONSULTING SERVICES
\n\nArab Republic of Egypt
\n\nGREATER CAIRO AIR POLLUTION MANAGEMENT AND CLIMATE CHANGE “GCCC” PROJECT - PROJECT (P172548)
\n\nEngineering Consultant firm, to prepare the detailed design, engineering package for Ameriyah depot administrative buildings rehabilitation and full site supervision for the depot retrofitting — Issued in Two Separate Contracts —
\n\nReference No. (as per Procurement Plan): EG-EEAA-544823-CS-QCBS
\n\n\n\n
I. Background
\n\nAs part of the “Sustainable Development Strategy (SDS): Egypt Vision 2030” the country committed to halving its fine particulate matter (PM10) air pollution by 2030. Significant improvements have been made towards that goal in recent years. In fact, Cairo’s PM10 concentration fell by about 25 percent over the past decade. Despite these improvements, the city’s pollution levels are still several times the WHO recommended concentrations and higher than national guidelines taking as these high levels are taking their toll on the health and quality of life of the population, in particular poor people.
\n\nIn response to this situation, the approved World Bank-financed Greater Cairo Air Pollution Management and Climate Change Project aims at reducing air emissions from critical sectors and increase resilience to air pollution in Greater Cairo. The Project aims more specifically at reducing air emissions which is a key step toward the reduction of pollution concentrations and improvement of air quality. The Project will focus on the two main sources of air pollution: open burning of solid waste and vehicle emissions and will geographically cover Greater Cairo (i.e., Cairo, Giza and Qalyoubia Governorates --GC); and will include four main components aiming at: (i) enhancing the air quality decision support system in Egypt; (ii) improving Solid Waste Management services; (iii) reducing air and climate pollutants from vehicle emissions; and (iv) furthering stakeholder engagement, awareness and communication.
\n\n\n\n
Component 3 Vehicle Emission Reduction
\n\nUnder this component, the Project will support activities aimed at reducing vehicle emissions from the public transport sector. 100 electric buses and the equipment required to operate and maintain these buses are procured. To integrate the electric buses, the project will retrofit existing bus depots with charging stations, upgraded power supply, and safety equipment. The activities will support the Cairo Transport Authority (CTA), which will operate the electric buses. The Project will upgrade facilities at CTA, including the retrofitting of existing bus depots with electric charging stations, power supply and related safety equipment; training CTA staff such as bus drivers and mechanics on operating and maintaining the new e-equipment. The Ministry of Environment, through the Egyptian Environmental Affairs Agency (EEAA), is the project’s borrower, while CTA is the beneficiary responsible for implementation. By investing in e-bus technology, modernizing infrastructure, and strengthening operational capacity, this component plays a key role in Egypt’s green transport transition, reducing emissions and setting a model for future urban mobility.
\n\n\n\n
II. Assignment Description
\n\nThe Depot retrofitting tender is issued with all depot drawings and details that will be made available in the RFP that will be sent only to the shortlisted firms. The requested services covered by these terms of reference are to support the Project Coordination Unit (PCU) and the Technical Implementation Units (TIUs) of “Greater Cairo Air Pollution Management and Climate Change “GCCC” Project” in the implementation of the following two contracts services:
\n\nContract 1: Detailed Design and Engineering Package for the Administrative Buildings Rehabilitation (Lump-Sum): Preparation of detailed design and engineering package for the rehabilitation of Ameriyah depot administrative buildings, including drawings, technical specifications, cost estimates, and tender documents.
\n\nExpected Duration: approximately 55 working days. The assignment covers all engineering disciplines required for the rehabilitation of the administrative buildings, including architectural, structural, MEP, Telecom/LC systems, EHS, and social considerations, and concludes with a full set of tender-ready documents.
\n\nContract 2: Design Review of Depot Retrofitting and Full Site Supervision (Time-Based): Full site supervision of depot retrofitting works and administrative building rehabilitation, including contract administration, quality control, environmental and social monitoring, and design review of depot-related works.
\n\nThis contract comprises three tasks: Task 1 — Design Review (3 weeks): multi-discipline review and verification of the completed depot retrofitting design; Task 2 — Full Site Supervision (14 months): comprehensive on-site supervision of all depot retrofitting and administrative buildings rehabilitation works; Task 3 — Bid Evaluation Support (2 weeks = 10 working days): technical support to the Client during evaluation of admin buildings works bids.
\n\nTotal Expected Duration: approximately 15 months and 1 week
\n\nIII. Packaging and Evaluation of Contracts
\n\nThe assignment is divided into two (2) separate contracts. The Client intends to apply a split award approach, whereby:
\n\nConsultants expressing interest in both contracts shall clearly indicate their interest and demonstrate relevant qualifications for each contract separately.
\n\nInterested firms should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services for the specific contract(s) they are applying for.
\n\nIV. Qualification Requirements
\n\nThe Ministry of Environment now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services.
\n\nInterested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services, including:
\n\nThe shortlisting criteria is:
\n\nContract 1:
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Shortlisting criteria \n\t\t\t | \n\t\t\t\n\t\t\t Percentage \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t
\n\n\t\t\t General experience of the firm in engineering consultancy, particularly in the preparation of detailed engineering designs for rehabilitation of administrative buildings and/or transport infrastructure such as bus depots or parking facilities (minimum of 5 similar completed projects). \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t|
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t The Consultancy firm is expected to have a minimum of 5–7 years of experience in preparation of detailed technical and engineering designs. Similar projects should involve the rehabilitation of multi-story buildings and/or transport infrastructure. Experience with World Bank-financed projects is an advantage. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Key staff are expected to have extensive experience in managing similar engineering design projects, covering architectural, structural, MEP, Telecom/LC, and EHS disciplines. The team should include specialists in design, cost estimation, environmental and social safeguards, and Telecom/LC systems, with demonstrated experience in at least 3 similar projects each. \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
\n\n
Minimum % for qualification: 75 %
\n\n\n\n
\n\n
\n\n
Contract 2:
\n\n\n\n
| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Shortlisting criteria \n\t\t\t | \n\t\t\t\n\t\t\t Percentage \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t General experience of the firm in engineering consultancy, particularly in site supervision of building rehabilitation and/or transport infrastructure projects such as bus depots, parking facilities, or similar structures (minimum of 5 similar completed projects). Experience with design review and ESHS supervision is an advantage. \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t The Consultancy firm is expected to have a minimum of 5–7 years of experience in full site supervision of construction or rehabilitation projects. Similar projects should involve multi-story administrative buildings and/or transport infrastructure such as bus depots or parking facilities. Experience in ESHS supervision and design review is an advantage. Experience with World Bank-financed projects is preferred. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Key staff are expected to have extensive experience in managing and supervising similar construction or rehabilitation projects. The proposed team should include specialists covering civil/structural, electrical, mechanical, architectural, Telecom/LC systems, EHS, and social and gender disciplines, with demonstrated leadership and coordination capabilities. \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
Minimum % for qualification: 75%
\n\n\n\n
The Consulting Firm(s) will be selected in accordance with the Request for Proposal with the Quality and Cost -Based Selection - QCBS method" set out in the Procurement Regulations”.
\n\nFurther information can be obtained at the address below during office hours 09:00 to 16:00.
\n\n\n\n
Expressions of interest must be sent by e-mail not later than May 20th. 2026 at 14:00 (CLT)
\n\n\n\n
Greater Cairo Air Pollution Management and Climate Change “GCCC” Project
\n\nAttn: Dr. Mohamed Hassan, Project Coordinator and Ms. Heba Elkarkari, Procurement Consultant
\n\nAddress: 15 S El Tawfik Building, El Fustat El Gedida,
\n\nOld Cairo, Cairo - Egypt
\n\nTel: +20 1128333019
\n\nE-mail: mohamed.hassan@gccceg.com
\n\nE-mail: heba.elkarkari@gccceg.com
\n\nThe detailed Terms of Reference “TOR” including the scope of work and deliverables for the assignment is found below.
\n\nTERMS OF REFERENCE “TOR”
\n\n\n\n
Engineering Consultant Services for Ameriyah Depot — Issued in Two separate Contracts:
\n\nContract 1: Detailed Design and Engineering Package for the Administrative Buildings Rehabilitation (Lump-Sum)
\n\nContract 2: Design Review of Depot Retrofitting and Full Site Supervision (Time-Based)
\n\nI. Background
\n\n1. As part of the “Sustainable Development Strategy (SDS): Egypt Vision 2030”,[1]http://www.greengrowthknowledge.org/national-documents/sustainable-development-strategy-egypt-vision-2030 the country committed to halving its fine particulate matter (PM10) air pollution by 2030. Significant improvements have been made towards that goal in recent years. In fact, Cairo’s PM10 concentration fell by about 25 percent over the past decade. Despite these improvements, the city’s pollution levels are still several times the WHO recommended concentrations and higher than national guidelines taking as these high levels are taking their toll on the health and quality of life of the population, in particular poor people.
\n\n2. In response to this situation, the approved World Bank-financed Greater Cairo Air Pollution Management and Climate Change Project aims at reducing air emissions from critical sectors and increase resilience to air pollution in Greater Cairo. The Project aims more specifically at reducing air emissions which is a key step toward the reduction of pollution concentrations and improvement of air quality. The Project will focus on the two main sources of air pollution: open burning of solid waste and vehicle emissions and will geographically cover Greater Cairo (i.e., Cairo, Giza and Qalyoubia Governorates --GC); and will include four main components aiming at: (i) enhancing the air quality decision support system in Egypt; (ii) improving Solid Waste Management services; (iii) reducing air and climate pollutants from vehicle emissions; and (iv) furthering stakeholder engagement, awareness and communication.
\n\n3. The Project is composed of the following components:
\n\nComponent 1: Enhancing the Air Quality Management (AQM) & Response System
\n\nThis component will support the enhancement of the Air Quality Management (AQM) decision support system in GC through a strengthened AQM infrastructure (monitoring and analytical), capacity buildings activities, developing emergency response plans and raising public awareness through information dissemination.
\n\n\n\n
Component 2: Support the operationalization of SWM Master Plans in GC
\n\nThis component aims to support operationalization of the Governorate SWM master plans, which lay down the full range of necessary actions and investments needed for each governorate to improve solid waste management services in accordance with the specificity of each Governorate. In view of the complexity and magnitude of SWM system in GC, a phased and gradual approach is being proposed to achieve tangible results on the ground. This approach involves providing technical support at the central level such as the Qalyoubia Governorate, the Waste Management Regulatory Authority and the Ministry of Local Development on the technical, financial and project development aspects of solid waste management.
\n\n\n\n
Component 3: Vehicle Emission Reduction
\n\nUnder this component, the Project will support activities aimed at reducing vehicle emissions from public transport sector. Approximately 100 electric buses and the equipment required to operate and maintain these buses will be procured. To integrate the electric buses, the project will retrofit existing bus depots with charging stations, upgraded power supply, and safety equipment. The activities will support the Cairo Transport Authority (CTA), which will operate the electric buses. The Project will upgrade facilities at CTA, including the retrofitting of existing bus depots with electric charging stations, power supply and related safety equipment; training CTA staff such as bus drivers and mechanics on operating and maintaining the new e-equipment. The Ministry of Environment, through the Egyptian Environmental Affairs Agency (EEAA), is the project’s borrower, while CTA is the beneficiary responsible for implementation. By investing in e-bus technology, modernizing infrastructure, and strengthening operational capacity, this component plays a key role in Egypt’s green transport transition, reducing emissions and setting a model for future urban mobility.
\n\n\n\n
Component 4: Communication & Stakeholders Engagement
\n\nThis component aims at ensuring that all stakeholders, in an inclusive manner, are actively involved in the design, implementation and monitoring of all Project activities and that the Project is implemented following a full consultative participatory approach that is meant to build a constructive relationship between the stakeholders and the Government of Egypt (GoE). The component is complementary to the comprehensive plan for engaging with stakeholders as part of the environmental and social risk management and the Stakeholders Engagement Plan (SEP).
\n\n\n\n
Component 5: Project Management and Monitoring & Evaluation
\n\nThis component will support the establishment of Project Coordination Unit (PCU) at the Ministry of Environment (MoE) and four Technical Implementation Units (TIU) for each of first four components.
\n\n1. A Project Coordination Unit (PCU) ensures that the Project is implemented in accordance with the Legal Agreement signed between the GoE and the World Bank, the Project Appraisal Document (PAD), the Project Implementation Manuals (Project Operational Manual, M&E Manual, etc.)
\n\n\n\n
2. Four Technical Implementation Units (TIUs) oversee the implementation of Components 1, 2, 3 and 4 in co-ordination with other relevant agencies. The PCU is responsible for “Component 5: Project Management and Monitoring & Evaluation”.
\n\n\n\n
To carry out its Project-wide duties, the PCU has the responsibility to prepare the Project's overall Annual Work Plans and Budgets on the basis of plans prepared by each TIU, to manage procurement for the different Project beneficiaries, to coordinate monitoring and evaluation activities with the other executing agencies, to ensure compliance with the Environmental and Social Framework of the World Bank and to provide support to counterpart institutions in the implementation of activities.
\n\nComponent 6: Improved Management of E-Waste and Healthcare Waste for the Reduction of uPOPs Emissions
\n\n\n\n
II. Objective of the Assignment
\n\nIn the context of the component 3, the Project is seeking the services of a design and supervision engineering firm, referred to thereafter as “the Consultant”, to prepare the detailed engineering design package, including the technical specifications, and the bidding documents for the administrative buildings, and to support the client in technical aspects during the evaluation of the bids. Also, the consultant will fully supervise the entire Ameriyah depot retrofitting works (the depot and the accompanying administrative buildings) to support the Project in delivering the works efficiently.
\n\nThis project is to upgrade the existing administrative buildings (maintaining the current work capacity) to match the state-of-the-art electric bus technologies and represent the ambitious vision of the Egyptian people for a green transition. The consultancy service aims to mitigate risks emerging from separately designing the depot and the administrative buildings, and; comply with rules and regulations applicable to the Government of Egypt investment projects and to the World Bank-financed investment projects, including the Environmental and Social Framework (ESF) instruments of the project and Procurement Regulations.
\n\nThe rehabilitation of the administrative buildings will upgrade and modernize existing infrastructure while maintaining the current functional capacity. The number of personnel working in the administrative buildings will remain unchanged, and the existing organizational structure of CTA will be preserved. The project will ensure that the allocation of office space, work areas, and support facilities aligns with current operational needs, without altering the fundamental layout or intended use of the administrative buildings.
\n\n\n\n
\n\n
III. Scope of Work
\n\nThe Consultant will undertake the following tasks, and as detailed below:
\n\nContract 1: comprises the following details:
\n\nDeliver a comprehensive engineering design, including detailed specifications, bill of quantities (BOQ), cost estimates and implementation plan & timeline, and prepare the technical specifications and the tender documents for the rehabilitation of the administrative buildings. This will cover replacing old systems of water, wastewater, and electricity connections, both around and within the administrative buildings. The Consultant shall review relevant documents, drawings, and data and consult with the Client and stakeholders to fully understand project requirements, preferences, and budget constraints. The Client will facilitate access to these materials and the project site(s) as needed. The Consultant shall also coordinate with relevant authorities to secure approvals for tie-in connections between the administrative buildings infrastructure and surrounding utility networks. To support the procurement process, CTA will grant access to bidders and the selected vendor during both the tender and implementation phases. Appendix 1 lists available documents—including existing drawings, BOQ, and depot retrofitting designs from the ongoing detailed design study, with confidential access granted to the consultants (bidders), preliminary BOQ for the planned administrative buildings retrofitting. The detailed engineering design for the depot retrofitting works (excluding the administrative buildings) has already been completed under a separate consultancy assignment, and this assignment does not include design responsibilities for the depot. The Consultant’s design responsibilities are limited solely to the rehabilitation of the administrative buildings located within the Ameriya Depot. However, the Consultant shall ensure that the administrative buildings design is functionally and spatially integrated with the existing depot retrofitting design. To facilitate this, relevant depot design documents—including layout plans and Bills of Quantities (BOQs)—are provided in Appendix1.
\n\nThe Consultant shall take into account specific design measures to avoid or minimize the environmental, social and health and safety risks and impacts associated with the administrative buildings rehabilitation activities, in accordance with the World Bank Environmental and Social Standards[2] and WBG Environmental, Health and Safety General Guidelines[3], as technically and financially feasible. The Consultant will develop a detailed health and safety risk assessment to identify potential hazards and integrate appropriate safety measures, including those for electrical, mechanical, and structural works, into the design.
\n\nThe Consultant will also ensure that the engineering design aligns with the World Bank’s Environmental and Social Safeguard Policies, particularly ESS 1 (Assessment and Management of Environmental and Social Risks and Impacts), ESS2 (Labor and Working Conditions), ESS 3 (Resource Efficiency and Pollution Prevention), and ESS 4 (Community Health and Safety), ESS 10 (Stakeholder Engagement and Information Disclosure).
\n\n\n\n
Contract 2: Comprises of 3 tasks.
\n\nTask 1: The Consultant shall conduct a comprehensive review and verification of the depot retrofitting design documents prepared under the separate design consultancy. This design review shall commence immediately upon contract signing and shall run in parallel with the Contract 1 administrative buildings design.
\n\nIf both contracts are awarded to the same firm, this parallel execution expects the Consultant to identify integration requirements between the depot design and the administrative buildings design being developed under Contract 1.
\n\nIf both contracts are awarded to different firms, the Contract 2 Consultant shall incorporate the design review findings with the Contract 1 Consultant, who shall be responsible for ensuring that any depot design modifications arising from the review are properly communicated and integrated.
\n\nThe design review shall cover the following disciplines:
\n\nThe design review shall be substantially complete within the first three (3) weeks of the assignment. All critical findings shall be communicated to the Client within 48 hours of identification. All critical and major findings must be resolved prior to construction commencement. The Contract 2 Consultant shall be responsible for implementing and verifying the corrective actions arising from the design review, coordinating with the original design consultant and the contractor as needed. The Design Review Report and Corrective Action Register shall serve as reference documents throughout the supervision phase.
\n\nTask 2: The Consultant will be responsible for the comprehensive site supervision services during the depot retrofitting and administrative buildings rehabilitation works and equipment installation including e-bus chargers. This includes overseeing the construction activities in both the depot and its accompanying administrative buildings to ensure compliance with the approved design, technical specifications, project schedule, and the implementation of the ESHS requirements. The supervision responsibilities include:
\n\nThe service will involve monitoring the quality of materials and workmanship, ensuring contractor’s adherence to and implementation of Environmental, Social, Health and Safety (ESHS) requirements, as per the Bank-cleared Checklist Environmental and Social Management Plan (ESMP) coordinating with contractor/s, beneficiary (Cairo Transportation Authority) and the client addressing any issues that arise on-site. Regular progress reports and updates will be provided to the Client, ensuring that the project remains on track and meets all regulatory, environmental, social, and health & safety requirements. Specific requirements for Environmental, Social, Health and Safety (ESHS) supervision:
\n\nTask 3: The Consultant will provide technical support for the procurement of works contracts, to support the Project in completing the procurement of works tenders efficiently in compliance with the World Bank procurement regulations. The support will include reviewing submitted bids for technical compliance with the issued tender documents and specifications, preparing a technical evaluation report with findings and recommendations, responding to technical queries raised during the evaluation process, and advising the Client on any clarifications or negotiations required with bidders.
\n\n\n\n
IV. Technical requirements
\n\nFor Contract 1: (under Lump-Sum Contract)
\n\nRegarding the Administrative Building detailed design, the following tasks will be included:
\n\nb. Mechanical, Electrical, and Plumbing (MEP) Systems
\n\nc. Accessibility and Safety Improvements
\n\nd. Energy and Water Efficiency and Sustainability
\n\ne. Landscaping and Site Improvements
\n\nf. Documentation and Compliance
\n\ng. Project Management
\n\nh. Health and Safety in Design
\n\ni. Environmental Health Considerations
\n\nj. Telecom and Light Current (LC) Systems Design
\n\nk. Design Coordination with Depot LC Infrastructure
\n\nFor Contract 2: (Under Time-Based Contract),
\n\n\n\n
Contract 2 technical requirements are defined through the three sub-tasks described in Section III above. Detailed technical specifications for the depot retrofitting are provided in Annex A.
\n\nThe Consultant shall provide comprehensive review and site supervision services for the rehabilitation of the administrative buildings and the retrofitting of the bus depot. This includes ensuring compliance with approved designs, specifications, and contractual requirements; monitoring construction progress, quality, safety, and adherence to the timeline; and identifying and analyzing risks that may impact project delivery, quality, or budget. The Consultant shall provide regular progress reports and updates to the client, including risk assessments and recommendations to mitigate delays or technical issues, and advise on corrective measures to achieve project objectives. Additionally, the Consultant will facilitate coordination between contractors, the Client, and stakeholders and maintain detailed supervision records, promptly reporting any deviations or challenges.
\n\nThe review shall cover the following disciplines:
\n\nThe Consultant will provide technical support for the procurement of works contracts.
\n\nThe Consultant shall provide technical support to the Client during the evaluation of bids received for the works tenders, in compliance with the World Bank’s procurement regulations. This shall include reviewing submitted bids for technical compliance with the issued tender documents and specifications, preparing a technical evaluation report with findings and recommendations, responding to technical queries raised during the evaluation process, and advising the Client on any clarifications or negotiations required with bidders. The Consultant shall also review and assess any alternative technical proposals or value engineering suggestions submitted by bidders.
\n\n\n\n
V. Expected Deliverables
\n\nContract 1:
\n\nContract 1 Deliverables:
\n\nContract 2:
\n\nThe Consultant shall provide continuous site supervision of all rehabilitation work in the depot (the depot and its accompanying administrative buildings), ensuring adherence to specified work standards and monitoring of work progress (quality control). These supervision services will include, but are not limited to, the following:
\n\n\n\n
Contract 2 Deliverables:
\n\n\n\n
VI. Qualifications Required
\n\nThe Consultant (consultancy firm) must have previous experience in at least five (5) similar projects that involved the preparation of detailed technical and engineering designs. Similar projects should involve the rehabilitation of multi-story buildings and/or transport infrastructure such as bus depots, parking facilities, or similar structures. Experience with transport-related facilities and their administrative buildings is preferred but not mandatory. These projects should demonstrate the Consultant's capability in delivering high-quality engineering designs for the rehabilitation or construction of administrative or comparable facilities.
\n\nQualifications are specified per contract. Firms expressing interest in both contracts shall demonstrate compliance with each contract's requirements separately.
\n\nThe consulting team should consist of highly qualified professionals with specific roles and responsibilities. Each team member must possess the following qualifications:
\n\n\n\n
Contract 1 — Key Expert Qualifications:
\n\n\n\n
| \n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications \n\t\t\t | \n\t\t\t\n\t\t\t Experience \n\t\t\t | \n\t\t\t\n\t\t\t Expertise \n\t\t\t | \n\t\t
| \n\t\t\t Project Manager/Team Leader \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Civil Engineering, Architecture, or Construction Management. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 10 years of experience in managing construction/renovation projects. \n\t\t\t | \n\t\t\t\n\t\t\t Experience managing at least 3 renovation projects of administrative buildings, including preparation of tender documents and bidding packages. Familiarity with World Bank procurement regulations or equivalent international development bank procedures for the preparation of works contracts is an advantage. \n\t\t\t | \n\t\t
| \n\t\t\t Architect \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Architecture, registered with a recognized architectural body. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of experience in architectural design for office or public buildings. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in at least 3 similar projects. Ability to design functional and sustainable spaces. \n\t\t\t | \n\t\t
| \n\t\t\t Structural Engineer \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Structural Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of experience in structural design for buildings renovation. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in assessing structural integrity and providing reinforcement solutions. Involved in at least 3 similar projects. \n\t\t\t | \n\t\t
| \n\t\t\t Mechanical Engineer (HVAC & Plumbing) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Mechanical Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of experience in HVAC and plumbing system design. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in designing efficient mechanical systems for at least 3 projects. \n\t\t\t | \n\t\t
| \n\t\t\t Electrical Engineer \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Electrical Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of experience in electrical system design for buildings. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in designing electrical systems for at least 3 renovation projects. \n\t\t\t | \n\t\t
| \n\t\t\t Quantity Surveyor \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Quantity Surveying or Construction Economics. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of experience in cost estimation and financial management. \n\t\t\t | \n\t\t\t\n\t\t\t Proven ability to prepare BOQs and cost estimates for at least 2 similar projects. \n\t\t\t | \n\t\t
| \n\t\t\t Environmental, Health and Safety specialist \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Environmental engineering or environmental management, acknowledged professional certification in OHS management (a must) \n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of relevant experience \n\t\t\t | \n\t\t\t\n\t\t\t Experience in conducting environmental and OHS supervision of construction/rehabilitation projects. \n\t\t\t | \n\t\t
| \n\t\t\t Social and Gender Expert \n\t\t\t | \n\t\t\t\n\t\t\t A professional with Post Graduate Degree in social development or a related field \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Minimum of 7 years of relevant experience \n\t\t\t | \n\t\t\t\n\t\t\t Expertise in the fields of disability and accessibility, women safety as well as labor welfare to ensure inclusive design and to ensure that the suggested rehabilitation and upgrade works are full aligning with national codes/ requirement and good international practices. The consultation process should be indicated in the consultant phasing plan. The outcome of the consultations should be integrated withing the design. \n\t\t\t | \n\t\t
| \n\t\t\t Telecom/LC Expert \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Telecommunications, Electronics, or Communications Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years of experience in design of low-current/telecom systems for commercial or institutional buildingss. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in at least 2 projects involving integrated LC design (structured cabling + CCTV + fire alarm minimum). Familiarity with TIA/EIA-568, BS/EN 54, ONVIF standards. Demonstrated ability to coordinate LC design with separately-designed buildings systems. \n\t\t\t | \n\t\t
\n\n
Contract 2 — Key Expert Qualifications:
\n\n| \n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications \n\t\t\t | \n\t\t\t\n\t\t\t Experience \n\t\t\t | \n\t\t\t\n\t\t\t Expertise \n\t\t\t | \n\t\t
| \n\t\t\t Project Manager / Team Leader (Supervision) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Civil Engineering, Architecture, or Construction Management. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 10 years in managing construction/renovation supervision projects. \n\t\t\t | \n\t\t\t\n\t\t\t At least 3 supervision projects for administrative buildingss or transport infrastructure. Strong leadership and coordination. \n\t\t\t | \n\t\t
| \n\t\t\t Civil / Infrastructure Engineer \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Civil Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years in supervision of civil/structural rehabilitation works. \n\t\t\t | \n\t\t\t\n\t\t\t At least 3 similar supervision projects. Ability to verify designs and supervise construction quality. \n\t\t\t | \n\t\t
| \n\t\t\t Electrical Engineer (Heavy Current) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Electrical Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years in supervision of electrical systems installation. \n\t\t\t | \n\t\t\t\n\t\t\t At least 3 renovation/construction supervision projects. \n\t\t\t | \n\t\t
| \n\t\t\t Mechanical Engineer (HVAC/Plumbing) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Mechanical Engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years in supervision of HVAC and plumbing installation. \n\t\t\t | \n\t\t\t\n\t\t\t At least 3 similar projects. \n\t\t\t | \n\t\t
| \n\t\t\t Architect (Supervision) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Architecture. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years in supervision of architectural and finishing works. \n\t\t\t | \n\t\t\t\n\t\t\t At least 3 similar projects. \n\t\t\t | \n\t\t
| \n\t\t\t Quantity Surveyor \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Quantity Surveying or Construction Economics. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years in measurement, payment certification, cost management. \n\t\t\t | \n\t\t\t\n\t\t\t At least 2 similar projects. \n\t\t\t | \n\t\t
| \n\t\t\t EHS Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Environmental Engineering or Management. Professional OHS certification (required). \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years relevant experience. \n\t\t\t | \n\t\t\t\n\t\t\t Environmental and OHS supervision of construction/rehabilitation. WB ESF experience. \n\t\t\t | \n\t\t
| \n\t\t\t Social and Gender Expert \n\t\t\t | \n\t\t\t\n\t\t\t Post Graduate Degree in social development or related field. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 7 years relevant experience. \n\t\t\t | \n\t\t\t\n\t\t\t Disability/accessibility, women safety, labor welfare, GRM management, ESS2/ESS10 experience. \n\t\t\t | \n\t\t
| \n\t\t\t Telecom/LC Senior Expert (Supervision) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Telecom/Electronics/Communications Eng. RCDD, CCNA or equivalent required. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 10 years in design/supervision of LC/telecom systems for commercial or institutional buildingss. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in at least 3 projects involving integrated low-current systems. The Senior Expert shall demonstrate proven expertise in a minimum of three of the following subsystems: IP-based video surveillance (ONVIF), structured cabling (TIA/EIA-568), fire detection and alarm (BS/EN 54), data communications networking, parking control systems, and security/access control. Demonstrated experience in system integration across multiple LC subsystems and in managing testing and commissioning programs. The combined expertise of the Senior Expert and the LC Expert shall collectively cover all six LC subsystems within the project scope. The Consultant shall demonstrate in the proposal how the two experts' qualifications complement each other to ensure full coverage. \n\t\t\t | \n\t\t
| \n\t\t\t Telecom/LC Expert (Supervision) \n\t\t\t | \n\t\t\t\n\t\t\t Degree in Telecom/Electronics/Electrical/Communications Eng. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 5 years in LC installation supervision or testing and commissioning. \n\t\t\t | \n\t\t\t\n\t\t\t Experience in at least 2 projects involving low-current system installation supervision or testing and commissioning. The LC Expert shall demonstrate proven expertise in a minimum of two of the following subsystems: IP-based video surveillance, structured cabling, fire detection and alarm, data communications networking, parking control systems, and security/access control. Hands-on experience with cable certification equipment and system commissioning procedures is required. The LC Expert's specializations shall complement those of the Senior Expert such that, together, the two experts provide demonstrated coverage of all six LC subsystems. The Consultant shall clearly map each expert's subsystem responsibilities in the proposal staffing plan. \n\t\t\t | \n\t\t
\n\n
The Project Manager, Civil/Infrastructure Engineer, Environmental, Health and Safety Specialist and the Social and Gender Expert shall be present onsite on a full-time (every working day) basis throughout the entire construction period. Proposals must demonstrate how continuous onsite coverage will be maintained, including explicit provisions for leave replacement arrangements.
\n\nThe consultancy firm must provide references and case studies from previous clients that demonstrate the firm’s competency in completing projects of similar scale, complexity, and purpose. The required full-site supervision entails the continuous presence of the entire mentioned supervision team onsite throughout the entire construction duration. The team shall be responsible for ensuring compliance with designs, specifications, and contractual requirements, monitoring progress, quality, and safety, identifying risks, and providing timely recommendations to mitigate delays or technical issues. Their full-time onsite presence is essential to facilitate effective coordination between contractors, the Client, and relevant stakeholders, ensuring the smooth implementation of the project.
\n\nThe firm should also submit detailed resumes/CVs of the proposed team members, highlighting their specific roles in previous projects and their qualifications relevant to this project. The evaluation and selection of proposals will be based on compliance with the above qualifications, the relevance and quality of past project experience, the overall technical strength and approach presented in the proposal, and the best financial offer.
\n\nThe primary working language for this assignment will be English. All reports, deliverables, and official communications must be submitted in English, unless otherwise agreed. However, interaction with stakeholders may require the use of Arabic. In such cases, the Consultant shall ensure appropriate translation or interpretation services are provided to facilitate effective communication.
\n\n\n\n
VII. Deliverables and Timeline
\n\nThe following table provides an indicative deliverable timeline; however, the consultant may propose alternatives with justification. The Client may review and negotiate proposals to ensure feasibility and cost-effectiveness.
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Timeline \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t||
| \n\t\t\t Total Contract 1 Duration: 55 working days \n\t\t\t | \n\t\t||||
| \n\t\t\t D 1: Phasing plan and Inception report \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working days after contract signing \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t 10–12 man-days \n\t\t\t | \n\t\t||
| \n\t\t\t D 2: Preliminary design drawings for all the works mentioned in the scope of work \n\t\t\t | \n\t\t\t\n\t\t\t 15 Working days after approving the phasing plan and Inception report \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t 35–45 man-days \n\t\t\t | \n\t\t||
| \n\t\t\t D 3: Health and safety risk assessment \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working days after approval of preliminary design drawings \n\t\t\t | \n\t\t\t\n\t\t\t 8–10 man-days \n\n\t\t\t
| \n\t\t||
| \n\t\t\t D4: Tender Documents: \n\t\t\t | \n\t\t\t\n\t\t\t 20 Working days approving submission of Health and safety risk assessment \n\t\t\t | \n\t\t\t\n\t\t\t 20–25 man-days \n\n\t\t\t
| \n\t\t
Contract 2:
\n\nB. Design Review Performance (Contract 2 – Task 1) Duration: three (3) Weeks
\n\n| \n\t\t\t KPI \n\t\t\t | \n\t\t\t\n\t\t\t Target \n\t\t\t | \n\t\t
| \n\t\t\t Design Review Report submitted within agreed timeline \n\t\t\t | \n\t\t\t\n\t\t\t Within three (3) weeks of assignment commencement \n\t\t\t | \n\t\t
| \n\t\t\t Critical design findings communicated to client \n\t\t\t | \n\t\t\t\n\t\t\t Within 48 hours of identification \n\t\t\t | \n\t\t
| \n\t\t\t Corrective Action Register established \n\t\t\t | \n\t\t\t\n\t\t\t Within 1 week of Design Review Report approval \n\t\t\t | \n\t\t
| \n\t\t\t All critical findings resolved prior to construction start \n\t\t\t | \n\t\t\t\n\t\t\t 100% clearance required \n\t\t\t | \n\t\t
| \n\t\t\t Major findings resolved within \n\t\t\t | \n\t\t\t\n\t\t\t 4 weeks of identification \n\t\t\t | \n\t\t
C. Site Supervision (Contract 2 – Task 2) Duration: 14 Months (estimated), to be in full alignment with the works at the Ameriyah Depot.
\n\n| \n\t\t\t KPI \n\t\t\t | \n\t\t\t\n\t\t\t Target \n\t\t\t | \n\t\t
| \n\t\t\t Monthly progress reports submitted by Day 5 of each month \n\t\t\t | \n\t\t\t\n\t\t\t 100% on-time submission \n\t\t\t | \n\t\t
| \n\t\t\t Site inspection frequency by resident engineers \n\t\t\t | \n\t\t\t\n\t\t\t Minimum daily during active works \n\t\t\t | \n\t\t
| \n\t\t\t EHS specialist onsite presence \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 22 working days/month \n\t\t\t | \n\t\t
| \n\t\t\t Social and Gender Expert onsite presence \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 22 working days/month \n\t\t\t | \n\t\t
| \n\t\t\t Corrective Action Register updated \n\t\t\t | \n\t\t\t\n\t\t\t Weekly minimum \n\t\t\t | \n\t\t
| \n\t\t\t Non-conformance notices issued to contractor within \n\t\t\t | \n\t\t\t\n\t\t\t 24 hours of identification \n\t\t\t | \n\t\t
| \n\t\t\t Critical non-conformances escalated to client within \n\t\t\t | \n\t\t\t\n\t\t\t Same working day \n\t\t\t | \n\t\t
D. EHS Performance (Contract 2)
\n\n| \n\t\t\t KPI \n\t\t\t | \n\t\t\t\n\t\t\t Target \n\t\t\t | \n\t\t
| \n\t\t\t Toolbox talks conducted \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 2 per week \n\t\t\t | \n\t\t
| \n\t\t\t Monthly EHS inspection reports submitted \n\t\t\t | \n\t\t\t\n\t\t\t 100% on-time \n\t\t\t | \n\t\t
| \n\t\t\t Lost Time Injury (LTI) incidents investigated and reported \n\t\t\t | \n\t\t\t\n\t\t\t Within 24 hours \n\t\t\t | \n\t\t
| \n\t\t\t Near-miss incidents documented and reported \n\t\t\t | \n\t\t\t\n\t\t\t Within 24 hours \n\t\t\t | \n\t\t
| \n\t\t\t Worker OHS induction completion before site access \n\t\t\t | \n\t\t\t\n\t\t\t 100% of workers \n\t\t\t | \n\t\t
| \n\t\t\t PPE compliance rate observed during inspections \n\t\t\t | \n\t\t\t\n\t\t\t Minimum 95% \n\t\t\t | \n\t\t
\n\n
E. Social and Grievance Performance (Contract 2)
\n\n| \n\t\t\t KPI \n\t\t\t | \n\t\t\t\n\t\t\t Target \n\t\t\t | \n\t\t
| \n\t\t\t Grievance Redress Mechanism (GRM) log updated \n\t\t\t | \n\t\t\t\n\t\t\t Weekly minimum \n\t\t\t | \n\t\t
| \n\t\t\t Grievances acknowledged to complainant \n\t\t\t | \n\t\t\t\n\t\t\t Within 5 working days \n\t\t\t | \n\t\t
| \n\t\t\t Grievances resolved and closed \n\t\t\t | \n\t\t\t\n\t\t\t Within 21 working days \n\t\t\t | \n\t\t
| \n\t\t\t Community consultation sessions conducted \n\t\t\t | \n\t\t\t\n\t\t\t Minimum once per quarter \n\t\t\t | \n\t\t
| \n\t\t\t ESS2 labor welfare monitoring reports submitted \n\t\t\t | \n\t\t\t\n\t\t\t Monthly \n\t\t\t | \n\t\t
| \n\t\t\t Gender and accessibility compliance checks documented \n\t\t\t | \n\t\t\t\n\t\t\t Monthly \n\t\t\t | \n\t\t
F. Reporting and Communication (Contract 2)
\n\n| \n\t\t\t KPI \n\t\t\t | \n\t\t\t\n\t\t\t Target \n\t\t\t | \n\t\t
| \n\t\t\t Monthly progress meetings attended by Team Leader \n\t\t\t | \n\t\t\t\n\t\t\t 100% attendance \n\t\t\t | \n\t\t
| \n\t\t\t Meeting minutes submitted to client \n\t\t\t | \n\t\t\t\n\t\t\t Within 5 working days of each meeting \n\t\t\t | \n\t\t
| \n\t\t\t Response to client technical queries \n\t\t\t | \n\t\t\t\n\t\t\t Within 3 working days \n\t\t\t | \n\t\t
| \n\t\t\t As-built drawings reviewed and approved \n\t\t\t | \n\t\t\t\n\t\t\t Within 10 working days of contractor submission \n\t\t\t | \n\t\t
| \n\t\t\t O&M manuals reviewed and approved \n\t\t\t | \n\t\t\t\n\t\t\t Prior to practical completion \n\t\t\t | \n\t\t
\n\n
G. Bid Evaluation (Contract 2 – Task 3) Duration 10 working days
\n\n| \n\t\t\t Bid Evaluation Report \n\t\t\t | \n\t\t\t\n\t\t\t Within 10 working days from bid submission deadline \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t 8–10 man-days \n\t\t\t | \n\t\t
Total Contract 2 duration: 15 months 1 week
\n\nMonitoring and Consequences:
\n\nThe Client will assess KPI compliance of the consultant on a monthly basis. The following escalation approach will apply:
\n\nThe Consultant shall include a KPI Compliance Summary as a standing section in each monthly progress report, self-reporting against all applicable indicators and providing explanations for any targets not met.
\n\nReporting Lines:
\n\nThe consultants will report to the GCCC Component 3, TIU head and the CTA project manager.
\n\n\n\n
"},{"id":"OP00440845","notice_type":"Request for Expression of Interest","noticedate":"24-Apr-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-05-15T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Eastern and Southern Africa","project_id":"P179804","project_name":"Africa Think Tank Platform Project","bid_reference_no":"ET-AUC-494958-CS-QCBS","bid_description":"Selection of a Consulting Firm to conduct a Feasibility study for the Endowment Fund and Designing a Resource Mobilization Strategy for the Africa Think Tank Platform Endowment Fund","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Africa Union HeadquartersP.O.BOX 3243Tel: 251-11-5-517700webmaster: webmaster@africa-union.orgAddis","contact_ctry_name":"Ethiopia","contact_email":"ChirwaT@AfricanUnion.org","contact_name":"Themba Gilbert Chirwa","contact_organization":"Africa Union Commission","contact_phone_no":"+251982878023","submission_date":"2026-04-24T00:00:00Z","notice_text":"
\n\n
| \n\t\t\t AFRICAN UNION \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t UNION AFRICAINE \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t UNIÃO AFRICANA \n\t\t\t | \n\t\t|
| \n\t\t\t UMOJA WA AFRIKA \n\t\t\t | \n\t\t\t\n\t\t\t UNIÓN AFRICANA \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n\n\n
Name of the Project: THE AFRICA THINK-TANK-PLATFORM (ATTP) PROJECT
\n\nGrant No: P180117
\n\nAssignment Title: Selection of a Consulting Firm to conduct a Feasibility study for the Endowment Fund and Designing a Resource Mobilization Strategy for the Africa Think Tank Platform Endowment Fund
\n\nProcurement Ref: ET-AUC- 494958-CS-QCBS
\n\n\n\n
The Africa Union Commission has received financing from the World Bank toward the cost of the Africa Think-Tank-Platform (ATTP) Project and intends to apply part of the proceeds for consulting services.
\n\nThe consulting services (“the Services”) include Consultancy service to conduct a Feasibility study for the Endowment Fund and Designing a Resource Mobilization Strategy for the Africa Think Tank Platform Endowment Fund
\n\nThe Terms of Reference (TOR) for the assignment is attached to this request for expressions of interest.
\n\nThe African Union Commission now invites eligible consulting firms (“Consultants”) to submit their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\nTHE SHORTLISTING CRITERIA ARE:
\n\n\n\n
Key Experts will not be evaluated at the shortlisting stage.
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 updated in November 2020. Procurement will also comply with “Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants” revised as of July 1, 2016.
\n\nConsultants may associate with other firms to enhance their qualifications but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\n\n\n
The selection method is Quality and Cost Based Selection (QCBS) as set out in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours i.e. 0900 to 1700 hours.
\n\nExpressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by 15 May 2026
\n\n\n\n
African Union Commission,
\n\nAttn: Head of Supply Chain Management Division
\n\nBuilding C, 3rd Floor,
\n\nP.O Box 3243, Roosevelt Street
\n\nAddis Ababa, Ethiopia
\n\nTel: +251 (0) 11 551 7700 – Ext 4305
\n\nFax: +251 (0) 11 551 0442; +251 11-551-0430
\n\nE-mails: tender@africanunion.org.
\n\n\n\n
\n\n
\n\n
THE AFRICA THINK-TANK-PLATFORM (ATTP) PROJECT
\n\nSelection of a Consulting Firm to conduct a Feasibility study for the Endowment Fund and Designing a Resource Mobilisation Strategy for the Africa Think Tank Platform Endowment Fund
\n\n\n\n
Procurement Reference No.ET-AUC- 494958-CS-QCBS
\n\n\n\n
\n\n
TERMS OF REFERENCE
\n\n\n\n
1. Introduction
\n\n1.1 Background
\n\nThe Africa Think Tank Platform (ATTP) project is a strategic initiative designed to enhance the capacity and influence of think tanks across Africa. With a five-year, US$50 million Investment Project Financing (IPF) initiative, the ATTP project aims to create a sustainable platform for cooperation and harmonisation on regional policy issues among country-level policymakers, regional blocs, and think tanks across the continent.
\n\nThe project focuses on six key priority themes: economic transformation and governance, climate change, regional trade, food security, human capital, and digitalisation, which align with the African Union’s Agenda 2063, the World Bank's Africa Strategy, and the United Nations' Sustainable Development Goals (SDGs). Gender inclusivity remains a central aspect of the project’s design.
\n\nThe African Union Commission (AUC), with funding from the World Bank, is establishing the Africa Think Tank Platform (ATTP). The aim of this consultancy assignment is to conduct a Feasibility Study and design a Resource Mobilisation Strategy for the ATTP endowment fund.
\n\nSelection will follow Quality-and Cost-Based Selection (QCBS) under the World Bank Procurement Regulations for IPF Borrowers. Firms must comply with the World Bank’s Anti-Corruption Guidelines, including prohibitions on fraud, corruption, collusion, coercion, and obstruction. The African Union Commission (AUC) reserves the right to verify references, conduct due diligence, and perform sanctions checks. Firms from all eligible countries, in accordance with the Procurement Regulations, are invited to participate. Firms, individuals, or entities subject to applicable World Bank sanctions are ineligible. Conflicts of interest must be fully disclosed in proposals in accordance with the Procurement Regulations. Undisclosed conflicts of interest may result in disqualification or contract termination.
\n\nThe AUC, therefore, invites proposals from qualified and legally registered Consulting Firms. Proposals may be submitted by a single entity or by a consortium/joint venture of firms, provided they collectively meet the minimum qualifications stipulated in this TOR.
\n\n1.2 The ATTP Project Development Objective
\n\nThe ATTP project's development objective is to establish a sustainable platform that strengthens the capacity for effective policy research and policymaking on cross-border priorities in Africa.
\n\n1.3 The ATTP Project Components
\n\nThe ATTP project will be implemented through three main components as follows:
\n\n Component 1: Establish Capacity to Operate A Sustainable Policy-Making Platform
\n\nThis component focuses on establishing the capacity to operate a sustainable policy-making platform. The goal is to support knowledge generation and offer guidance on continental priority issues, thereby strengthening the platform's role in regional economic policymaking.
\n\nThink Tanks selected under ATTP will collaborate with relevant Specialised Technical Committees (STCs)[1] at the African Union, fostering a network of researchers and policymakers. The resources under this Component will be utilised to finance the following Tasks:
\n\nComponent 2: Strengthen Policy Research's Quality, Relevance, and Uptake on Priority Issues
\n\nThis component focuses on strengthening the capacity of think tanks and policy research institutions. This includes providing technical assistance and training to think tanks; supporting the quality and dissemination of research; facilitating resource mobilisation; establishing a peer network for female economic researchers; and conducting a study to analyse prior initiatives aimed at increasing female participation in policy research. The resources under this Component will be utilised to finance the following Tasks:
\n\n Component 3: Support Platform Sustainability
\n\nThis Component will support the design and establishment of a sustainable financing mechanism to resource African think tanks over the long term. The platform will be structured to mobilise, pool, and deploy resources from African governments, the private sector, foundations, individuals, diaspora philanthropy, and institutional donors. It will consider an endowment fund and other complementary instruments (for example, a pooled special fund, multi-year partnership windows, fee-for-service and membership models, blended finance structures, and other context-appropriate mechanisms) to ensure resilient, diversified financing beyond the life of the ATTP project. The resources under this Component will be utilised to finance the following Tasks.
\n\nThe primary objective of this Component is to ensure that the ATTP extends beyond the traditional five-year project cycle in international development financing. Consequently, the feasibility study requested under these TORs must not only assess and compare potential financing mechanisms, but it must also recommend a coherent platform design and phased roadmap that sets out how the selected mechanisms will be established, governed, capitalised, and operated, ensuring it remains a legacy asset for the continent’s future generations of policymakers.
\n\nThroughout these Terms of Reference, the terms "sustainable financing platform," "endowment fund," "general fund," and related variants are used in recognition of ongoing Member State consultations regarding the optimal financing architecture for long-term ATTP sustainability. While the preferred option under consideration is to establish both an endowment fund (to generate investment income) and a general fund (for operational deployment of resources), this feasibility study is designed to maintain flexibility in its scope and recommendations.
\n\nThe core mandate of this consultancy is to assess the full spectrum of sustainable financing options, including but not limited to endowment structures, pooled funding mechanisms, multi-year partnership windows, and blended finance instruments. The consulting firm is asked to recommend the most appropriate combination of mechanisms for establishing a sustainable financing mechanism for the ATTP. Where the document refers to "the endowment fund and general fund," this should be understood as the baseline scenario for analysis, while recognising that final recommendations may propose alternative or complementary configurations based on the feasibility assessment, stakeholder consultations, and alignment with AUC financial rules and Member State preferences.
\n\n 1.4 The Project’s Logical Framework
\n\nBased on the proposed components and tasks, the ATTP project aims to deliver a series of benefits streams that improve policymaking and implementation across Africa. The ATTP project's logical framework is centred on establishing a robust Think Tank Platform to support research on continental priority issues by African Think Tanks, particularly policy research by female researchers.
\n\nThe logical framework depicted in Figure 1 highlights the key components and their expected outcomes in establishing a sustainable platform that strengthens the capacity for effective policy research and policymaking, led by African Think Tanks, on cross-border priorities affecting Africa. The project’s interventions are structured across three main components, each with its own assumptions and risks that can influence the achievement of the desired outcomes.
\n\n1.5 The ATTP Proposed Development Model and Governance Framework
\n\nThe ATTP project model is designed to leverage strategic oversight and diverse funding sources to advance its mission. The Think Tank Platform Steering Committee is central to this model and is expected to provide strategic direction and oversight, ensuring that the platform's activities align with its overarching goals. As illustrated in Figure 2, the ATTP Project will be implemented through a multi-tiered governance framework anchored by the Think Tank Platform Steering Committee, comprising representatives from the African Union, regional economic communities (RECs), development partners, academia, and the private sector.
\n\nDay-to-day operations will be managed by the ATTP Secretariat (hosted under the AUC’s PMRM Directorate) and led by the Project Coordinator, with support from cross-functional teams, including finance, monitoring and evaluation (M&E), capacity building, and a technical advisor. The Secretariat will enforce Performance Partnership Agreements (PPAs) with think tanks, ensuring accountability through predefined key performance indicators (KPIs) and periodic evaluations.
\n\n\n\n
\n\n
1.6 Objectives of the Assignment
\n\nAfrican think tanks currently face significant financial fragility, undermining their capacity to contribute effectively to continental policy processes. This fragility manifests in several interconnected ways:
\n\nTo address these challenges and ensure the long‑term sustainability of the ATTP, the AUC seeks a consulting firm to design and recommend an effective endowment structure for the program, based on a comprehensive feasibility study.
\n\nThe proposed plan should prioritise innovative, practical mechanisms to mobilise and pool resources to secure the long-term financial sustainability of African think tanks. This will help ensure that they continue to generate high-quality policy research that advances the continent’s priority development agendas. The proposed design and structure should include:
\n\nThe endowment fund and general fund are expected to attract contributions from diverse sources, including African governments, private-sector organisations, foundations, institutional donors, diaspora networks, and other well-wishers. The platform's design should ensure diversified, African-owned revenue streams that reduce dependency on short-term external grants while maintaining flexibility to respond to evolving policy research priorities across the ATTP's six thematic areas: economic transformation and governance, climate change, regional trade, food security, human capital, and digitalisation. While these Terms of Reference refer to an "endowment fund and general fund" as the baseline financing architecture, the mandate is to assess the full spectrum of sustainable financing options and recommend the optimal combination of mechanisms based on feasibility analysis, stakeholder consultations, alignment with AUC financial rules, and Member State preferences.
\n\nThe feasibility study shall assess at least two implementation scenarios for the financing platform: (i) an AUC-hosted model as the baseline; and (ii) a non-AUC host model (e.g., an autonomous AU-affiliated foundation or agency, REC-hosted vehicle, or special-purpose entity). For each scenario, the study should thoroughly examine legal permissibility, governance and decision rights, fiduciary arrangements, operational capacity, cost and timeline implications, and a phased transition roadmap. In addition to the comparative analysis, the study should provide clear recommendations on the most suitable option(s) based on evidence, stakeholder input, and contextual needs. Furthermore, the Consulting Firm is encouraged to apply independent, critical thinking in their analysis and may propose alternative or hybrid models if these are supported by the feasibility findings and align with the long-term objectives of the financing platform.
\n\nThe assignment is divided into two phases: Phase I: Feasibility Study and Phase II: Resource Mobilisation.
\n\nPhase I: Landscape analysis and feasibility assessment
\n\nDuring this phase, the consultancy will:
\n\nThe deliverable will be a Final Feasibility Study Report that synthesises the landscape analysis, comparative review, and feasibility assessment into actionable recommendations for establishing the ATTP endowment and general fund.
\n\nPhase II: Resource Mobilisation Strategy Development
\n\nPhase II shall commence only upon formal written approval by the AUC of the Final Feasibility Study Report (D1.3). The ATTP Secretariat will coordinate technical review and consolidation of comments, but final approval rests with the AUC. During this phase, the consultancy will develop a robust, multi-faceted resource mobilisation strategy and sustainability plan to secure financing and capitalisation for the platform's various mechanisms, ensuring long-term viability.
\n\nThe resource mobilisation strategy should:
\n\nThe strategy should outline practical approaches to engaging stakeholders and to ensure sustainable financing to support the think tank platform's operations and policy research activities aligned with the ATTP's priority themes.
\n\n2. Scope of Work
\n\nThe consultancy will be delivered in two phases, totalling 180 working days (approximately 6 months), to ensure timely delivery while maintaining quality and effective stakeholder engagement.
\n\nThe deliverables are consolidated and restructured as follows:
\n\nSummary of Phase I Tasks
\n\nThe consulting firm will undertake the following main tasks during Phase I:
\n\nPhase I Inception Report
\n\nDraft Feasibility Study Report
\n\nThe Draft Feasibility Study Report will consolidate and present findings and initial recommendations covering, at a minimum:
\n\nFinal Feasibility Study Report
\n\nDetailed Description of Phase I Tasks
\n\nThe allocated effort for completing Phase I tasks is 90 working days. Below is a detailed description of each task and level of effort.
\n\nPhase I Inception Report
\n\nAt the start of Phase I, the consulting firm will draft the Inception Report outlining the methodology, timelines, and approach for completing Phase I deliverables. The consulting firm shall present the inception report to the ATTP Project Secretariat and key stakeholders for review and approval. The presentation should include the proposed objectives, methodology, and timeline.
\n\nDraft Feasibility Study Report
\n\nThis deliverable consolidates the work previously described under assessment of AUC financial rules/procedures; review of existing fund models; development of operational mechanisms; stakeholder engagement synthesis; and risk analysis (initial), including the required comparative institutional scenario analysis and draft IPS outline (as applicable).
\n\nFinal Feasibility Study Report
\n\nFollowing receipt of written comments on the draft feasibility report, the consulting firm shall revise and finalise the report, including a change log, and deliver a final presentation and submit the Final Feasibility Study Report for formal written approval by the AUC. Submission will be in English and French.
\n\nSummary of Phase II Tasks
\n\nUpon successful completion of Phase I and subject to AUC approval, the consulting firm will undertake Phase II to develop a resource mobilisation strategy for the ATTP fund(s), consistent with the feasibility conclusions and the selected institutional/hosting scenario. The consulting firm will undertake the following main tasks during Phase II:
\n\nPhase II Inception Report
\n\nDraft Resource Mobilisation Strategy
\n\nThe Draft Resource Mobilisation Strategy will cover and consolidate the work previously described under governance (mobilisation-relevant elements), stakeholder mapping/engagement, funding mechanisms, capacity building considerations (mobilisation function), monitoring indicators for mobilisation, and sustainability planning, including:
\n\nFinal Resource Mobilisation Strategy
\n\nDetailed Description of Phase II Tasks
\n\nThe allocated effort for completing Phase II tasks is 90 working days. Below is a detailed description of each task and level of effort.
\n\nPhase II Inception Report
\n\nAt the start of Phase II, the consulting firm will draft the Inception Report outlining the detailed approach, updated timelines, and methods for completing Phase II deliverables. The consulting firm shall present the inception report to the ATTP Secretariat and key stakeholders. Stakeholder feedback will be incorporated into the final report.
\n\nDraft Resource Mobilisation Strategy
\n\nThe consulting firm will develop and present the draft strategy, based on targeted consultations (including Member State Permanent Representatives in Addis Ababa, Ministries of Finance where relevant, development partners, foundations, private sector, and diaspora channels as appropriate), and incorporate feasibility constraints/choices from Phase I.
\n\nFinal Resource Mobilisation Strategy
\n\nThe consulting firm shall revise the draft strategy based on inputs received, finalise the report, and present the final strategy to the AUC (coordinated by the ATTP Secretariat) for confirmation/approval.
\n\nWhile consultancies are required to submit a technical and financial proposal covering both phases, we recognise that the detailed scope, methodology, and team composition for Phase II will be informed by the findings and recommendations of Phase I. Accordingly, at the commencement of Phase II, the consulting firm may propose reasonable adjustments to the Phase II approach, staffing, and work plan through the Phase II Inception Report (D2.1), provided such adjustments are consistent with the overall objectives of the assignment, remain within the contracted budget ceiling, and are approved in writing by the ATTP Secretariat.
\n\n\n\n
Indicative Stakeholder Engagement Framework
\n\nStakeholder engagement is central to the quality and credibility of both the feasibility study and the resource mobilisation strategy. To ensure comparability across proposals and realistic budgeting for the consultation effort, consulting firms should plan their stakeholder engagement using the following indicative framework.
\n\nMinimum key informant interviews: The consulting firm should plan for a minimum of 20 to 25 key informant interviews across both phases, distributed indicatively as follows:
\n\nValidation Workshops: The consulting firm shall plan for at least one multi-stakeholder validation workshop during the assignment to present draft findings and recommendations for stakeholder input prior to finalisation. The format, timing, and participant list shall be proposed in the relevant Inception Report and agreed upon with the ATTP Secretariat.
\n\nThe list of key informants above is indicative and intended to establish a common baseline for proposal preparation. The consulting firm may propose adjustments to the composition of stakeholder consultations in the Inception Report, provided such adjustments are clearly justified and approved by the ATTP Secretariat.
\n\nThe Consultant shall budget for one multi-stakeholder validation workshop. Costs for the workshop are reimbursable and will cover only conference facilities, interpretation (English, French, and Arabic), and logistics for up to 30 participants. The format may be in-person in Addis Ababa. The Consultant is responsible for venue arrangements and logistics, and for ensuring the use of secure platforms that adhere to data protection best practices.
\n\n3. Deliverables and Payment Schedule
\n\nThe AUC estimates that the Consulting firm will need no more than 6 months (180 working days) to complete this assignment (both Phase I and Phase II). The Consulting firm will require no more than 90 working days to complete Phase I deliverables. Upon successful completion of Phase I deliverables, the Consulting firm will require no more than 90 working days for Phase II deliverables.
\n\nThe AUC also expects the Consulting Firm to be available throughout the entire duration of the services. This includes liaising with the ATTP Project Secretariat and other parties, managing office operations, and ensuring service quality. As part of project management, several meetings between the ATTP Project Secretariat and the Consulting firm may be scheduled at any time. The Consulting firm shall produce meeting minutes of all proceedings. The Consulting Firm shall submit all deliverables to the ATTP Project Coordinator for coordination of review. Final approval of the Final Feasibility Study Report (D1.3) shall be provided by the AUC.
\n\nPhase I Deliverables
\n\nThe consulting firm is expected to produce three (3) deliverables during Phase I:
\n\nD1.1: Phase I Inception Report
\n\nAn initial report outlining the consultancy’s proposed methodology, work plan, and timeline for conducting the Phase I feasibility work. The report shall include a stakeholder engagement plan, a data collection and validation approach, and research tools (questionnaires/surveys, where applicable; KII guides; FGD protocols, where applicable; and document review frameworks).
\n\n(Due: 10 Working Days from contract effectiveness).
\n\nD1.2: Draft Feasibility Study Report
\n\nA consolidated draft report presenting the feasibility assessment and initial recommendations for the ATTP financing platform. The report shall include, at a minimum:
\n\n(Due: 70 Working days from contract effectiveness).
\n\nD1.3: Final Feasibility Study Report
\n\nA final report that incorporates written comments from the ATTP Secretariat and key stakeholders on the Draft Feasibility Study Report (D1.2). The report shall include:
\n\n(Due: 90 Working Days from contract effectiveness).
\n\nPhase II Deliverables
\n\nPhase II shall commence upon formal approval of the Final Feasibility Study Report (D1.3) by the AUC. The consulting firm is expected to produce three (3) deliverables during Phase II:
\n\nD2.1: Phase II Inception Report
\n\nAn updated work plan outlining the methodology, timeline, and approach for completing Phase II deliverables, aligned to the selected institutional scenario and financing architecture emerging from Phase I. The report shall include a stakeholder engagement plan (with stakeholder map, engagement objectives, and schedule), data collection instruments, and confirmation of alignment with the ATTP Secretariat on Phase II priorities.
\n\n(Due: 10 Working Days from the contract effectiveness of Phase II).
\n\nD2.2: Draft Resource Mobilisation Strategy Report
\n\nA draft strategy document for securing capitalisation and financing for the ATTP financing platform (consistent with Phase I recommendations). The report shall include, at a minimum:
\n\n(Due: 70 Working Days from the contract effectiveness of Phase II).
\n\nD2.3: Final Resource Mobilisation Strategy Report
\n\nA final strategy document incorporating written comments from the ATTP Secretariat and key stakeholders on D2.2. The report shall include:
\n\n(Due: 90 Working Days from the contract effectiveness of Phase II).
\n\nPayment Schedule
\n\nThe Consulting firm shall produce the deliverables outlined in this section to the highest international technical standards, as described in sections 2.1 and 2.3. The actual delivery date for each deliverable will be determined and approved by the AU on the contract's effective date. It should serve as a foundation for an AU-approved work plan. The formal delivery of all expected deliverables may be conducted electronically.
\n\nDraft deliverables (D1.2, D2.2) will be reviewed by the ATTP Secretariat and stakeholders coordinated by the ATTP Project Coordinator. The AUC is the final approving authority for D1.3 (Final Feasibility Study Report) and authorises commencement of Phase II in writing
\n\n| \n\t\t\t Sn. \n\t\t\t | \n\t\t\t\n\t\t\t Deliverable Description \n\t\t\t | \n\t\t\t\n\t\t\t Estimated Due Date \n\t\t\t | \n\t\t\t\n\t\t\t Payment | \n\t\t
| \n\t\t\t D1.1 \n\t\t\t | \n\t\t\t\n\t\t\t Phase I Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working Days from Contract Effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Draft Feasibility Study Report \n\t\t\t | \n\t\t\t\n\t\t\t 70 Working Days from Contract Effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
| \n\t\t\t D1.3 \n\t\t\t | \n\t\t\t\n\t\t\t Final Feasibility Study Report \n\t\t\t | \n\t\t\t\n\t\t\t 90 Working Days from Contract Effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
| \n\t\t\t | \n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t 100% \n\t\t\t | \n\t\t
\n\n
Phase II Deliverables
\n\n| \n\t\t\t Sn. \n\t\t\t | \n\t\t\t\n\t\t\t Deliverable Description \n\t\t\t | \n\t\t\t\n\t\t\t Estimated Due Date \n\t\t\t | \n\t\t\t\n\t\t\t Payment | \n\t\t
| \n\t\t\t D2.1 \n\t\t\t | \n\t\t\t\n\t\t\t Phase II Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working Days from Contract Effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Draft Resource Mobilisation Strategy Report \n\t\t\t | \n\t\t\t\n\t\t\t 70 Working Days from Contract Effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
| \n\t\t\t D2.3 \n\t\t\t | \n\t\t\t\n\t\t\t Final Resource Mobilisation Strategy Report \n\t\t\t | \n\t\t\t\n\t\t\t 90 Working Days from Contract Effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
| \n\t\t\t | \n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t 100 \n\t\t\t | \n\t\t
4. Other Applicable Requirements
\n\nConsulting firms engaged under the ATTP Project must comply with the Labour Management Procedures (LMP) outlined in the project framework. Consulting firms must ensure fair treatment, non-discrimination, and equal opportunity for project workers, and promote safe and healthy working conditions. They must adhere to the occupational health and safety (OHS) measures specified in the LMP and establish accessible grievance mechanisms for workers to address workplace concerns promptly and effectively. Compliance with the ATTP Code of Conduct guided by the Environmental and Social Commitment Plan (ESCP) and the Stakeholder Engagement Plan (SEP) is mandatory, including measures to prevent Sexual Exploitation and Abuse (SEA), Sexual Harassment (SH), and workplace discrimination. Consulting firms should also ensure compliance with relevant Ethiopian labour laws when addressing labour-related risks and apply the highest standards when discrepancies arise between national laws and ESS2 requirements.
\n\nConsulting firms engaged under the ATTP Project must operate in compliance with the World Bank Environmental and Social Framework (ESF) for Investment Project Financing (IPF), including adherence to Environmental and Social Standard 2 (ESS2) on Labour and Working Conditions. Consulting firms are required to align their operations with the ATTP Environmental and Social Management System, ensuring integration of ESS2 requirements in labour management, occupational health and safety (OHS), stakeholder engagement, and grievance resolution. Consulting firms must adhere to the ATTP Code of Conduct, addressing environmental and social risks, particularly those related to SEA, SH, and workplace discrimination. Furthermore, consulting firms should identify and mitigate potential environmental and social risks associated with their work, including travel, stakeholder interactions, and the technical specifications of deliverables, and ensure compliance with additional ESS requirements where applicable.
\n\nApplicable Stakeholder Engagement Requirements
\n\nConsulting firms engaged under the ATTP Project must comply with the Stakeholder Engagement Plan (SEP) requirements, which align with the World Bank Environmental and Social Standard 10 (ESS10). The SEP emphasises transparent and inclusive stakeholder engagement throughout the project lifecycle to enhance project acceptance and sustainability. Consulting firms are required to identify relevant stakeholders, including disadvantaged and vulnerable groups, disclose project information in a culturally sensitive and appropriate manner, facilitate meaningful consultations, and operate a transparent Grievance Redressal Mechanism (GRM). Monitoring and reporting on engagement activities, as well as addressing stakeholder feedback, are essential to ensuring compliance with SEP guidelines and supporting successful project implementation
\n\n5.Management of Services
\n\nThe AUC expects the Consulting firm to provide appropriate key and non-key personnel who will contribute inputs in accordance with the work program. The proposed team shall include at least the key personnel listed below, with specified qualifications and experience. These individuals should be experts who will dedicate significant time to the project or whose contributions are essential to the consultancy. Additional staff and staffing requirements should be suggested by the Consulting firm as needed, based on the proposed methodology and approach to the assignment. The AUC expects all personnel involved to be fluent in English or French during contract execution. All (final) deliverables shall be submitted in both English and French; however, the primary working language for drafting and stakeholder engagement will be English, with final approved deliverables translated into French prior to submission.
\n\nConsultants must provide documentary evidence of meeting the minimum firm qualifications, including copies of signed contracts or completion certificates for at least two similar assignments undertaken within the past five years, client reference letters (with contact details) attesting to satisfactory performance, and proof of legal registration. Where proposals are submitted by a consortium or joint venture, the consortium may collectively meet the minimum firm qualifications; the proposal must include a signed consortium agreement outlining roles, responsibilities, and percentage shares, and designate a lead firm authorised to contract with the AUC.
\n\nThe consulting firm must have the following expertise:
\n\nMinimum Firm Qualifications
\n\nThe consulting firm must be a legally registered entity and demonstrate institutional capacity and relevant experience to undertake this assignment. Specifically, the firm must have:
\n\n1.Team Leader
\n\nQualifications and Skills
\n\nProfessional Experience
\n\n2.Finance Expert
\n\nQualifications and Skills:
\n\nProfessional Experience:
\n\n\n\n
3.Risk Analysis Expert
\n\nQualifications and Skills
\n\nProfessional Experience
\n\n4.Stakeholder Engagement Expert
\n\nQualifications and Skills
\n\nProfessional Experience
\n\nAll key personnel named in the proposal are considered essential to the project. Any substitution requires AUC’s prior written consent and must involve personnel with equal or superior qualifications and experience. AUC reserves the right to reject any proposed substitutions that do not meet these standards.
\n\n\n\n
Non-Key Staff
\n\nThis section provides an illustrative list of additional non-key personnel that bidders may include in their teams. It is the bidders' decision to propose additional non-key personnel. However, the Consulting firm shall indicate the proposed experts’ names, their input, and their position in the technical and financial proposals (please note that the financial proposal shall also indicate these experts’ fully loaded rates).
\n\n| \n\t\t\t Indicative/Illustrative Additional Positions \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t
\n\n
Input by the Consulting firm
\n\nThe Consulting firm shall be responsible for all necessary staff resources, office space, transportation (local and international), accommodation, stationery, photocopying of documents provided to participants as workshop materials, communications, computers and accessories, translations and interpretation (if needed), and insurance (as applicable). This also covers staff training and other costs related to assigned responsibilities.
\n\n\n\n
Reporting Requirements
\n\nThe Consulting firm will submit all reports to the ATTP Project Coordinator electronically. Translation and quality assurance are the responsibility of the Consulting firm and should be accounted for within the proposed work plan and level of effort. The Consulting firm should submit all documents in Microsoft Word, spreadsheets in Microsoft Excel, schedules in Microsoft Project or Microsoft Excel, and digital photo files in JPEG or PNG format. The Consulting firm should submit all presentations in Microsoft PowerPoint format. The AUC and the Consulting firm must agree on any other format(s) the Consulting firm proposes to submit. The Consulting firm should also include the contract number in each report. Additionally, the Consulting firm should submit each report accompanied by a letter or other document that clearly identifies the report.
\n\nFor deliverables containing periodic data that the AUC will use for ATTP Project Monitoring and Evaluation, the AUC will approve the submission format. All deliverables are considered drafts upon submission. When the AUC identifies areas for correction, the Consulting firm will have ten (10) business days to submit revisions, unless otherwise specified or agreed upon with the AUC. Packaging for all items delivered under this agreement shall comply with commercial standards and be sufficient to ensure acceptance by common carriers and safe arrival at the destination. The Consulting firm should also include the contract number on each package, report, or other deliverable. The Consulting firm shall acknowledge the AUC and the World Bank in any research or reports funded under this Contract.
\n\nThe Consulting firm shall implement appropriate data protection and confidentiality measures for all information obtained during the assignment, including sensitive financial and governance documents. This includes secure storage, controlled access, and compliance with applicable data protection regulations. The Consulting firm may not disclose confidential information without prior written consent from the AUC and must return or securely destroy sensitive materials upon contract completion, in accordance with AUC instructions.
\n\nDraft deliverables may be submitted in English. Final deliverables (D1.3 and D2.3) must be provided in both English and French. Bidders shall include translation and quality assurance costs in their financial proposals. Where validation workshops involve bilingual participants, the Consultant shall provide simultaneous/consecutive interpretation as required; associated costs shall be included in the financial proposal.
\n\n\n\n
Report Types and Schedule
\n\nThe Consulting firm is expected to submit the following reports as deliverables for Phases I and II. Each report must align with the timelines and LOE specified in the TOR and summarised in the table below.
\n\n| \n\t\t\t Sn \n\t\t\t | \n\t\t\t\n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Required Content \n\t\t\t | \n\t\t\t\n\t\t\t Due Date \n\t\t\t | \n\t\t\t\n\t\t\t Estimated LOE[2] \n\t\t\t | \n\t\t
| \n\t\t\t Phase I Deliverables \n\t\t\t | \n\t\t|||||
| \n\t\t\t D1.1 \n\t\t\t | \n\t\t\t\n\t\t\t Phase I Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t Detailed work plan, methodology, and timeline for Phase I feasibility work \n\t\t\t | \n\t\t\t\n\t\t\t Objectives and approach; detailed work plan and timeline; stakeholder engagement plan; data collection and validation plan; research tools (questionnaires/survey instruments where applicable, KII guides, FGD protocols where applicable, document review frameworks); quality assurance approach; alignment with AUC financial rules and procedures \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working Days from contract effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
| \n\t\t\t D1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Draft Feasibility Study Report \n\t\t\t | \n\t\t\t\n\t\t\t Consolidated draft report presenting feasibility assessment findings and initial recommendations for the ATTP financing platform \n\t\t\t | \n\t\t\t\n\t\t\t Analysis of AUC financial rules/procedures (gaps, constraints, opportunities); review of existing fund models/financing mechanisms (AUC-managed, Pan-African, national, global) with lessons; mapping of African think tank funding ecosystem (typologies, revenue mix, constraints); proposed draft fund design/governance/operating model (grant-making, eligibility, allocation, FM/disbursement, reporting, transparency/accountability, monitoring); stakeholder engagement synthesis; initial risk assessment and mitigation measures; comparative institutional scenario analysis (AUC-hosted and at least one non-AUC host option, incl. compliance, fiduciary arrangements, domicile/tax considerations, suitability for contributor types, decision criteria); draft IPS outline (if endowment recommended); annexes (stakeholder list, interview guides, comparison matrix, etc.) \n\t\t\t | \n\t\t\t\n\t\t\t 70 Working Days from contract effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 60 \n\t\t\t | \n\t\t
| \n\t\t\t D1.3 \n\t\t\t | \n\t\t\t\n\t\t\t Final Feasibility Study Report \n\t\t\t | \n\t\t\t\n\t\t\t Final feasibility study incorporating stakeholder feedback and final recommendations \n\t\t\t | \n\t\t\t\n\t\t\t Final recommended financing architecture; refined fund design/governance/operating model; final comparative institutional scenario analysis and selection criteria; final risk mitigation and monitoring/review mechanism; final IPS outline (where applicable); implementation roadmap; change log documenting responses to comments on D 1.2; submitted in English and French and serves as approval gate for Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 90 Working Days from contract effectiveness \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t
| \n\t\t\t Phase II Deliverables \n\t\t\t | \n\t\t|||||
| \n\t\t\t D2.1 \n\t\t\t | \n\t\t\t\n\t\t\t Phase II Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t Updated work plan, methodology, and timeline for Phase II resource mobilisation strategy work \n\t\t\t | \n\t\t\t\n\t\t\t Objectives; methodology refinement; alignment with selected Phase I institutional scenario and financing architecture; stakeholder engagement plan (stakeholder map, objectives, schedule); data collection instruments and templates; validation plan and coordination arrangements with ATTP Secretariat \n\t\t\t | \n\t\t\t\n\t\t\t 10 Working Days from the contract effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
| \n\t\t\t D2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Draft Resource Mobilisation Strategy Report \n\t\t\t | \n\t\t\t\n\t\t\t Draft strategy for securing capitalisation and financing for the ATTP financing platform \n\t\t\t | \n\t\t\t\n\t\t\t Stakeholder mapping and segmentation (Member States, private sector, foundations, donors, diaspora, individuals) with tailored engagement strategies; assessment of funding mechanisms (incl. diaspora bonds/philanthropy, ESG-linked contributions, blended finance, outcome-based financing, membership/fee-for-service, premium products, pooled special funds) with feasibility, alignment with AUC rules, potential quantum, risk profile, appetite, implementation steps; draft phased mobilisation targets (0–2, 3–5, 5+ years), milestones, KPIs; capacity strengthening recommendations (mobilisation function); mobilisation M&E approach aligned to ATTP Results Framework; sustainability approach (diversification, risk mitigation, periodic review); implementation roadmap (sequenced actions, responsibilities, resourcing) \n\t\t\t | \n\t\t\t\n\t\t\t 70 Working Days from the contract effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 60 \n\t\t\t | \n\t\t
| \n\t\t\t D2.3 \n\t\t\t | \n\t\t\t\n\t\t\t Final Resource Mobilisation Strategy Report \n\t\t\t | \n\t\t\t\n\t\t\t Final strategy incorporating written comments and validation outcomes \n\t\t\t | \n\t\t\t\n\t\t\t Final mobilisation strategy and finalised mechanism mix/engagement plan; final KPIs and M&E approach; final sustainability plan; implementation-ready roadmap; change log documenting responses to comments on D 2.2; submitted in English and French \n\t\t\t | \n\t\t\t\n\t\t\t 90 Working Days from the contract effectiveness of Phase II \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t
\n\n
Review and Approval Process
\n\n6. Facilities and Equipment
\n\nCosts, Facilities, and Equipment to be Provided by the Consulting firm
\n\nExcept as specified in the General Conditions of Contract (GCC) and the Special Conditions of Contract (SCC), all costs associated with fulfilling this contract are to be assumed and borne by the Consulting firm. The primary duty location of the Consulting firm’s team shall be Addis Ababa, Ethiopia. The Consulting firm must be present in the country during the performance period. The Consulting firm shall also ensure appropriate transportation that meets the assignment requirements. The Consulting firm shall, where applicable, be responsible for providing comprehensive insurance coverage for personnel.
\n\nThe Consulting Firm shall ensure a minimum of 20 in-country working days across both phases, including at least one in-person multi-stakeholder validation workshop in Addis Ababa. All travel, visas, per-dems, local transport, logistics, and duty-of-care/security arrangements are the responsibility of the Consulting Firm. The Consultant shall maintain, at a minimum, professional indemnity, general liability, and employer’s liability/worker’s compensation insurance in amounts adequate to cover the obligations under this Contract.
\n\n\n\n
Costs, Facilities, and Equipment to be Provided by the African Union
\n\nThe African Union will cover all labour costs for its officials, as their project engagement is part of their regular work duties. For example, this includes the time officials spend reviewing and validating deliverables and reports prepared by the Consulting firm, as well as interim and final sign-offs when needed, for recommendations the Consulting firm may make regarding the implementation of tasks outlined in these Terms of Reference.
\n\nThe ATTP Secretariat will provide the Consulting firm with the following information and support:
\n\nThe AUC will provide timely access to relevant policies, financial rules, legal instruments, and contacts. The AUC and ATTP Secretariat will provide consolidated comments on deliverables within 10 working days and facilitate introductions for key informant interviews within 10 working days of request. Delays in client-controlled inputs will extend associated timelines on a no-fault basis.
\n\n\n\n
[1] For instance, the Ministerial Committee on the Implementation of Agenda 2063.
\n\n[2] Note: the extra LOE per deliverable is assigned to stakeholder engagement execution, iterative validation, drafting/quality assurance, and translation coordination.
\n\n"},{"id":"OP00431601","notice_type":"Request for Expression of Interest","noticedate":"10-Mar-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-03-26T00:00:00Z","submission_deadline_time":"15:30","project_ctry_name":"Armenia","project_id":"P508124","project_name":"Armenia Water and Irrigation Services Enhancement Program - Phase 1 Project","bid_reference_no":"TA-01","bid_description":"Procurement of technical audit services (for the period 2022-2031yy of the Lease Contract with Veolia Jur CJSC) for the needs of the Water Committee","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Vardanants str. 13a, Yerevan 0010, RA","contact_ctry_name":"Armenia","contact_email":"martiros.nalbandyan@gov.am","contact_name":"Martiros Nalbandyan","contact_organization":"Water Committee under the Ministry of Territorial Administration and Infrastructure","contact_phone_no":"+37493001662","contact_web_url":"https://www.scws.am/en","submission_date":"2026-03-10T00:00:00Z","notice_text":"
ANNOUNCEMENT
\n\nON PREQUALIFICATION PROCEDURE
\n\nThe current text of the announcement is confirmed by Decision N 1 dated 09 th of March 2026 of the request for quotation tender estimating committee and is published according to the Article 24 of the RA Law “On Procurement”.
\n\n\n\n
The procedure code is ՋԿ-ԲՄԾՁԲ-26/1-ՏԱ ((WC-SPOT-26/1-TA)
\n\n\n\n
I. THE DESCRIPTION OF THE PROCUREMENT OBJECT
\n\n\n\n
The subject of this Request is to procure Technical Audit (hereinafter: the TA) services to assess the performance compliance of water supply and wastewater (wastewater treatment) services provided under the Lease Contract (hereinafter: the LC) signed with Veolia Djur CJSC (hereinafter the Lessee) on November 21, 2016. Based on the provisions of the RA Government Decree No. 205-A dated February 26, 2026, the Water Committee (WatCom) shall conduct an open tender with a prequalification stage.
\n\nThe Company selected through the tender process shall provide TA consulting services to assess the Lessee's performance compliance for the 2022–2031 period of the Lease Contract.
\n\n| \n\t\t\t Number of lot \n\t\t\t | \n\t\t\t\n\t\t\t Lot Name \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t technical audit services \n\t\t\t | \n\t\t
\n\n
The brief description of Term of Reference is provided as an Annex 5.
\n\n\n\n
II. TERMS FOR PARTICIPATION IN PROCEDURE
\n\n\n\n
2. According to the Article 7 of the RA Law “On Procurement”, any person or entity, irrespective of being a foreigner, a foreign entity or a stateless person, has the equal right to participate in the prequalification procedure.
\n\nThe participant wishing to participate in prequalification procedure must satisfy the compliance with qualification criterion “Compliance of professional activities with activities provided for by the contract” as defined in Article 6, paragraph 3, point 1 of the RA Law “0n Procurement”. In this case, the works are considered similar. Activities corresponding to each lot. The Participant is considered to satisfy the qualification criteria envisaged by this subarticle if the requested information is submitted.
\n\n- Information regarding relevant activities properly executed during the year of application and the five (5) preceding years; including contracts and/or other supporting documentation, in accordance with Annex 2.
\n\n- Information regarding annual turnover for the last three (3) financial years, in accordance with Annex 3. The Company must have a minimum annual turnover of EUR 1,000,000 (one million Euros) or its equivalent in another currency.
\n\n- A Declaration confirming that the Applicant is not currently subject to bankruptcy, liquidation, or reorganization proceedings, and that no enforcement measures have been applied against it by tax or social security authorities.
\n\n- A description of the Professional Team, in accordance with the template provided in Annex 4.
\n\nIf any of the evaluation criteria are found to be unsatisfactory, the participant's proposal shall be assessed as unsatisfactory and shall be rejected.
\n\nA participant is considered to meet the qualification criteria set forth in this sub-clause if he/she has submitted the required information in the application:
\n\n4. Participants can participate in the prequalification procedure in joint operation activity (consortium).
\n\nIn that case:
\n\n1) the prequalification bid also includes a contract of joint activity,
\n\n2) when evaluating the prequalification bid, the common qualification of all members of the joint activity contract, shall be taken into account (the qualification of each member of the contract of joint activity shall correspond with the qualification requirements set forth in this invitation by that member),
\n\n3) the participants shal bear joint and coherent liability,
\n\n4) the party (ies) of the joint activity contract cannot submit separate bid (s) to the same procedure,
\n\n5) if the consortium member leaves the consortium, the contract between the consortium and the client is concluded unilaterally and the consortium members shall be liable for the sanctions envisaged by the contract.
\n\n\n\n
III. FORM OF GETTING CLARIFICATION AND MAKING CHANGE TO AN ANNOUNCEMENT
\n\n\n\n
5. The participant has the right to request in writing a clarification of the prequalification statement at least five calendar days before the deadline for submitting the prequalification application. The participant who made the request shall be provided with the clarification in writing within two calendar days following the date of receipt of the request. In case of providing information about any participant, the customer must ensure the availability of this information for all potential participants.
\n\nThe participant shall submit the request referred to in this clause by sending an email to the Secretary of the Committee.
\n\nThe request clarification is sent from the email address of the Secretary of the Committee defined by this invitation to an e-mail address of the participant from which the inquiry is received:
\n\n6. The announcement on the content of the inquiry and clarification shall be published in the bulletin on the day the clarification is provided without indicating the data of the participant.
\n\n7. An explanation shall not be provided if the request has been made in breach of the time limit set out in this section, as well as if the request is beyond the scope of this announcement. In addition, the participant shall be notified in writing of the reasons of not being provided with the clarification within one calendar day following the day the request was received.
\n\n8. Changes to this announcement may be made at least two calendar days before the deadline for submission of bids. On the first working day following the date of making change, the secretary of the Commitee publishes the announcement of the change in the bulletin.
\n\n9. In case of changes in the prequalification announcement, the deadline for submitting prequalification bids shall be calculated from the date of publication of the announcement of modification in the bulletin.
\n\n
\nIV. THE PROCEDURE FOR SUBMISSION OF PRE-QUALIFICATION BID
\n\n
10. In order to participate in this procedure, the participant shall submit a bid to the committee.
\n\n11. The participant may submit the prequalification bid to the commission by:
\n\n1) electronic form by sending the secretary of the Committee to the e-mail stipulated by this announcement.
\n\n2) in paper form in a sealed, glued envelope. The following is mentioned on the envelope in the language of making prequalification bid.
\n\na. The name of the client and the place (address) for the bid submission.
\n\nb. procedure code.
\n\nc. the words "Don’t open until the application opening".
\n\nd. name, location and telephone number of the participant.
\n\n12. Procedure bids must be submitted to the Commission no later than 16:00 on the 16 th day following the date of publication of this notice in the Bulletin (24.03.2026 16:00t.).
\n\nPrequalification applications in paper form must be submitted to the Commission before the deadline prescribed in this paragraph by the following address: Water Committee of RA MTAI, 13a, Vardanants street, Yerevan.
\n\n13. After receiving prequalification bids in paper form they are being recorded in the register by the secretary of the Commmittee.
\n\nThe applications are registered by the secretary in the register, in the sequence of their receipt, by specifying the registration number, date and time in the registry. By the request of the participant, a reference shall be given. Bids submitted after the submission deadline are not being registered in the registry and are returned by the secretary within two working days.
\n\n14. The Participant shall submit the following with the prequalification bid:
\n\n1) a written application for participating in the prequalification procedure approved by him in accordance with Annex N 1,
\n\n2) an announcement confirming its compliance with the qualification criteria requirements set forth in this annoouncement, in accordance with Annex 2.
\n\n3) Financial Resources:
\n\n4) Human Resources:
\n\n- A description of the Professional Team, in accordance with the template provided in Annex 4.
\n\n5) a copy of the joint activity contract if the participants participate in this procedure in a joint activity (consortium).
\n\n15. If the Participant submits a prequalification bid:
\n\n1) In paper form, all documents included in the bid, besides the document provided for in subcause 3, clause 14 of this announcement, shall be presented in the original and three copies. The words "original" and "copy" are written on the package of documents. Instead of the original documents, copies of their notarized copies can be submitted.
\n\n2) in electronic form, scanned versions of original documents are submitted.
\n\n16. Prequalification bids, besides Armenian (Armenian is mandatory), can also be submitted in English or Russian.
\n\n17. The envelope and the documents drawn up by the participant provided by this announcement shall be signed by the person who submitted it or his/her authorized representative (hereinafter “the Agent”). If an agent submits a prequalification bid, the application shall be accompanied by a document on his/her competence. In case of expediency the participant can submit the required information in other ways other than those proposed by this announcement, maintaining required requirements.
\n\n\n\n
\n\n
V. OPENING, EVALUATION AND SUMMARIZING OF PREQUALIFICATION BID
\n\n\n\n
18. Opening, evaluation and summarizing the results of prequalification bids are held at the opening session of prequalification bids on the 16th day following the day this announcement is published in the bulletin (on 24 th of March of 2026) at 16:00, in 13a, Vardanants street, Yerevan.
\n\nBid evaluation is carried out within three business days after the deadline for submission of bids.
\n\n19. At the session on the opening and evaluation of applications for participation in the pre-qualification selection.
\n\n1) the secretary of the commission reports information about the entries in the register and gives the chairman of the commission the register of applications, other documents that are an integral part of it, registered and (or) applications submitted in electronic form.
\n\n2) After the transfer to the chairman (chairman of the session) of the documents specified in sub-point 1 of this paragraph, the commission evaluates.
\n\nа) correspondence of envelopes with applications in the established order and opens corresponding evaluated applications.
\n\nb) the presence of necessary (planned) documents in each opened envelope and compliance with their design, as well as submission of documents in electronic form to the requirements established by this Regulation.
\n\n20. Bids that meet the conditions set out in this announcement are considered satisfactory. Otherwise, prequalification applications will be assessed as inadequate and rejected.
\n\nIn case of non-compliance with the requirements of this announcement, during the prequalification bid opening of the session the Committee shall delay the session for one working day and the secretary of the committee informs the participant on the same day electronically, proposing to correct the non-compliance before the end of the suspension of the session. In addition, as mentioned in this clause:
\n\n1) The recorded inconsistencies are described mandatory and detailed in recommendation.
\n\n2) The suggestion is sent to the participant’s e-mail indicated in the bid by the e-mail address of the secretary mentioned in this announcement.
\n\n21. If the participant corrects the recorded inconsistencies within the period specified in clause 20 of this announcement, his/her bid shall be assessed as inadequate and rejected. The Participant submits the corrected documents to the e-mail address specified in the bid by submitting to the e-mail address provided by this invitation.
\n\n22. A member of the Committee or a secretary cannot participate in the Committee's activities if during the opening of the prequalification bid session it turns out that the organization having been founded by them or having their share (share) or their related relative or parent (parent, spouse, child, brother, sister, as well as the parent, child, brother or sister of the spouse) or an organization having been founded or owned by that person (share) has submitted a bid for participation in the given procedure. If condition provided by this clause exists, immediately after the opening of the prequalification bid, a committee member or secretary who has a conflict of interest with regard to this procedure shall recuse himself/herself from the procedure.
\n\n23. Minutes on the opening, evaluation and summary of the results are drawn up, and the list of prequalified participants is confirmed. The Secretary of the Committee on following working day of the end of the bid session does the following:
\n\n1) publishes the scanned versions of the original of the committee's statements on the absence of a conflict of interest signed by him/her or the members of the opening of the bids in the bulletin.
\n\n2) notifies the bidders that have not been evaluated in accordance with the conditions set out in this announcement about the grounds for rejecting the prequalification bids.
\n\n24. Prequalified bidders are eligible to participate in the request for quotation bidding process for consulting services, which together with the protocol drawn up by the evaluating committee on summarizing the outcomes of the prequalification procedure, the invitation of 1st stage is also electronically provided.
\n\n25. Appealing this procedure is carried out in accordance with the procedure established by the RA Law "On Procurement" and the RA Civil Procedure Code.
\n\nIn this case, each:
\n\n1) interested party has the right to appeal the actions (inaction) and decisions of the customer, the evaluation committee in accordance with the procedure established by the RA Civil Procedure Code.
\n\n2) any person has the right to appeal the requirements of this announcement in accordance with the procedure established by the RA Civil Procedure Code, before the expiration of the deadline for submitting applications.
\n\nThe rates of state duty charged for appeal are established by the RA Law "On State Duty".
\n\nYou can contact the secretary of the committee Anna Sargsyan for more information on this announcement.
\n\nTelephone: (+374) 540229,
\n\nEmail: anna.sargsyan@scws.am
\n\nClient: Water Committee of RA MTAI
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex N 1
\n\nPrequalification Announcement for the Open Tender
\n\nunder Code ՋԿ-ԲՄԾՁԲ-26/1-ՏԱ (WC-SPOT-26/1-TA)
\n\n\n\n
\n\n
Application
\n\nFor participating in pre-qualification procedure
\n\n\n\n
[Name of Participant] hereby expresses its interest in participating in the prequalification procedure for the open tender organized by the Water Committee of the RA MTAI, under the procurement code ՋԿ- ԲՄԾՁԲ -26/1-ՏԱ (WC-SPOT-26/1-TA), and hereby submits its application in accordance with the requirements of the prequalification announcement.
\n\n[Name of Participant] further declares that its credentials comply with the eligibility requirements and the established qualification criteria set forth in the prequalification announcement for ՋԿ- ԲՄԾՁԲ -26/1-ՏԱ (WC-SPOT-26/1-TA).
\n\n\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
________________________________________________________________
\n\nName of the Applicant/Representative (Position of the Head, First Name, Last Name)
\n\n_________________
\n\nSignature, Seal
\n\n\n\n
___________________
\n\nDate
\n\n\n\n
*The Participant shall submit a copy of the Joint Venture (Consortium) Agreement if the participants are applying for this procedure as a Joint Venture (Consortium)
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex N 2
\n\nPrequalification Announcement for the Open Tender
\n\nunder Code ՋԿ- ԲՄԾՁԲ -26/1-ՏԱ (WC-SPOT-26/1-TA)
\n\n\n\n
ANNOUNCEMENT
\n\nOn compliance with qualification criterion “Compliance of professional activities with
\n\nactivities provided for by the contract”
\n\n\n\n
[Name of Participant] hereby declares and certifies that during the year of Proposal submission and the the five (5) preceding years, it has provided the following services:
\n\n[Name of Participant] hereby declares and certifies that during the year of Application and the five (5) preceding years, it has performed the following service delivery assignments.
\n\n\n\n
| \n\t\t\t Properly executed contracts for the year and the 5 years preceding the bid submission for prequalification (information on work activities) \n\t\t\t | \n\t\t||||||||
| \n\t\t\t N \n\t\t\t | \n\t\t\t\n\t\t\t Name of Client and contact details \n\t\t\t | \n\t\t\t\n\t\t\t Brief Description of Works /subject/ \n\t\t\t | \n\t\t\t\n\t\t\t Start and End Dates \n\t\t\t | \n\t\t\t\n\t\t\t Contract Value / Currency \n\t\t\t | \n\t\t\t\n\t\t\t Number of Experts Involved from the Company \n\t\t\t | \n\t\t|||
| \n\t\t\t Year............ \n\t\t\t | \n\t\t||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t ... \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t Year............ \n\t\t\t | \n\t\t||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t ... \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t Year............ \n\t\t\t | \n\t\t||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t ... \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t Year............ \n\t\t\t | \n\t\t||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t ... \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t Year............ \n\t\t\t | \n\t\t||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t ․․․․․ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||
| \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t |
\n\n
\n\n
Name of the Applicant/Representative (Position of the Head, First Name, Last Name)
\n\n_________________
\n\nSignature, Seal
\n\n___________________
\n\nDate
\n\n\n\n
\n\n
Annex 3
\n\n\n\n
Prequalification Announcement for the Open Tender
\n\nunder Code ՋԿ- ԲՄԾՁԲ -26/1-ՏԱ (WC-SPOT-26/1-TA)
\n\n\n\n
Information on Annual Turnover
\n\n[Name of Participant] hereby declares and certifies that its annual turnover for the three (3) years preceding the year of application is as follows, by year:"
\n\n[Name of Participant] further declares and certifies that the Applicant is not currently subject to bankruptcy, liquidation, or reorganization proceedings, and that no enforcement measures have been applied against it by tax or social security authorities.
\n\n| \n\t\t\t N \n\t\t\t | \n\t\t\t\n\t\t\t Year \n\t\t\t | \n\t\t\t\n\t\t\t Currency \n\t\t\t | \n\t\t\t\n\t\t\t Amount of Turnover \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t 2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t 2024 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t 2023 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
________________________________________________________________
\n\nName of the Applicant/Representative (Position of the Head, First Name, Last Name)
\n\n\n\n
_________________
\n\nSignature, Seal
\n\n\n\n
___________________
\n\nDate
\n\n\n\n
Annex 4
\n\nPrequalification Announcement for the Open Tender
\n\nunder Code ՋԿ- ԲՄԾՁԲ -26/1-ՏԱ (WC-SPOT-26/1-TA)
\n\n\n\n
Information on Professional Staff
\n\n[Name of Participant] hereby declares and certifies that it shall include the following specialists in its team:
\n\n\n\n
| \n\t\t\t N \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t\t Name, Surname \n\t\t\t | \n\t\t\t\n\t\t\t Qualification/Sector \n\t\t\t | \n\t\t\t\n\t\t\t Years of Experience \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
________________________________________________________________
\n\nName of the Applicant/Representative (Position of the Head, First Name, Last Name)
\n\n\n\n
_________________
\n\nSignature, Seal
\n\n\n\n
___________________
\n\nDate
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex 5 The brief description of Term of Reference
\n\n\n\n
DESCRIPTION OF PROCURED SERVICES
\n\nThe Water Committee of the Ministry of Territorial Administration and Infrastructure of the Republic of Armenia, located at 13a Vardanants Street, Yerevan, announces a prequalification procedure for the purpose of conducting an open tender for the procurement of technical audit services.
\n\nWithin the framework of the "Lease Contract for Water Systems and Other Property Used and Maintained by Yerevan Djur, Armwatersewerage, Lori-watersewerage, Shirak-watersewerage and Nor Akunq Closed Joint-Stock Companies," signed on November 21, 2016 between the State Committee of Water Economy of the Ministry of Energy Infrastructures and Natural Resources of the Republic of Armenia and Veolia Djur Closed Joint-Stock Company, the Water Committee of the Ministry of Territorial Administration and Infrastructure of the Republic of Armenia organizes an open tender and announces a prequalification procedure for the procurement of independent technical audit services of Veolia Djur Closed Joint-Stock Company for the period 2022-2031.
\n\nTerms of Reference
\n\nBrief Description of the Services to be Procured
\n\n| \n\t\t\t Procurement of Independent Technical Audit Services for the Veolia Djur CJSC’s Lease Contract (covering the 2022-2031 period) for water systems and other property used and maintained by "Yerevan Djur", "Armwatersewerage", "Lori-watersewerage", "Shirak-watersewerage", and "Nor Akunq" CJSC companies. \n\n\t\t\t\n\t\t\t | \n\t\t|
| \n\t\t\t Project Implementing Agency \n\n\t\t\tThe Water Committee of the RA Ministry of Territorial Administration and Infrastructure (MTAI) is the legal successor of the State Committee of Water Economy under the RA Government, established by the RA Government Decree No. 92 dated February 9, 2001. The Water Committee ensures the development and implementation of state policy in the water sector. The powers of the Water Committee are defined by Article 12 of the RA Water Code. \n\n\t\t\tThe Water Committee, among its other functions, is responsible for optimizing the management of water systems and enhancing the efficiency of sectoral reforms. \n\n\t\t\t\n\n\t\t\t 1. Objective of the Assignment \n\n\t\t\tFollowing a tender, under the Lease Contract (LC) signed on November 21, 2016, the right to use water systems and other property used and maintained by "Yerevan Djur", "Armwatersewerage", "Lori-watersewerage", "Shirak-watersewerage", and "Nor Akunq" CJSC companies was transferred for a 15-year lease to "Veolia Djur" CJSC, founded by "Compagnie Générale des Eaux". During the 15 contractual years (2017-2031), Veolia Djur CJSC shall provide water supply and wastewater (wastewater treatment) services in the service area defined by the LC and the terms of License ԼՋ №0001 issued by the RA Public Services Regulatory Commission. \n\n\t\t\tPursuant to the provisions of Clause 6.7.1 of the LC, the Lessor shall engage an Independent Technical Auditor - a reputable and internationally recognized firm - to provide services consisting of the annual audit of the Lessee’s performance and achievements regarding technical, operational, maintenance, and management aspects. A more detailed Scope of Services for the Auditor is provided in Section 2 of this Invitation \n\n\t\t\tThe LC established Key Performance Indicators (KPIs) and Internal Comparative Indicators (ICIs) for assessing the Lessee's performance. These indicators include continuity of water supply, compliance of water quality with applicable standards, reduction of non-revenue water, customer satisfaction, efficient operation and improvement of property, etc. To ensure a comprehensive verification and realistic assessment of the Key Performance Indicators (KPIs), the Auditor shall conduct independent audits and, where necessary, request and analyze additional performance-related data and documentation from the Lessee. \n\n\t\t\tTo achieve the indicators defined in the LC, the Water Committee shall continue to facilitate investments funded by International Financing Institutions and co-financed by the RA Government, as well as the works to be implemented by the Lessee under the Mandatory Capital Works Program (MCWP), as stipulated in the Lease Contract. \n\n\t\t\tThe Company/Consortium winning this tender procedure shall be offered, in accordance with the established procedure, to sign a Contract for the provision of Technical Auditor Services (hereinafter: the "Contract") for 2022-2031 period (until the expiration of the LC term). These services are rendered within the framework of the Lease Contract signed with Veolia Djur for water systems and other property used and maintained by 'Yerevan Djur', 'Armwatersewerage', 'Lori-watersewerage', 'Shirak-watersewerage', and 'Nor Akunq' CJSC companies". \n\n\t\t\tThe Contract shall cover the services necessary to monitor and assess the proper fulfillment of the contractual obligations undertaken by the Lessee during the specified period, and in accordance with the procedures established under the LC. \n\n\t\t\tThe Company/Consortium winning this procedure shall maintain daily engagement with the Lessor and the Lessee throughout the aforementioned period. \n\n\t\t\t\n\n\t\t\t 2․ Services Required \n\n\t\t\tTo conduct the technical performance audit of the Lessee providing water supply and wastewater services, the WatCom shall procure qualified consulting audit services on a competitive basis. \n\n\t\t\tAs a party to the Contract, the Company/Consortium (hereinafter: the Auditor) shall assume obligations and responsibility for conducting the performance audit of the Lessee's services for 2022-2031 under the LC. For each Contractual Year of the LC, the Auditor shall calculate and certify the improvement values of the Key Performance Indicators (KPIs) for the assessment of the Lessee’s performance, measured against the defined baseline indicators \n\n\t\t\tTo assess the Lessee’s performance, the KPIs defined in the Lease Contract (LC) shall be compared against the base year indicators (the base year being the period from January 1 to December 31, 2017) in accordance with the procedures stipulated in the LC. The Lease Contract also defines the calculation of annual penalties to be computed by the Auditor via the LC mechanisms in the event that the Lessee fails to provide the proper service levels. \n\n\t\t\tThe Preceding Auditor calculated and certified the performance improvement values for the 2017–2021 period. However, due to the absence of a Technical Auditor, there are no certified performance assessments for the 2022–2025 period. Consequently, it is technically unfeasible to continue the sequential calculation of KPIs for 2026 and subsequent years. Therefore, the Successor Auditor selected through this tender shall, based on the data provided by the Preceding Auditor and the methodology defined in the Lease Contract, proceed to calculate and certify the KPI values for 2026 and all subsequent years until the expiration of the Lease Contract. \n\n\t\t\tThe main objectives of the Technical Audit services are: \n\n\t\t\tTo conduct a retrospective technical audit, including: \n\n\t\t\t
To conduct ongoing technical audit and performance analysis, including: \n\n\t\t\t
Review and certify the results of the Final Asset Condition Survey prepared by the Lessee during the asset hand-over process upon the expiration of the LC. \n\n\t\t\tThe materials necessary for this tender (Lease Contract and License ԼՋ №0001) will be available for applicants at the following link: https://www.scws.am : https://www.scws.am/am/reports/contracts \n\n\t\t\t\n\t\t\t | \n\t\t|
| \n\t\t\t 3․1․ Applicant Qualification Requirements \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t 3․2․1 International Staff \n\n\t\t\t
\n\n\t\t\t 3․2․2 Local Staff \n\n\t\t\t\n\n\t\t\t
*If necessary, the Consultant shall be ready to supplement its team with additional specialists at its own expense and as required, coordinating the candidacy with the Water Committee. The replacement of specialists during the contractual stage shall also be carried out in coordination with the Client. \n\n\t\t\t\n\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Terms of service provision, including the deadline \n\t\t\t | \n\t\t|
| \n\t\t\t start \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t end \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t From the date of entry into force of the Contract \n\t\t\t | \n\t\t\t\n\t\t\t 2032* \n\n\t\t\t\n\n\t\t\t *For technical audit services for 2022-2025 - until 15.12.2026. \n\n\t\t\t\n\n\t\t\t **(For the technical audit of each contractual year during the period 2026-2031, an additional agreement shall be concluded between the Water Committee and the Auditor.) \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
"},{"id":"OP00423703","notice_type":"Request for Expression of Interest","noticedate":"30-Jan-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-02-23T00:00:00Z","submission_deadline_time":"13:00","project_ctry_name":"Ukraine","project_id":"P504171","project_name":"Lifting Education Access and Resilience in times of Need in Ukraine Program","bid_reference_no":"LEARN-1.1-TLM9","bid_description":"Consulting services for the development of teaching and learning materials (TLM) for the final year of study at the level of basic secondary education (9th grade)","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"01135, Kyiv, Beresteyskyi ave, 10","contact_ctry_name":"Ukraine","contact_email":"kateryna.kovtun@mon.gov.ua","contact_name":"Kateryna Kovtun","contact_organization":"Ministry of Education and Science of Ukraine","contact_phone_no":"+380967309889","contact_web_url":"https://mon.gov.ua/","submission_date":"2026-01-30T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST (CONSULTING SERVICES - FIRMS SELECTION)
\n\nCountry: Ukraine
\n\nName of Project: Lifting Education Access and Resilience in Times of Need in Ukraine Program
\n\nGrant No.: TF0C5794
\n\nAssignment Title: Consulting services for the development of teaching and learning materials (TLM)
\n\nfor the final year of study at the level of basic secondary education (9th grade)
\n\nReference No. (as per Procurement Plan): LEARN-1.1-TLM9
\n\nUkraine has received financing from the World Bank toward the cost of the Lifting Education Access and Resilience in Times of Need in Ukraine Program, and intends to apply part of the proceeds for consulting services.
\n\nThe consulting services (hereinafter – the Services) include the development of educational materials for the final year of basic secondary education (grade 9) in all educational areas to provide teachers of schools participating in the innovative project at the all-Ukrainian level on the topic «Development and implementation of educational and methodological support for general secondary education institutions in the context of the implementation of the State Standard of Basic Secondary Education (SSBSE)» (hereinafter – pilot schools) with sets of exemplary tasks (including competencies) for assessing learning outcomes, pedagogical and pedagogical assessment.
\n\nThese materials will be used by teachers of the pilot schools directly in the educational process to achieve the relevant learning outcomes and their assessment, and/or serve as models for the development of similar tasks by teachers and authors of curricula/manuals/textbooks, ensuring a unified approach to assessing student learning.
\n\nThe Services are expected to start in spring 2026 for a period of 12 months.
\n\nThe required objective of the Services must be achieved by the Consultant within the agreed program and in accordance with the Ukrainian legislation, the World Bank’s policies and rules and requirements of the Terms of Reference (TOR), which is attached.
\n\nMinistry of Education and Science of Ukraine (hereinafter – Client/MOES) now invites eligible consulting firms (hereinafter – Consultants) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\nThe evaluation of the expressions of interest provided by the Consultants will be carried out based on the following criteria:
\n\nLegal status and market experience:
\n\n\n\n
Experience in digital education:
\n\nCooperation with international organizations
\n\nThe company has experience of participating in projects implemented with the support of the World Bank or other international institutions
\n\nFinancial stability
\n\n\n\n
Confirmation of qualification. A Consultant shall provide:
\n\n\n\n
Availability of qualified specialists. The company should possess at least 7 specialists having permanent/long-term contracts:
\n\n\n\n
In case of experience in the role of a member of a past JVCA and/or Subconsultant, the experience and amount will be determined based on the Consultant’s share and responsibility in the past JVCA or the amount of the Subconsultant’s contract.
\n\nKey Experts will not be evaluated at the shortlisting stage.
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s «Procurement Regulations for IPF Borrowers» September 2023 with amendments of February 2025 (hereinafter – Procurement Regulations), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected. In the case of foreign company, the representative office/JV/consortium with local firm should exist by the date of the Contract signing.
\n\nA Consultant will be selected in accordance with the Selection Based on Consultants’ Qualifications (CQS) method described in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours from 9 a.m. to 6 p.m.
\n\nExpressions of interest must be delivered in a written form, in Ukrainian or English, to the address below by e-mail by February 23, 2026, 1:00 pm local time.
\n\nMinistry of Education and Science of Ukraine
\n\nAttn: Yevhen Kudriavets - Project Coordinator
\n\nE-mail: uiherp@mon.gov.ua CC: serhiy.artemenko@uiherp.org, kateryna.kovtun@mon.gov.ua
\n\nExpressions of interest to be clearly marked: «LEARN-1.1-TLM9: Expression of Interest».
\n\n\n\n
\n\n
TERMS OF REFERENCE
\n\nConsulting services for the development of teaching and learning materials (TLM) for the final year of study at the level of basic secondary education (9th grade)
\n\nContract No. LEARN-1.1-TLM9
\n\nWorld Bank Project ID No.: P504171, Grant Number: TF0C5794
\n\nList of abbreviations
\n\nAUSO All Ukrainian School Online
\n\nLEARN The Program "Lifting Education Access and Resilience in Times of Need in Ukraine Program"
\n\nMoES Ministry of Education and Science of Ukraine
\n\nNUS The New Ukrainian School
\n\nPDF Portable Document Format
\n\nSSBSE State Standard for Basic Secondary Education
\n\nSSEQ State Service of Education Quality
\n\nTLM Teaching and Learning Materials
\n\nUCEQA Ukrainian Center for Education Quality Assessment
\n\nUIRO Ukrainian Institute of Education Development
\n\nWord Microsoft Word document format
\n\n\n\n
I. CONTEXT
\n\nUkraine and the World Bank have signed the agreements for the Program "Lifting Education Access and Resilience in Times of Need in Ukraine Program" (hereinafter referred to as the LEARN). The objectives of the LEARN are: to (i) improve teaching and learning conditions; and (ii) to strengthen the management capacity of the education system.
\n\nThe total financing for the Operation is US$451 million using a combination of the World Bank's financial instruments: Program-for-Results (PforR) complemented by Investment Project Financing (IPF).
\n\nThe Program-for-Results (PforR) is funded by a US$235 million credit provided by Bank resources, supported by credit enhancement from the Advancing Needed Credit Enhancement for Ukraine (ADVANCE Ukraine) Trust Fund, which is backed by the Government of Japan. This is formalized under the Financing Agreement between Ukraine and the International Development Association for the Program (CREDIT NUMBER 7626-UA). An additional US$150 million is provided under the Special Program for Ukraine and Moldova Recovery (SPUR) of the International Development Association (IDA) Crisis Facility, as outlined in the Loan Agreement between Ukraine and the International Bank for Reconstruction and Development for the Program (LOAN NUMBER 9721-UA). Financing Agreement (Additional Financing: Lifting Education Access and Resilience in Times of Need in Ukraine Program) between Ukraine and the International Development Association (CREDIT NUMBER 7905-UA) was signed in the amount of US$4.9 million.
\n\nFurthermore, US$30 million in Investment Project Financing (IPF) is secured under the Grant Agreement between Ukraine and the International Bank for Reconstruction and Development and the International Development Association, acting as the administrator of the Ukraine Relief, Recovery, Reconstruction, and Reform Multi-Donor Trust Fund (URTF GRANT NUMBER TF0C5794).
\n\nFurthermore, US$31.1 million in Additional Financing is provided through grant resources, consisting of US$30.0 million from the Ukraine Relief, Recovery, Reconstruction, and Reform Multi-Donor Trust Fund and US$1.1 million from the Global Partnership for Education Fund. This additional financing is formalized under the Grant Agreement between Ukraine and the International Bank for Reconstruction and Development and the International Development Association, jointly acting as a Supervising Entity for the Global Partnership for Education Fund and as administrator of the Ukraine Relief, Recovery, Reconstruction, and Reform Multi-Donor Trust Fund (URTF GRANT NUMBER TF0D0612; GPE GRANT NUMBER TF0D0613), and supports activities related to the continued implementation of the Program.
\n\nHereinafter, the portion of the Operation financed through the PforR is referred to as the Program and the portion financed through the IPF is referred to as the Project.
\n\nThe Project complements the Program by supporting the piloting of the NUS reform in grades 8 to 12, pre-school program First Steps Forward and strengthening the MoES’ capacity for education system management in priority education areas.
\n\nThe Project among other activities provide technical support to pilot the NUS reform in selected schools for grades 8 to 12, through: (i) developing, printing, delivering, and testing teaching and learning materials for the NUS Pilot; (ii) developing and carrying out training programs to teachers, school principals, and their deputies; (iii) providing technical assistance to design a fit-for-purpose instrument for measuring teacher classroom practices and to implement said instrument in a sample of classrooms in grades 8 and 9; and (iv) providing STEM, ICT, and other required equipment aligned with the NUS standards to schools in the NUS Pilot at the basic education level for grades 8 to 12.
\n\nImportantly, the IPF will also strengthen the management capacity of the MoES to manage, monitor, and evaluate the rollout of the NUS reform through: (i) providing technical assistance to the MoES’ units responsible for NUS implementation; (ii) strengthening the Ukrainian Institute of Education Development (“UIRO”) capacity; (iii) creating a Special Online Platform (“SOP”) for State Final Examination (“DPA”); (iv) modernizing the education management information system (“AIKOM”); (v) improving the education infrastructure planning.
\n\nThis assignment focuses on development of teaching and learning materials (TLM) for the final year of study at the level of basic secondary education (9th grade). The Consultant will be contracted through in line with Procurement Regulations for IPF Borrowers, Sep 2025. This Terms of References defines the purpose, Scope and duration of consulting services and qualification requirements for the Consultant.
\n\nII. OBJECTIVES
\n\nThis activity focuses on the development of educational materials for the final year of basic secondary education (grade 9) in all educational areas to provide teachers of schools participating in the innovative project at the all-Ukrainian level on the topic "Development and implementation of educational and methodological support for general secondary education institutions in the context of the implementation of the State Standard of Basic Secondary Education (SSBSE)" (hereinafter – pilot schools) with sets of exemplary tasks (including competencies) for assessing learning outcomes, pedagogical and pedagogical assessment. These materials will be used by teachers of the pilot schools directly in the educational process to achieve the relevant learning outcomes and their assessment, and/or serve as models for the development of similar tasks by teachers and authors of curricula/manuals/textbooks, ensuring a unified approach to assessing student learning.
\n\nMain tasks:
\n\nThe Consultant will coordinate the creation of collections of model tasks (including competency-based tasks) for all 10 educational domains, aimed at assessing the mandatory learning outcomes defined by the SSBSE. These materials will be used directly in the educational process by pilot schools, will serve as exemplars for teachers and authors of educational content, and will contribute to a unified approach to assessment. The developed materials will also be adapted for use with Ukrainian students abroad and in temporarily occupied/de-occupied territories, supporting the recognition of learning outcomes for students with limited or disrupted access to Ukrainian education.
\n\n2. Development of a digital repository of TLMs (Component 2).
\n\nA user-friendly digital environment as a storage for digitalised TLMs developed within Component 1 will be created / integrated into an existing system (the decision will be made based on the initial needs analysis). The repository will support efficient storing, search, filtering, classification, and retrieval of tasks aligned with specific learning outcomes. This platform will ensure open access to the materials for educators, developers, and other stakeholders. The main idea of the repository is to create collections of materials that are "linked" to the learning outcomes, which will allow users to select the necessary materials for various purposes, including assessment. This service should provide online (synchronous/asynchronous) / blended learning for teachers on the use of tools and materials developed under the project and the creation of tasks for assessing the learning achievements of students of basic secondary education.
\n\n3. Publishing and dissemination of the Manuals on TLMs (Component 3).
\n\nThe materials will be finalized through literary editing and graphic design and published in the form of manuals that explain their purpose and structure. Following review and approval accordingly with the national regulations , these publications will be distributed to pilot schools for direct use and to support the development of similar resources by teachers and content developers. The dissemination of the manuals for pilot schools is expected to be done in digital format. Service provider is responsible for arranging the most effective way of editing and delivery of the product. For those purposes, both individuals and companies could be outsourced if needed.
\n\n4. Capacity-building for pilot participants (Component 4).
\n\nThe Consultant will deliver professional development courses for teachers working with 9th grades in pilot schools and other relevant stakeholders (i.e. trainers, teacher-trainers) – all teachers from pilot schools are expected to be covered during the assignment. This training will focus on the use of the developed TLMs, including how to apply the tools and tasks to assess student learning achievements effectively.
\n\n5. Dissemination and stakeholder engagement (Component 5).
\n\nTo promote the wider use and impact of the developed materials, the Consultant will organize a final presentation event. This event will present the project deliverables, raise awareness among broader stakeholders, and outline strategies for the scale-up and continued use of the materials, including potential replication by educational content developers.
\n\nThe assignment will adhere to the policies and regulations set forth by Ukrainian legislation and the World Bank, ensuring that it is practical, adaptable, and responsive to both immediate and long-term needs. These efforts are aimed at positioning Ukraine's education system as a model of sustainability, inclusiveness, and excellence that enables students to thrive in a globalized world.
\n\nIII. SCOPE OF SERVICES
\n\nThe selected consultant will be responsible for delivering the following key components to support the development and implementation of TLMs for 10 educational domains:
\n(i) language and literature; (ii) foreign languages; (iii) civic and historical; (iv) maths; (v) science; (vi) technology; (vii) art; (viii) social and health; (ix) IT; (x) physical education. Each task must be performed with accuracy, professionalism, and in accordance with the outlined goals and requirements.
Component 1. Creation of TLMs for educational sectors by expert groups
\n\nThe service provider will form 10 expert groups (the final list of experts is to be approved by the MoES) and coordinate the development of TLMs for 10 educational domains. TLMs will be used by the pilot schools directly in the educational process. These materials will also serve as a model for creating high-quality tasks (including competency-based tasks) for developers of educational materials and teachers.
\n\nDefinition and components of TLM
\n\nThe TLM (for each specific domain) are a set that contains (i) a collection of model tasks (bank of model tasks) for assessing the learning outcomes defined by the SSBSE, (ii) model task sets and a model project (repository of model tools) for conducting diagnostic and summative assessments by outcome groups, and (iii) accompanying explanations and recommendations that provide clear guidance for users on how to use tasks/tools to assess student achievement.
\n\n\n\n
A bank of model tasks is a set of model tasks that illustrate options/methods for assessing learning outcomes (based on the assessment benchmarks defined in the SSBSE). The minimum number of model tasks in a bank for a particular educational domain is calculated based on the number of assessment benchmarks defined by the SSBSE multiplied by three. Model tasks related to each assessment benchmark should be as diverse as possible to ensure that the bank's tasks are sufficiently illustrative.
\n\nA model task is an assignment that is created in accordance with the specified requirements, accompanied by the necessary description and which illustrates how to assess a certain learning outcome defined by the SSBSE. In order to be illustrative of possible approaches to assessing learning outcomes, as well as searchability by various parameters, in particular in the digital platform of learning materials, a model task should be classified in detail (depending on the specifics of the task) by a number of features, the main ones of which are described in the requirements for a model task.
\n\nRequirements for the model task
\n\nThe library of model tools is a set of holistic assessment tools, namely model sets of tasks and a model project, which illustrate options/ways to assess learning outcomes by groups of outcomes in a particular educational area.
\n\nA model set of tasks is a set of tasks organized in accordance with the specification developed for a particular assessment and created in accordance with the requirements for model tasks.
\n\nThe minimum number of model sets of tasks in the model tools repository is 6, including the mandatory ones:
\n\n(i) diagnostic work (input) – the beginning of the first semester
\n\n(ii) repeated diagnostic work (initial) – October-November of the semester I
\n\n(iii) final semester work (I semester)
\n\n(iv) final semester work (II semester)
\n\n(v) intermediate final work (I or II semester)
\n\n(vi) intermediate final work (I or II semester).
\n\nDepending on the specifics of the educational domain and the groups of outcomes of the respective domain, the number of model sets can be increased (but not reduced) to provide a holistic representation of assessment opportunities for all groups of learning outcomes defined by the SSBSE for a particular domain.
\n\nA model set of tasks specification is a description of a set of tasks that gives a complete picture of the specifics of the assessment and the determination of results based on it. The specification should contain information about the following:
\n\nA model project is a long-term project (at least one week) developed and described in detail within the educational domain, the results of which can be used for final assessment (thematic, semester, or annual).
\n\nThe minimum number of model projects is 1.
\n\nThe model project plan is a comprehensive description of the project that provides a detailed overview of its organization, implementation, evaluation, and outcome. The plan should contain information on the following:
\n\nComponent 2: Development of a digital repository for TLMs
\n\nDefinition and components
\n\nThis component focuses on creating a user-friendly digital environment (online repository) that will ensure efficient access to structured learning materials aligned with the mandatory learning outcomes of the SSBSE. The repository will support filtering, searching, saving, and integration with existing digital education platforms, enhancing their functionality.
\n\nSelected Service provider reviews relevant existing digital solutions and propose implementation/improvement plan based on the analysis.
\n\nThe digital repository shall include the following core elements but not limited to:
\n\ndescribe materials using title, brief summary, tags, and metadata (as defined in Component 1);
\n\nedit and update materials as needed.
\n\nfilter options by type of material, grade, assessment type, assessment benchmarks, difficulty level, and other relevant specifications.
\n\nRequirements
\n\nThe Consultant is expected to meet the following technical, functional, and user requirements in developing the repository:
\nObjectives:
Technical requirements:
\n\nUser roles and permissions:
\n\nExpected results:
\n\nComponent 3: Publishing and dissemination of the Manuals on TLMs
\n\nDefinition and components
\n\nThis component focuses on the development Manuals on the created TLMs for each educational domain that will be distributed to pilot schools. The following indicative structure of the manuals may have peculiarities related to the specifics of learning assessment in certain educational domains.
\n\nEach Manual should serve as an instructional and explanatory source for the TLMs presented in the digital repository of materials (database) and contain the following components in its structure:
\n\n\n\n
Literary editing. Perform comprehensive editing of educational materials for the final year of basic education to ensure clarity, consistency, and accuracy in Ukrainian.
\n\nGraphic design and layout of educational materials. Formatting of TLMs following visual guidelines provided by the MoES; materials are visually appealing, accessible and suitable for both print and digital distribution; final version of documents in electronic (PDF) and print-ready formats, along with editable source files for future updates.
\n\nRequirements
\n\nThe Consultant shall ensure that the following requirements are met during the implementation of this component:
\n\nComponent 4: Capacity building for Pilot participants
\n\nDefinition and components
\n\nThis component focuses on building the capacity of teachers involved in the piloting of the SSBSE at the level of the 9th grade by equipping them with the necessary knowledge and skills to effectively use the developed teaching and learning materials (TLMs), including tools and tasks for assessing student learning achievements. All teachers of pilot schools are expected to be covered by capacity building activities. Apart from the Pilot schools’ teachers other stakeholders (i.e. trainers, teacher-trainers etc) could be involved.
\n\nThe training course will be designed and delivered to support the application of competency-based assessment principles and the integration of TLMs into the teaching and learning process. Based on the synchronous phase (set of webinars) corresponding asynchronous courses will be developed and launched.
\n\nThe training course should include the following components:
\n\nA modular format tailored to the progression of TLM development and use, aligned with the academic year.
\n\nRequirements
\n\nThe Consultant shall meet the following requirements for effective implementation of this component:
\n\nComponent 5: Organization of the final event – presentation of project results
\n\nDefinition and components
\n\nThis component focuses on organizing and conducting a final in-person event to formally present the project deliverables, including the developed training and learning materials (TLMs) and the digital repository. The event aims to summarize the outcomes of the pilot implementation of the SSBSE, engage key stakeholders, and outline the next steps for further application and scaling of project outputs.
\n\nThe event will serve the following purposes:
\n\nEvent format:
\n\nEvent components:
\n\nRequirements
\n\nThe Consultant shall be responsible for full logistical and organizational support to ensure a high-quality event experience. This includes:
\n\nSelection of a suitable location in Kyiv that can host up to 500 people, meets technical and branding requirements, and includes appropriate security measures.
\n\nTerms and requirements for implementation
\n\nThe assignment must be completed within the agreed timeframe, and all deliverables must comply with the policies and rules set forth by Ukrainian law and the World Bank.
\n\nThe consultant is expected to ensure smooth coordination with the Ministry of Education and Science of Ukraine throughout the process, maintaining clear communication and regular updates.
\n\nIt is expected that a clear implementation sequence will be followed to ensure logical coordination between the components.
\n\nIn particular:
\n\nThe Consultant is expected to propose a detailed implementation schedule in its Inception Report, including key milestones and estimated completion dates for each component. Based on the needs analysis, the Consultant will also propose an approach to the development of the digital repository and its integration with existing digital solutions. This schedule should reflect logical dependencies between tasks and ensure that the results are ready for public presentation.
\n\nDraft schedule and main stages of implementation
\n\n\n\n
| \n\t\t\t Stage \n\t\t\t | \n\t\t\t\n\t\t\t The result of the stage \n\t\t\t | \n\t\t\t\n\t\t\t Estimated \n\n\t\t\ttime frame, weeks since a date of contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Stage 1. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 1 \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t
| \n\t\t\t Formation of groups of experts in educational domain - С1 \n\t\t\t | \n\t\t\t\n\t\t\t All 10 groups of experts in specific domains have been selected and approved by the MoES \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t Needs analysis / determination of the approach to the creation / integration of a digital repository of educational materials - С2 \n\t\t\t | \n\t\t\t\n\t\t\t Decision made to create a repository / integrate it with existing digital resources \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t
| \n\t\t\t Harmonization of the format of TLMs and the procedure for their examination - С1 \n\t\t\t | \n\t\t\t\n\t\t\t The format of learning assessment tasks has been agreed upon, taking into account domain specifics and the procedure for their examination \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 2. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 2 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t
| \n\t\t\t Development and examination of the input set of tasks in all educational fields - С1 \n\t\t\t | \n\t\t\t\n\t\t\t Input set of tasks for all 10 domains developed and approved \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 3. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 3 \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t
| \n\t\t\t Stakeholder education - С4 \n\t\t\t | \n\t\t\t\n\t\t\t Teachers of pilot schools were trained on using assessment materials (a series of webinars) \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 4. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 4 \n\t\t\t | \n\t\t\t\n\t\t\t 23 \n\t\t\t | \n\t\t
| \n\t\t\t Introducing second (repited) set of tasks - С4 \n\t\t\t | \n\t\t\t\n\t\t\t A repeated (exit) set of the tasks delivered \n\t\t\t | \n\t\t\t\n\t\t\t 16 \n\t\t\t | \n\t\t
| \n\t\t\t Creating a digital repository of educational materials - С2 \n\t\t\t | \n\t\t\t\n\t\t\t A test version of the TLMs repository was created and the relevant materials were posted \n\t\t\t | \n\t\t\t\n\t\t\t 19 \n\t\t\t | \n\t\t
| \n\t\t\t Creating final tasks for the first semester - С1/C4 \n\t\t\t | \n\t\t\t\n\t\t\t Final tasks for the first semester f developed, approved, produced and delivered to pilot schools \n\t\t\t | \n\t\t\t\n\t\t\t 23 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 5. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 5 \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t
| \n\t\t\t Developing intermediate and final sets of tasks for the second semester - С1 \n\t\t\t | \n\t\t\t\n\t\t\t Full package of tasks for the second semester is developed and introduced \n\t\t\t | \n\t\t\t\n\t\t\t 42 \n\t\t\t | \n\t\t
| \n\t\t\t Posting tasks in the repository - C3 \n\t\t\t | \n\t\t\t\n\t\t\t The developed materials are posted in the repository \n\t\t\t | \n\t\t\t\n\t\t\t 42 \n\t\t\t | \n\t\t
| \n\t\t\t Publishing the Manual on TLM of assessment of learning achievements - C3 \n\t\t\t | \n\t\t\t\n\t\t\t Manuals onTLM applying are released \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 6. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 6 \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t
| \n\t\t\t Developing and introducing a synchronous capacity building measures, and an online course on TLM applying - C4 \n\t\t\t | \n\t\t\t\n\t\t\t Certain set of webinars are introduced, and an online course on 9th Grade TLM applying for teachers and other stakeholders are developed and launched \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 7. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 7 \n\t\t\t | \n\t\t\t\n\t\t\t 47 \n\t\t\t | \n\t\t
| \n\t\t\t Final presentation event - C5 \n\t\t\t | \n\t\t\t\n\t\t\t Prepared and held an in-person event with representatives of pilot schools, and other stakeholders \n\t\t\t | \n\t\t\t\n\t\t\t 47 \n\t\t\t | \n\t\t
| \n\t\t\t Stage 8. \n\t\t\t | \n\t\t\t\n\t\t\t Report on the completion of Stage 8 \n\t\t\t | \n\t\t\t\n\t\t\t 52 \n\t\t\t | \n\t\t
| \n\t\t\t Summarizing and reporting \n\t\t\t | \n\t\t\t\n\t\t\t Prepared the final report, the repository, and the collections of learning materials \n\t\t\t | \n\t\t\t\n\t\t\t 52 \n\t\t\t | \n\t\t
\n\n
IV. DELIVERABLES
\n\nThe Consultant shall deliver the following deliverables, ensuring that they all meet the detailed requirements outlined in this ToR:
\n\nD1 (Component 1): TLMs for educational domains
\n\nSet of competence-oriented tasks for 10 educational domains
\n\nEach set shall fully comply with the detailed requirements specified in this ToR.
\n\nD2 (Component 2): Digital repository of TLMs
\n\nOnline repository of materials developed/integrated with existing digital solutions
\n\nA brief user manual.
\n\nD3 (Component 3): Manuals on TLMs applying
\n\nManuals on applying TLMs for each domain
\n\nEach Manual is an instructional and explanatory source for the TLMs presented in the TLMs repository.
\n\nD4 (Component 4): Training course on the use/development of TLMs
\n\nApproximately 5 general and 5 educational domains-specific webinars – totally about 60 webinars during the school year.
\n\nAn online training course on the use/development of tasks for assessing students' learning achievements is available.
\n\nAll Pilot schools' teachers are covered by the training.
\n\nD5 (Component 5): Final Event
\n\nThe final event to present the products developed under this ToR.
\n\nRepresentatives of the pilot schools and other stakeholders were involved in the event.
\n\nMonthly progress updates
\n\nPayment Schedule and Reporting Requirements
\n\nThis structure of deliverables ensures that all results are comprehensive, visually appealing, and effectively disseminated to the target audience, which will contribute to the success of the project.
\n\nUnder the Lump-Sum Contract (World Bank Standard Form), payments shall be made to the Consultant upon submission and Client’s acceptance of the deliverables specified below, and upon submission of an acceptable invoice and a signed Certificate of Acceptance.
\n\n1. First Payment – 20% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 1 Report, which includes: (i) Formation of groups of experts in educational domain - С1;(іі) Needs analysis / determination of the approach to the creation / integration of a digital repository of educational materials - С2; (ііі) Harmonization of the format of TLMs and the procedure for their examination - С1.
\n\n2. Second Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 2 Report, which includes: (i) Development and examination of the input set of tasks in all educational fields - С1.
\n\n3. Third Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 3 Report, which includes: (i) Stakeholder education - С4.
\n\n4. Fourth Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 4 Report, which includes:(i) Introducing second (repited) set of tasks - С4;(ii) Creating a digital repository of educational materials - С2; (iii) Creating final tasks for the first semester - С1/C4.
\n\n5. Fifth Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 5 Report, which includes: (i) Developing intermediate and final sets of tasks for the second semester - С1; (ii) Posting tasks in the repository - C3; (iii) Publishing the Manual on TLM of assessment of learning achievements - C3.
\n\n6. Sixth Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 6 Report, which includes: (i) Developing and introducing a synchronous capacity building measures, and an online course on TLM applying - C4.
\n\n7. Seventh Payment – 20% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 7 Report, which includes: (i) Final presentation event - C5.
\n\n8. Eighth Payment – 10% of the Contract Amount
\n\nPayable upon the Consultant’s submission and the Client’s acceptance of the Stage 8 Report, which includes: (i) Summarizing and reporting.
\n\nV. REQUIREMENTS
\n\nConsultant
\n\nThe following minimum requirements (failed/passed) shall be applied to determine the Consultant's qualifications:
\n\n\n\n
\n\n
\n\n
Personnel
\n\nThe consultant shall provide sufficiently qualified specialists and time allocation to perform the activities required by the scope of work and achieve the project objectives within the specified time, cost and quality parameters.
\n\nThe Consultant's team should have key experts with the relevant knowledge and experience to develop and implement digital assessment products and tools. In addition, appropriate administrative staff, such as secretaries and translators, should support the team throughout the assignment.
\n\nThe Consultant is expected to propose the number and type of staff required to perform the services effectively and efficiently. Costs for all proposed staff shall be included in the financial proposal. The Consultant shall also ensure that all proposed staff will be available during the time specified in the Assignment.
\n\nIt is estimated that the development of content in all educational domains will require the involvement of 10 leading experts in educational fields and 20-30 experts in learning outcomes assessment. The final number of experts involved will depend on the agreed scope of materials to be developed under this ToR.
\n\nExperts are expected to carry out all the tasks, such as development of TLM, development of Manual, capacity building measures, and then planning/ moderating the final dissemination event.
\n\n\n\n
Qualifications of key experts
\n\nLeading expert in the field of education – focuses on identifying sector-specific features and reviewing tasks for assessing learning achievements at the final stage of basic education in accordance with the learning outcomes and assessment criteria established by the SSBSE. He/she interacts with stakeholders and advises on the implementation of assessment tools within the relevant field.
\n\n\n\n
Qualifications and experience:
\n\n\n\n
Learning Outcomes Assessment Expert – focuses on the development of learning outcomes assessment tasks in the relevant domain. Develops model assignments/tools/projects, teaching aids, and assessment methods, ensuring that they are aligned with competency-based standards. Collaborates with practitioners to refine and pilot these solutions.
\n\n\n\n
Qualifications and experience:
\n\nThe consent of the MoES to engage the proposed experts must be obtained prior to engagement based on the curriculum vitae provided by the Consultant. Key experts should confirm their qualifications by providing detailed CVs highlighting their experience, skills and relevance to the project profile. The Consultant shall identify all technical and support staff that will be required for the timely completion of the Assignment. In this regard, the Consultant is expected to indicate the number and availability of all technical and support staff to demonstrate that the objectives can be achieved. Therefore, the names of technical and support staff are requested, although resumes are not required.
\n\nThe Consultant shall select and hire other experts (if necessary) in accordance with the profiles defined in its Methodology and these Terms of Reference.
\n\nThe Consultant may outsource the organization of events (e.g., seminars, workshops, stakeholder meetings) to a specialized service provider. The selection, engagement and management of any such external service provider will be at the discretion of the Consultant, subject to the prior approval of the Ministry of Education and Science of Ukraine. All arrangements shall be in accordance with the defined project scope, budget and quality requirements.
\n\nImplementation mechanism
\n\nConsultant
\n\nThe Consultant shall be responsible for the support in all aspects and expenses of its team during the performance of the Services. The Consultant shall be responsible for hiring and remuneration of the staff. The Consultant shall also cover its own costs for additional technical, administrative and other support staff.
\n\nThe Consultant shall provide all logistics, rent, supplies, computers, laptops and equipment necessary for the smooth delivery of the services and shall provide for the same in its financial proposal. These funds shall be provided only as rent, including maintenance, and shall not be provided as funds for the purchase of any logistics items in the Financial Proposal.
\n\nThe Consultant will report on all aspects of the contract to the Client's authorized representative.
\n\nDuring the project implementation, the Consultant shall take into account the restrictions related to COVID-19 and the military crisis, as well as the unstable security situation in Ukraine. Depending on the nature of the restrictions at the start date of the Contract, the Consultant may have to start with remote office work before being able to conduct field work and/or may prefer to engage local consultants in the early stages of the Contract. The Consultant is encouraged to explore all opportunities to engage local staff and benefit from their knowledge and experience.
\n\nClient
\n\nThe Client shall be responsible for the implementation of the Project as a whole, and the Consultant's Assignment shall be managed and monitored by the Client's Executive Team.
\n\nThe designated representative of the Client responsible for communication and the routine approval of reports, certificates, and other documentation related to this Assignment shall be the Head of NUS Implementation Office.
\n\nAll communication between the Client and the Consultant shall be in writing in English and/or Ukrainian. With regard to payments to the Consultant, amendments to the contract with the Consultant, submission of the Consultant's requests for the Client's prior approval and other similar cases and actions for which the Client considers such a method of correspondence mandatory, the correspondence shall be conducted by means of printed documents in a sufficient number of copies provided to the Client. In all other cases, correspondence by e-mail is acceptable, provided that the list of recipients is agreed upon by both parties in advance.
\n\nThe Client shall provide all available data, documents, reports and studies related to the Assignment and necessary for the successful performance of the Services. The Consultant shall be solely responsible for verification, interpretation and use of such materials and data. The Consultant shall not disclose the received data/documents to any third party not involved in the Assignment.
\n\nMost of the available information is in Ukrainian. The consultant will organize translation, if necessary, at its own expense.
\n\nAll products, results, reports, materials, etc. developed under the project are the property of the Ministry of Education and Science.
\n\nEquipment
\n\nNo equipment shall be purchased on behalf of the Client under this service agreement and shall not be transferred to the Client after the termination of this agreement. Any equipment related to this contract that is to be purchased by the Client shall be procured through a separate procurement tender procedure.
\n\n\n\n
\n\n
"},{"id":"OP00423480","notice_type":"Request for Expression of Interest","noticedate":"29-Jan-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-02-16T00:00:00Z","submission_deadline_time":"15:00","project_ctry_name":"Eastern and Southern Africa","project_id":"P176371","project_name":"Eastern Africa Regional Statistics Program-for-Results","bid_reference_no":"TN-STATAFRIC - AUC-498147-CS-INDV","bid_description":"Contract Management Consultant","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"P.O Box 3243, Roosevelt Street\nAddis Ababa, Ethiopia","contact_ctry_name":"Ethiopia","contact_email":"tender@africanunion.org","contact_name":"Hatem Elabidy","contact_organization":"African Union Commission","contact_phone_no":"+2510904487437","contact_web_url":"https://au.int/en/bids/20260201/individual-consultant-ic-contracts-management-consultant-0","submission_date":"2026-01-29T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES – INDIVIDUAL CONSULTANT)
\n\n\n\n
Name of Project: Eastern Africa Regional Statistics Program-for-Results (EARSPforR)
\n\nGrant No: P176371
\n\nAssignment Title: Individual Consultant (IC) - Contracts Management Consultant.
\n\nReference No. TN-STATAFRIC - AUC-498147-CS-INDV
\n\n\n\n
The African Union Institute for Statistics, known as STATAFRIC, was established in January 2013 by the African Union Summit of Heads of State and Government held in Addis Ababa, Ethiopia. It is headquartered in Tunis, Tunisia. STATAFRIC’s strategic vision is to serve as the Centre of Reference for the production of high-quality statistics on Africa. Its mission is to deliver comparable, reliable, and timely statistics, and to consistently support the African integration agenda through evidence-based decision-making, thereby contributing to the realization of the African Union’s vision.
\n\n\n\n
The African Union, through the STATAFRIC Project, is seeking to recruit a qualified and experienced Contracts Management Consultant to strengthen the procurement and contract oversight function for its multi-donor-funded initiatives. This role is critical to ensuring contractual compliance, value for money, and efficiency in delivering the project outcomes.
\n\n\n\n
The objective is to provide comprehensive contract management support to STATAFRIC Projects, ensuring effective procurement oversight, vendor performance monitoring, compliance with AU and donor policies, and risk mitigation across all contractual engagements.
\n\n\n\n
The Contracts Management Consultant shall work under the STATAFRIC Project Implementation Unit with functional oversight by the Operational Support Services Division (OSSD) Directorate. S/he will support in expediting contractual activities from drafting, planning, implementation, monitoring, administration, evaluation, closure, and audit readiness for the three STATAFRIC projects.
\n\n\n\n
The assignment shall be for a period of 12 months, renewable subject to the satisfactory performance, availability of funds, and the project timelines.
\n\n\n\n
The Contracts Management Consultant will be based in Addis Ababa at the African Union headquarters.
\n\n\n\n
The Candidate shall be evaluated based on the following:
\n\n\n\n
| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Evaluation Criteria \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Weight (%) \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Educational and Professional Qualifications. \n\t\t\t | \n\t\t\t\n\t\t\t Relevant Advanced degree (A Master’s degree in a relevant field such as Supply Chain Management, Procurement, Business Administration, Law, or a related discipline), and professional certifications with full membership (e.g., CIPS). \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Relevant Experience in Contracts and Procurement Management. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum five (5) years of demonstrated experience managing contracts and procurement for international, donor-funded, and multilateral organizations (e.g., African Union, World Bank). \n\t\t\t | \n\t\t\t\n\t\t\t 30% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Familiarity with International Procurement Frameworks. \n\t\t\t | \n\t\t\t\n\t\t\t Experience with international/ public procurement guidelines. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Expertise in systems and reporting tools. \n\t\t\t | \n\t\t\t\n\t\t\t ERP systems (SAP, Navision), and tools like STEP or equivalent donor platforms, data analytics tools, contract drafting, MS Excel. \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Skills and Competencies. \n\t\t\t | \n\t\t\t\n\t\t\t Strong analytical and reporting, negotiation, and communication skills; vendor relationship management, capacity to operate in multicultural environments, and Knowledge of one of the AU’s official languages. \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t Total Score. \n\t\t\t | \n\t\t\t\n\t\t\t 100% \n\t\t\t | \n\t\t
\n\n
The detailed Terms of Reference (TOR) for the assignment are attached to this request for expressions of interest.
\n\n\n\n
The African Union Commission now invites eligible individuals (“Consultants”) to indicate their interest in providing the Services. Interested Individual Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\n\n\n
The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016, revised November 2020 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\n\n\n
A Consultant will be selected in accordance with the Individual Consultant selection method set out in the Procurement Regulations.
\n\n\n\n
Further information can be obtained at the address below during office hours i.e. 0900 to 1700 hours.
\n\n\n\n
Expressions of interest must be delivered in a written form to the address below (in person, or by mail) by 16 February 2026 before 15:00 Hours Local Time
\n\n\n\n
\n\n
African Union Commission,
\n\nAttn: Head, Supply Chain Management Division - Operations Support Services Division Directorate
\n\nBuilding C, 3rd Floor,
\n\nP.O Box 3243, Roosevelt Street
\n\nAddis Ababa, Ethiopia
\n\nTel: +251 (0) 11 551 7700 – Ext 4305
\n\nFax: +251 (0) 11 551 0442; +251 11-551-0430
\n\nE-mails: tender@africanunion.org
\n\n\n\n
\n\n
\n\n
\n\n
Terms of Reference (ToR)
\n\n\n\n
Individual Consultant (IC) - Contracts Management Consultant
\n\n\n\n
The African Union Institute for Statistics, known as STATAFRIC, was established in January 2013 by the African Union Summit of Heads of State and Government held in Addis Ababa, Ethiopia. It is headquartered in Tunis, Tunisia. STATAFRIC’s strategic vision is to serve as the Centre of Reference for the production of high-quality statistics on Africa. Its mission is to deliver comparable, reliable, and timely statistics, and to consistently support the African integration agenda through evidence-based decision-making, thereby contributing to the realization of the African Union’s vision.
\n\n\n\n
The African Union, through the STATAFRIC Project, is seeking to recruit a qualified and experienced Contract Management Consultant to strengthen the procurement and contract oversight function for its multi-donor-funded initiatives. This role is critical to ensuring contractual compliance, value for money, and efficiency in delivering the project outcomes.
\n\n\n\n
The objective is to provide comprehensive contracst management support to STATAFRIC Projects, ensuring effective procurement oversight, vendor performance monitoring, compliance with AU and donor policies, and risk mitigation across all contractual engagements.
\n\n\n\n
The Consultant shall work under the STATAFRIC Project Implementation Unit with functional oversight by the Operational Support Services Division (OSSD) Directorate. S/he will support in expediting contractual activities from drafting, planning, implementation, monitoring, administration, evaluation, closure, and audit readiness for the three STATAFRIC projects.
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
The Contracts Management Consultant will report functionally to the OSSD Directorate at the African Union Headquarters and administratively to the Project Manager and the Executive Director of the STATAFRIC.
\n\n\n\n
The Contracts Management Consultant will have, not limited to, the following qualifications and experience:
\n\n\n\n
\n\n
\n\n
Verifiable references and membership of professional organization(s).
\n\n\n\n
The performance of the Contracts Management Consultant will be evaluated quarterly. The criteria used to measure his/her performance will be:
\n\n\n\n
The assignment shall be for a period of 12 months, renewable subject to satisfactory performance, availability of funds, and project timelines.
\n\n\n\n
The Contracts Management Consultant will be based in Addis Ababa at the African Union headquarters.
\n\n\n\n
The contract is time-based, and remuneration is payable on a monthly basis. It is negotiable but based on qualifications and experience and the applicable AU rates for the level of consultancy for the World Bank funded projects. Fees payable does not include costs associated with project related travels, coordination/organization of project-related activities and events, stakeholder dialogues, consultations and workshops. These costs will be met by the AU.
\n\n\n\n
The following shall be made available by the AU for the consultant:
\n\n\n\n
The AU shall make the following available:
\n\n\n\n
The following technical evaluation criteria will be used to select the most appropriate Individual Consultant (IC):
\n\n\n\n
| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Evaluation Criteria \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Weight (%) \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Educational and Professional Qualifications. \n\t\t\t | \n\t\t\t\n\t\t\t Relevant Advanced degree (A Master’s degree in a relevant field such as Supply Chain Management, Procurement, Business Administration, Law, or a related discipline), and professional certifications with full membership (e.g., CIPS). \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Relevant Experience in Contracts and Procurement Management. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum five (5) years of demonstrated experience managing contracts and procurement for international, donor-funded, and multilateral organizations (e.g., African Union, World Bank). \n\t\t\t | \n\t\t\t\n\t\t\t 30% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Familiarity with International Procurement Frameworks. \n\t\t\t | \n\t\t\t\n\t\t\t Experience with international/ public procurement guidelines. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Expertise in systems and reporting tools. \n\t\t\t | \n\t\t\t\n\t\t\t ERP systems (SAP, Navision), and tools like STEP or equivalent donor platforms, data analytics tools, contract drafting, MS Excel. \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Skills and Competencies. \n\t\t\t | \n\t\t\t\n\t\t\t Strong analytical and reporting, negotiation, and communication skills; vendor relationship management, capacity to operate in multicultural environments, and Knowledge of one of the AU’s official languages. \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t Total Score. \n\t\t\t | \n\t\t\t\n\t\t\t 100% \n\t\t\t | \n\t\t
\n\n
It is expected that the assignment will start at the beginning of March 2026.
"},{"id":"OP00419557","notice_type":"Request for Expression of Interest","noticedate":"07-Jan-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-01-21T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Tanzania","project_id":"P500588","project_name":"Zanzibar Judicial Modernization Project (Zi-JUMP)","bid_reference_no":"TZ-JOZ-530333-CS-INDV","bid_description":"Consultancy Services for procurement of Individual consultant clerk of works (COW) for construction supervision service for supervision of new construction of the four (4) District Magistrate Courts under the Judiciary Modernization Project (Zi JUMP).","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"High Court, Vuga\nZANZIBAR\nTel: +255 772 071 720\nEmail: info@judiciaryzanzibar.go.tz","contact_ctry_name":"Tanzania","contact_email":"Ibrahim.ibrahim@judiciaryzanzibar.go.tz","contact_name":"Ibrahim Mzee Ibrahim","contact_organization":"The Judiciary of Zanzibar","contact_phone_no":"0743200608","contact_web_url":"https://judiciaryzanzibar.go.tz/web/","submission_date":"2026-01-07T00:00:00Z","notice_text":"\n\n
THE JUDICIARY OF ZANZIBAR
\n\nREQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES – INDIVIDUAL SELECTION)
\n\nContract Name: Consultancy Services for procurement of Individual consultant clerk of works (COW) for construction supervision service for supervision of new construction of the four (4) District Magistrate Courts at (Makunduchi, Kijichi, Kinduni and Nungwi) under the Judiciary Modernization Project
\n(Zi JUMP).
Contract Reference No: TZ-JOZ-530333-CS-INDV
\n\nIssue Date: 7th January, 2026
\n\nThe Government of United Republic of Tanzania represented by Revolutionary Government of Zanzibar under the Judiciary of Zanzibar has received a credit from the International Development Association (IDA) in the amount of US$ 30 million towards the cost of Zanzibar Judicial Modernization Project (Zi – JUMP), and intends to apply part of the credit proceeds for payment under the contract for procurement of individual consultant for clerk of works (COW) for construction supervision service for supervision of new construction of the four (4) District Magistrate Courts at (Makunduchi, Kijichi, Kinduni and Nungwi).
\n\nSome specific tasks to be performed for contract period of 12 months, will include but not be limited to the following:
\n\n\n\n
\n\n
\n\n
The Judiciary of Zanzibar now invites eligible individuals (“Consultants”) to indicate their interest in providing the Services. Interested Consultants must provide information indicating that they are qualified to perform the services (CV’s, description of similar assignments and experience in similar conditions).
\n\n\n\n
Selection will be based on qualifications and experience stipulated below:
\n\n\n\n
The attention of interested individual Consultants is drawn to Section VII, paragraphs, 7.36, 7.37, 7.38 and 7.39 of the World Bank’s “Procurement Regulations for IPF Borrowers” dated Sixth Edition February 2025, setting forth the World Bank’s policy on conflict of interest. Please refer to paragraph 3.14 of the Procurement Regulations on conflict of interest related to this assignment which is available on the Bank’s website at http://projectsbeta.worldbank.org/en/projects-operations/products-and-services/brief/
\n\nAn Individual Consultant will be selected in accordance with the Individual Consultant Selection (ICS) method set out in the Procurement Regulations.
\n\nFurther information and the detailed Terms of Reference (ToR) for the assignment can be obtained electronically at the following email addresses, from Mondays to Fridays, from 07:30 am to 03:30 pm East Africa time:
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\nEmail: procurement@judiciaryzanzibar.go.tz
\n\nExpression of Interest; clearly marked “Consultancy Services for procurement of
\n\nIndividual consultant clerk of works (COW) for construction supervision
\n\nservice for supervision of new construction of the four (4) District Magistrate
\n\nCourts at (Makunduchi, Kijichi, Kinduni and Nungwi) under the Judiciary
\n\nModernization Project (Zi JUMP)” must be delivered in a written form to the
\n\naddress below (in hard and electronic/email copy) on or before 10:00 a.m. Local
\n\nTime, on Wednesday, 21st January, 2026. Bids will be publicly opened in the
\n\npresence of the bidder’s designated representatives and any who choose to attend
\n\nat the address below at 10:30 am of Wednesday, 21st January,2026 at Second Floor
\n\nRoom No.208. Only One (1) shortlisted candidate will be contacted.
\n\nAttn: Secretay of Tender Board
\n\nJudiciary of Zanzibar
\n\nP.O.BOX: 160
\n\nTEL: 024-2230182
\n\nFAX: 024-2232720
\n\n214 Tunguu Road
\n\nFirst Floor Room No. 109
\n\n70491 South Unguja
\n\nZanzibar, Tanzania
\n\nEmail address: cca@judiciaryzanzibar.go.tz
\n\nprocurement@judiciaryzanzibar.go.tz
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\n\n\n
THE JUDICIARY OF ZANZIBAR
\n\nTERMS OF REFERENCE FOR CONSTRUCTION SUPERVISION SERVICE
\n\nINDIVIDUAL CONSULTANT- CLERK OF WORKS (CoW) FOR
\n\nSUPERVISION OF NEW CONSTRUCTION OF THE FOUR (4) DISTRICT
\n\nCOURTS UNDER THE JUDICIARY MODERNIZATION PROJECT (Zi JUMP).
\n\n\n\n
JANUARY 2026
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
– daily site diary records;
\n– a non-compliance registers and status of corrective actions;
\n– materials approvals and inspections;
\n– testing and commissioning status of building systems;
\n– compliance with EDGE measures, including installation status, photographic records and any deviations from approved EDGE documentation;
\n– health and safety and environmental and social risk management observations;
\n– risks to programme, cost or quality.
\n\n
\n\n
\n\n
\n\n
\n\n
In addition to the monthly remuneration, the Clerk of Works (CoWs) shall be entitled to reimbursable costs, which shall include transport, fuel, laptop and related accessories, stationery, printing, etc., and any other expenses reasonably and necessarily incurred in the performance of the assignment. All reimbursable costs shall be subject to prior approval by the Client and shall comply with the applicable reimbursement policy.
\n\n\n\n
Adjustments to remuneration and reimbursable limits shall follow the agreed contract conditions.
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
"},{"id":"OP00381930","notice_type":"Request for Expression of Interest","noticedate":"09-Oct-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-10-30T00:00:00Z","submission_deadline_time":"05:00","project_ctry_name":"Pacific 1","project_id":"P506422","project_name":"FSM and RMI: Implementation Capacity for Transformative Results (IMPACT)","bid_reference_no":"FM-DOFA-514315-CS-INDV","bid_description":"Social Specialist","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"FSM National Government PO Box PS 158 Palikir Pohnpei 96941","contact_ctry_name":"Micronesia, Federated States of","contact_email":"senny.phillip@gov.fm","contact_name":"Senny Phillip","contact_organization":"Department of Finance and Administration","contact_phone_no":"3202645","contact_web_url":"fsmsofa@mail.fm","submission_date":"2025-10-09T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(INDIVIDUAL CONSULTING SERVICES)
\n\nCountry: FEDERATED STATES OF MICRONESIA
\n\nNAME OF PROJECT: FSM and RMI: Implementation Capacity for Transformative Results (IMPACT) (P506422)
\n\nGRANT NO.: IDA-E4570
\n\nASSIGNMENT TITLE: International Social Specialist
\n\nREFERENCE NO.: FM-DOFA-514315-CS-INDV
\n\nThe Government of The Federated States of Micronesia (FSM) has received financing from the World Bank towards the cost of the Implementation Capacity for Transformative Results (IMPACT), and intends to apply parts of the proceeds for consulting services.
\n\nThe Department of Finance and Administration (DOFA) is seeking to recruit a full-time Social Specialist to support risk management activities for World Bank-financed project in the FSM. The position will provide technical advice and implementation support to ensure compliance with World Bank Environmental and Social Framework (ESF) and FSM national requirements.
\n\nThe detailed Terms of Reference (TOR) for this assignment can be found at the following website: https://dofa.gov.fm, on this REOI, and can be obtained at the address given below.
\n\nThe Department of Finance and Administration now invite eligible individuals (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services (attach a curriculum vitae/Resume and cover letter with description of experience in similar assignments, similar conditions. etc.).
\n\nThe criteria for selecting the Consultant are:
\n\nMinimum Mandatory Requirements:
\n\nDesirable Requirements:
\n\nThe attention of interested Consultants (including firms) is drawn to paragraph 3.14, 3.16 and 3.17 of the World Bank’s Procurement Regulations for IPF Borrowers Fifth Edition, September 2023 (“the Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nFurther information can be obtained at the address below during office house 0800 to 1700s. Expressions of interest must be delivered in a written form to the address below (in person, or by mail or by e-mail) by 5pm Pohnpei Time, October 30th, 2025.
\n\nSecretary, FSM Department of Finance and Administration
\n\nAttn: Kwame Shiroya
\n\nP.O. BOX PS-158
\n\nPalikir, Pohnpei, FM 96941
\n\nTel: (691)320-2639
\n\nE-mail: kwame.shiroya@dofa.gov.fm
\n\nAnd CC: ciu.dofa@gov.fm
\n\n\n\n
TERMS OF REFERENCE
\n\n| \n\t\t\t Title: \n\t\t\t | \n\t\t\t\n\t\t\t International Social Specialist \n\t\t\t | \n\t\t
| \n\t\t\t Project: \n\t\t\t | \n\t\t\t\n\t\t\t Implementation Capacity for Transformative Results (IMPACT) \n\t\t\t | \n\t\t
| \n\t\t\t Location: \n\t\t\t | \n\t\t\t\n\t\t\t Department of Finance and Administration (DoFA), Palikir, Micronesia \n\t\t\t | \n\t\t
| \n\t\t\t Duration: \n\t\t\t | \n\t\t\t\n\t\t\t 24 months may be extended, based on “satisfactory performance” and funds availability \n\t\t\t | \n\t\t
| \n\t\t\t Tentative Start Date: \n\t\t\t | \n\t\t\t\n\t\t\t November 2025 \n\t\t\t | \n\t\t
Background
\n\nThe Department of Finance and Administration (DoFA) is seeking to recruit a full-time International Social Specialist to support social risk management activities for World Bank-funded projects in the Federated States of Micronesia (FSM). The Government of FSM has partnered with the states and several government departments to implement a project as part of its development activities within the FSM. The current portfolio includes projects in the sectors of Energy, Fisheries, Information & Communication Technology (ICT) / Digital, Public Financial Management, Social Protection and Jobs, and Transport.
\n\nFSM is among the most vulnerable nations in the world. It is highly exposed to adverse effects from climate change and natural hazards which can result in disasters that affect its entire economic, human, and physical environment and impact its long-term development agenda. In recognition of these risks, international development agencies are working with the FSM National and State Governments to implement several projects throughout the four island states of the nation.
\n\nSpecifically, through World Bank financing, the Government of the FSM has ten (10) active projects within the FSM portfolio. The ten active projects comprise:
\n\nProject Implementation Arrangements
\n\nTo support the implementation of IMPACT, a Project Implementation Unit (PIU) consisting of a Project Manager, Procurement Officer and a Finance Officer will be established within the PIU. The IMPACT PIU will be responsible for the day-to-day implementation of project activities and be supported by the Central Implementation Unit (CIU). The CIU comprises of local and international staff. The international staff provide support in common function areas including procurement, financial management (FM), environmental and social (E&S) aspects, and monitoring and evaluation (M&E). The objective of the CIU is to provide support to PIUs in the preparation and implementation of WB-financed projects. The CIU (as currently structured) will assist the IMPACT PIU in core cross-cutting functions for the IMPACT project and for the World Bank funded projects in FSM.
\n\nThe current structure of the CIU E&S team comprises an International Environmental Specialist, and a locally based Environmental and Social Officers. The CIU E&S team provides portfolio level oversight, technical guidance, quality assurance of E&S instruments, capacity building to PIUs, coordinating with WB and other relevant stakeholders, and ensures compliance with ESF and national requirements. The Social and Environment Specialist will develop a coordination mechanism to ensure that the workload across the portfolio is addressed in a coordinated and timely manner. The Social Specialist will work under the direct guidance of the FSM Department of Finance and Administration and report to the IMPACT Project Manager.
\n\nScope of Work
\n\nThe Social Specialist will be responsible for providing technical advice and support to DoFA management, Implementing Agencies and the project implementation units under the World Bank funded projects. The portfolio consists of several projects that will require robust social risk management oversight. The Social Specialist will be expected to lead and coordinate the efforts towards developing or supporting the development of respective social risk instruments, providing advice and advancing the implementation and monitoring of World Bank social risk policies. The Social Specialist is also responsible for working constructively and maintaining relationships with key stakeholders such as State EPA’s, World Bank, relevant Federal and State Departments and local and national non-government organizations (NGOs). The Social Specialist will be expected to carry out the following activities but not limited to:
\n\nProject Preparation:
\n\nProject Implementation:
\n\n\n\n
Knowledge Transfer
\n\nAs part of the Social Specialists’ duties (through various workshops and on the job training sessions), knowledge transfer to project implementation units and Implementing Agency staff will be expected. The Social Specialist will be expected to carry out the following activities but not limited to:
\n\nQualification and Experience Requirements
\n\nMandatory:
\n\nDesirable:
\n\nDeliverables:
\n\n| \n\t\t\t Report \n\t\t\t | \n\t\t\t\n\t\t\t Frequency \n\t\t\t | \n\t\t
| \n\t\t\t Progress report \n\t\t\t | \n\t\t\t\n\t\t\t Monthly \n\t\t\t | \n\t\t
| \n\t\t\t Input to semester report \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t
| \n\t\t\t Develop a capacity-building and training plan for staff/ PIU to understand the social safeguard mechanisms and application modalities. \n\t\t\t | \n\t\t\t\n\t\t\t Six-monthly \n\t\t\t | \n\t\t
Key activities include the following:
\n\nKey Performance Indicators
\n\n| \n\t\t\t Area \n\t\t\t | \n\t\t\t\n\t\t\t Indicator \n\t\t\t | \n\t\t\t\n\t\t\t Measured by \n\t\t\t | \n\t\t\t\n\t\t\t Indicator (where noted) \n\t\t\t | \n\t\t
| \n\t\t\t Preparation \n\t\t\t | \n\t\t\t\n\t\t\t Environmental and social instruments and related documents provided (eg ESMP, SEP, RAP/land due diligence reports etc) for WB review and No Objection are prepared and provided in line with WB ESSs and are of sufficiently high quality with minimal revisions required \n\t\t\t | \n\t\t\t\n\t\t\t CIU Project Manager - with inputs provided by WB \n\t\t\t | \n\t\t\t\n\t\t\t No more than 5 substantive comments on drafts submitted to WB. \n\t\t\t | \n\t\t
| \n\t\t\t Implementation \n\t\t\t | \n\t\t\t\n\t\t\t Full implementation of all project ESCPs to maintain compliance with WB ESF. Reporting on activities supporting the management of social risk and impacts are provided to the WB in compliance with ESCP and related legal requirements which are of sufficiently high quality resulting in limitation clarification. Full implementation of SEP, RAP/land due diligence reports, grievance processes, and SEAH activities. \n\t\t\t | \n\t\t\t\n\t\t\t CIU Project Manager - with inputs provided by WB \n\t\t\t | \n\t\t\t\n\t\t\t Reports prepared to a strong standard on time for every project; proactive engagement with PIU and WB teams on key issues. \n\t\t\t | \n\t\t
| \n\t\t\t Implementation \n\t\t\t | \n\t\t\t\n\t\t\t Ongoing review of FSM project portfolio to conduct field-based site visits, monitoring and project implementation and to ensure ongoing identification of social risks and issues. Development of clear and informed solutions provided in line with international good practice and World Bank ESSs and instruments. \n\t\t\t | \n\t\t\t\n\t\t\t CIU Project Manager - with inputs provided by WB and other stakeholders \n\t\t\t | \n\t\t\t\n\t\t\t Average 2 site visits per project per year \n\t\t\t | \n\t\t
| \n\t\t\t Team support and input \n\t\t\t | \n\t\t\t\n\t\t\t Collaborative and supportive working relationships are maintained with, and support provided to, CIU team members including the CIU Project Manager and Environmental Specialist. \n\t\t\t | \n\t\t\t\n\t\t\t CIU Project Manager - with inputs provided by stakeholders \n\t\t\t | \n\t\t\t\n\t\t\t CIU survey outputs \n\t\t\t | \n\t\t
| \n\t\t\t Training and capacity building \n\t\t\t | \n\t\t\t\n\t\t\t Deliver training on: \n\n\t\t\t
| \n\t\t\t\n\t\t\t CIU Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
\n\t\t\t | \n\t\t
| \n\t\t\t Reporting \n\t\t\t | \n\t\t\t\n\t\t\t Reporting inputs: \n\n\t\t\t
| \n\t\t\t\n\t\t\t CIU Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
| \n\t\t
| \n\t\t\t Meeting attendance and participation \n\t\t\t | \n\t\t\t\n\t\t\t Meetings: \n\n\t\t\t
| \n\t\t\t\n\t\t\t CIU Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
| \n\t\t
\n\n
Institutional and Organization Arrangements
\n\nThe Social Specialist will be located full time in Palikir, Pohnpei State and perform his/her duties in the FSM. Travel within FSM will be required. The Government of the FSM will provide office space, general office supplies and office equipment.
\n\nData, Local Services, Personnel, And Facilities to Be Provided by The Borrower:
\n\nThe recruited individual will be provided with all relevant project documentation and workspace.
\n\nThe duration will be for twenty-four (24) months with the opportunity to extend based on performance and availability of financing. The position is a full-time position located in Palikir, Pohnpei, FSM and will require local travel to the other three states of FSM.
\n\n"},{"id":"OP00369259","notice_type":"Request for Expression of Interest","noticedate":"04-Sep-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-09-18T00:00:00Z","submission_deadline_time":"14:00","project_ctry_name":"Iraq","project_id":"P507282","project_name":"Iraq Railways Extension and Modernization Project","bid_reference_no":"I REM-MOT-MA-CS01","bid_description":"CAPEX management agent","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Baghdad Railway Central Station Building, Damascus Square, 1st floor, Project\nManagement Team (PMT)","contact_ctry_name":"Iraq","contact_email":"world-bank@scr.gov.iq","contact_name":"Wajdi Salih","contact_organization":"Ministry of Transport- Iraqi Republic Railways","contact_phone_no":"+964(0)7730 135 309","submission_date":"2025-09-04T00:00:00Z","notice_text":"
Request for Expressions of Interest
\n(Consulting Services Firms selection)
Consultancy Services of Management Agent CAPEX
\nCountry Republic of Iraq
\nProject Iraq Railways Extension and Modernization Project (P507282)
\nAssignment Title Consultancy Services of Management Agent CAPEX
\nReference No. IREM-MOT-MA-CS01
The Republic of Iraq has applied for financing from The World Bank toward the cost of the Iraq Railways Extension and Modernization Project (P507282 and intends to apply part of the proceeds toward Consulting Services.
\nThe consulting services (“the Services”) include management support to IRR to carry out the Project, including:
\n • Establish effective Project management and control procedures by establishing the cost and schedule baseline and the reporting pro-form as for all components under the IREM Project.
\n • Review and comment with dedicated project teams and submit to IRR management for approval of projects’ documentation at every stage in each project delivery value chain—procurement, construction, and commissioning.
\n • Collect progress-related data and report projects’ progress to IRR Management.
\n • Develop, monitor, and manage IRR’s overall risk profile arising from the implementation of concurrent projects under the IREM Project.
\n • Coordinate management of concurrent projects and resolve any resourcing conflict between different project teams.
\n • Understand and interpret projects’ status and implications to determine whether the IRR Board requires authorization for any deviations from the agreed-upon project targets.
\n • Support for the reviewing the outputs of component 2 of IREM Project (studies, transaction advisory for mobilizing private sector resources) and manage E&S risks in all phases of their implementation (elaboration of ToRs, procurement procedures, contracting, evaluation of interim and final reports of the various consultants, etc.).
\n • Develop a training and development program for the IRR Projects’ staff in management of CAPEX projects.
\n • It is foreseen that the duration of the overall service will last for 5 years.
The expected date for starting the assignment is January 2026.
\n\nThe Terms of Reference (TOR) for the primary procurement stage for the assignment are attached to this request for expressions of interest.
\nThe Iraq Republic Railway Company (IRR) now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. The shortlisting criteria are:
\n1. General qualifications: Details of the company’s organization, core business, and years in business, relevant experience in railway infrastructure development, management of CAPEX projects, and technical and managerial capability of the firm to deliver the assignment.
2. Experience in similar assignments: having substantially completed in the last 10 years at least one similar large assignment of value not less than US$7.5 million. The similarity of the assignment shall be based on the following criteria:
\n i. Establishment and operation of a traditional Project Management Office in support of railway infrastructure development, such as railway signaling modernization, track construction, and upgrades, or similar railway infrastructure development work, and
\n ii. Engineering, procurement, supervision of construction, and commissioning of railway infrastructure development, such as railway signaling modernization, track construction, and upgrades, or similar railway infrastructure development work
\n3. Experience in The World Bank Procurement Procedures in at least one project in railway infrastructure or in another infrastructure development project.
\n4. Experience in implementing or supporting the implementation of Environmental and Social action plans
\n5. A completed on-the-job training and capacity development program for client staff in the same project or in any other infrastructure development project.
\n6. Financial soundness: To demonstrate its financial soundness, the firm is required to submit audited financial statements for at least three years (2022-24).
\n7. Joint Venture Requirements:
\n i. The number of members in a Joint Venture should not exceed three
\n ii. In the case of a Joint Venture, their combined capacity to demonstrate the requirements for Project Management of railway infrastructure development will be considered.
\n iii. Each member of Joint Venture should demonstrate its experience in the project management function of an infrastructure project
\n iv. In the case of a Joint Venture, each member of the Joint Venture is required to provide its financial statements.
Key Experts will not be evaluated at the shortlisting stage.
\n\nThe shortlist will contain 5 to 8 firms.
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs,3.13, 3.15, 3.16 and 3.17 of “The World Bank Procurement Regulations for IPF Borrowers,” 6th edition, dated February 2025 (“Procurement Regulations”), setting forth The World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected. In addition, please refer to the following specific information on conflict of interest related to this assignment: the selection process requires that Consultants or their affiliates, competing for a Consulting assignment do not derive a competitive advantage from having provided Consulting Services related to this assignment.
\nConsultants may associate with other firms to enhance their qualifications but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\nA Consultant will be selected in accordance with the Quality and Cost Based Selection (QCBS) method set out in the Procurement Regulations and to be specifically set out in the Request for Proposals.
Further information can be obtained at the address below during office hours 09:00 to 14:00 Baghdad time.
\nExpressions of interest must be delivered in a written form in person, or by e-mail to the address below by Thursday September 18, 2025.
\nAttention: Mr. Wajdi Salih
\nPosition: Procurement manager
\nAddress: Baghdad Railway Central Station Building, Damascus Square, 1st floor, Project Management Team (PMT) office
\nCity: Baghdad
\nCountry: Republic of Iraq
\nMobile: +964(0)7730 135 309
\ne-mail: world-bank@scr.gov.iq
Terms of Reference (ToR) – IRR Management Agent
\n\n1. Background
\n\n1.1 Railway sector in Iraq
\n\nThe performance of Iraq’s transport sector is essential for the efficient movement of goods and people. However, faced with almost four decades of conflict, neglect, and underinvestment, the sector is unable to provide valuable services to the industry and the residents of Iraq.
\nEven though the transport sector contributes 9% to Iraq's GDP, the sector suffers from inadequate maintenance and the government's inability to fund and operate aging infrastructure, leading to widespread deterioration. This has negatively impacted national and regional connectivity, economic growth, and traffic safety, while limiting private financing opportunities. Inefficiencies in public sector governance and SOE performance, as well as SOE indebtedness, have led to a weak transport and logistics performance, high private sector costs, and barriers to entry. In addition, weak sector governance and chronic underfunding impede the sector's growth and improvement. The Government of Iraq is fully committed to enhancing the efficiency of the railway transport sector and to increasing the transport market share of railways.
\nIn May 2023, Iraq launched the Iraq Development Road Initiative, which aims to leverage its strategic geographical location for regional trade connectivity. This road and rail corridor is an integral part of Iraq’s development strategy, and it will connect Al Faw Grand Port on the Gulf to Europe via Iraq and Türkiye. GoI plans to develop the initiative in two stages: the first stage involves extending and modernizing the existing railway network and creating new connections from Al-Faw Seaport to the Türkiye border. The second stage will develop a 1,200 km greenfield railway link from Al-Faw Grand Port to the Türkiye border at an estimated cost of US$ 17 billion.
\nInstitutionally, the current allocation of roles shows a number of stakeholders with an interest in the railway sector:
\n • The Ministry of Planning (MoP) oversees investment policy.
\n • The Ministry of Transportation (MoT) regulates transport policy.
\n • The Ministry of Finance (MoF) regulates budgeting an fiscal policy.
\n • Operational control of railways, ports, and airports falls under state-owned enterprises (SOEs) reporting to the MoT. Accordingly, the Iraqi Republic Railways (IRR) Company, an SOE under the MoT, is responsible for railway operations.
1.2 Iraqi Railways
\nIraq’s railway network, 2,272 kilometers of standard gauge track and 115 stations, is currently in disrepair and offers limited transport connectivity. The network includes two main lines: one running north-south from Basra to the Syrian border at Rabiya, and another east-west from Baghdad to near the Syrian border at Akashat. Additionally, there is a transverse line from Kirkuk to Haqliaba and several short branch lines. Services are limited to a few freight lines, such as oil and grain transport, and passenger trains, including an overnight service from Baghdad to Basra and a weekly train to Sammara. Over the past year, Iraq has reactivated eight dormant rail lines, including the Baghdad to Al-Musayyib line and the Baiji field line. However, much of the track, including the lines that are BS90, is in poor condition, and the rail network's overall value to transport connectivity remains limited.
\nIRR is experiencing a considerable reduction in its transport volumes, and 2023 traffic data supports this trend:
\n • 2023 passenger volumes at 249,000 passengers represent a 53% drop against the passenger volume in 2018, when IRR recorded the highest passenger volumes, estimated at 529,000 passengers.
\n • Freight volumes of 66,000 tons represent a drop of 89% against the freight volume in 2021 when IRR recorded the highest freight volumes, estimated at 93,000 tons.
\nOverall, the infrastructure and rolling stock are in poor condition, with only 10-20% of the fleet available for use, and the signaling system has been destroyed. Operational safety is a growing concern due to reliance on voice messages, uncontrolled at-grade crossings, numerous encroachments to the right-of-way, and disrepair of the superstructure.
\nFinancially, IRR depends heavily on the GoI's support for both operations and capital investment. Data for the period 2016 – 2020 shows that Government support was insufficient to cover IRR labour costs, which ranged between 67% and 82% of the company’s current expenses for the period. The workforce is aging and lacks modern railway operation skills. Despite these challenges, the railway system is beginning to transform, focusing on rehabilitating key links.
1.3 Railway modernization
\nWith the support of The World Bank (WB), the GoI is starting to rebuild the sector, including a US$ 68 million investment from the Emergency Operation for Development (EODP) (P155732) International Bank for Reconstruction and Development (IBRD) 87930, closing on 30-Jun-2026, to rehabilitate the 194-kilometer Baghdad-Baiji railway, which currently operates at very low speeds due to poor condition and lack of signaling. This hands-on learning will build on the EODP experience, which is currently building client capacity to upgrade and manage the railway sector.
\nThe Government of Iraq has requested IBRD financing, including the assignment stipulated in this TOR, in order to improve the service quality and lower the carbon footprint of transport services between Umm Qasr Port in South Iraq and Mosul in North Iraq, and enhance regional connectivity. This Project is linked to the GoI’s plans for Stage 1 of the Development Road initiative. Stage 1 of this initiative comprises upgrading and modernizing the existing railway line Umm Qasr – Basra – Baghdad - Mosul (1,047 km) and constructing a new railway line from Shuaiba (Basra) to Al-Faw Grand Port in the south and from Mosul to the Türkiye border in the north. Annex 1 includes a location map. While the Development Road initiative is a long-term investment, the Project will enable Iraq to reap many of its benefits much sooner by carrying out rehabilitation and signal upgrades along the existing line.
\nThe Project will enhance railway connectivity between the North and South of Iraq, thereby improving national connectivity. By upgrading and modernizing the existing railway infrastructure, the project will also facilitate the movement of goods and people, reduce transport costs, and improve travel times. This initiative is expected to position Iraq as a pivotal transit hub between East and West. Additionally, the project will create economic opportunities for youth and women, promote private sector participation (leading to a sustained growth in private sector jobs), and contribute to poverty reduction. The modernization efforts will also include the development of safety management systems and key performance indicators for the IRR, further strengthening institutional capacity and promoting sustainable economic growth.
\nThe focus on upgrading the existing network, which will enable Iraq to maintain operations in the short term (for domestic and regional use). In the long term, the planned investments in the Development Road can continue as planned. The Project will enhance the performance of the existing brownfield North-South railway line (including enhancing safety at grade crossings). . As the market demand for larger volumes of transport increases, it will necessitate the dualization of specific railway segments, which will be addressed at a later stage (along with the greenfield railway link to Al-Faw Grand Port and to Türkiye).
\nThe GoI and IRR are embarking on a major infrastructure modernization drive. The scale of the planned effort and the introduction of modern technology in the construction and operation of railway infrastructure make it the largest investment plan to be implemented in Iraq in the last 30-35 years. Neither the GoI nor IRR has suitable in-house or in-country experience that is required to deliver the planned investment scale and complexity. As a result, The World Bank offered to provide specialist external support.
2. Project description
\nThe existing north-south railway line (built to a standard gauge of 1,435 mm) faces significant challenges in providing an adequate level of service. The overall track condition is poor, with a hardened track bed and the absence of a dedicated communication network and signal control system. IRR operations are further hampered by the very low availability of its ageing locomotive fleet. The average age of IR’s locomotive fleet is 42 years, and 68% of locomotives are older than 44 years. The average availability of IRR’s locomotives in 2020 was only 11%. Given the chronic shortage of maintenance funding in IRR, it is unlikely that the situation has improved since. These issues are compounded by constrained conditions in urban areas and numerous level crossings, further limiting the line's capacity. Notably:
\n • The southern section of the railway, linking Baghdad to the port of Umm Qasr (624 km), was partially rehabilitated in 2014. This included the installation of UIC-60 rail and the addition of a second track along a total of 50 km stretches, which modestly increased capacity. Despite these upgrades, passenger and freight trains currently operate at speeds of 80-100 km/h with an axle load limit of 25 tons. Certain segments of this rehabilitated section are experiencing accelerated deterioration, bringing the speeds down to 60km/h, the causes of which remain uninvestigated. The line’s overall transport capacity remains low, with minimal train services.
\n • The northern section of the railway extends about 520 km from Baghdad to Rabiaa, connecting to Syria, but lacking a direct link to Türkiye. Severely impacted by conflicts, the northern section operates at reduced speeds of 40-60 km/h, with some segments operating as low as 10 km/h. Axle load limits vary from 18 tons on the Mosul-Rabiaa section (using BS-75 rails) to 20 tons on the Baghdad-Mosul section (using BS-90A rails). Freight traffic on this line is limited, with irregular services arranged through ad-hoc contracting with commercial entities.
\nThe recently signed Iraq Railway Extension and Modernisation Project (IREM) project will directly support Iraq's achievement of key development priorities set out in the country’s National Development Plan (NDP) 2024-2028. For the transport sector, the first objective of the NDP under railway is modernizing and developing the railway system and raising its operational capabilities to match those of Al-Faw Grand Port and the Development Road Project.
\nThe IREM Project includes the following:
1. Component 1: Rehabilitation and Modernization of the Railway Infrastructure and Rolling Stock Maintenance Carrying out the restoration and rehabilitation of the single-track railway line from Umm Qasr Port to Mosul, through:
\n a. Sub-Component 1.1: Renewal of railway tracks of the north-south railway line from: (i) Al Yussifiya (Baghdad) to Baghdad; (ii) from Baghdad to Taji; and from (iii) Baiji to Mosul;
\n b. Sub-Component 1.2: Spot rehabilitation of the railway line from: (i) Umm Qasr Port to Basra; and (ii) from Basra to Al Yussifiya (Baghdad);
\n c. Sub-Component 1.3:
\n i. Installation of railway signaling and ducts for optical fiber cables along the north-south railway line Umm Qasr – Basra – Baghdad – Mosul, including a safety level-crossing protection system for all official crossings along the alignment; and (ii) modernization of selected train stations;
\n ii. Rehabilitation of the maintenance workshop at Baiji and Samawa, including provision of rolling stock maintenance equipment; and
\n d. Sub-component 1.4: Provision of spare parts for the maintenance, operation, and safety of rolling stock.
2. Component 2: Railway Sector Institutional Reform
\n a. Sub-Component 2.1: Provision of technical support to the IRR to improve its institutional, operational, and financial performance, as well as its staffing plan, through, inter alia, (i) the identification and benchmarking of the IRR’s costs and revenue, (ii) the identification of the IRR’s assets and liabilities, (iii) the preparation of rolling business plans and provision of support to enable public service obligations contracts for delivery of passenger services, (iv) the preparation of an infrastructure contract between the IRR and the Borrower, and (v) the design of the infrastructure access charging regime for the operators’ use of the IRR’s railway infrastructure, all in accordance with the Railway Sector Reform Action Plan.
\n b. Sub-Component 2.2: Provision of technical support to the railway asset and safety management system of the IRR, through inter alia:
\n i. the development of a railway infrastructure asset management system (RIAMS) to enhance the IRR’s infrastructure management capabilities by: (A) identifying the infrastructure maintenance equipment needs and scope of modernization for the facilities that will house the new maintenance equipment; (B) identifying the infrastructure condition monitoring equipment needs; (C) recommending sustainable organizational arrangements for the maintenance function for infrastructure and rolling stock and managing identified climate risks; (D) preparing specifications for the RIAMS, including software development, (E) implementing the RIAMS, and (F) providing infrastructure condition monitoring of vehicles and equipment;
\n ii. the development of a rolling-stock asset management system, including the carrying out of a root cause analysis for rolling-stock deterioration and planning of rolling stock maintenance depots and facilities; and
\n iii. the development of a safety management system based on the implementation of the activities (i) and (ii) above. Special focus will be given to railway operational safety considerations, community and occupational health and safety, root cause analysis of traffic-related incidents, and incentives for staff to suggest system improvements.
\n c. Sub-component 2.3: Provision of support to enable private capital participation in the transport, railway and logistics sectors, including through the identification of opportunities to attract private sector resources in the railway sector, logistics hubs, dry ports; and
\n d. Sub-Component 2.4: Provision of support to enhance the railway integration and social cohesion from Mosul Al-Faw Port to the Iraq-Türkiye border, including facilitating cross-border trade.
3. Component 3: Management Support for the IRR
\n a. Sub-Component 3.1: Provision of implementation support to the IRR to carry out the Project, through, inter alia,
\n i. provision of support with respect to, inter alia, procurement, oversight of rehabilitation works, environmental and social risk management and commissioning of railway tracks and signaling; and
\n ii. provision of Training to the MoT and the IRR staff and development of an internship program for university students.
\n b. Sub-Component 3.2: Provision of technical assistance to support the IRR’s management in improving railway operations management systems; and
\n c. Sub-Component 3.3: Provision of engineering supervision for the carrying of construction works under Component 1 of the Project.
4. Component 4: Contingent Emergency Response: Provision of immediate response to an Eligible Crisis or Emergency, as needed.
\n\n3. Objectives of the assignment:
\nThere are two key objectives of this assignment aim to address:
\n • Support IRR PMT in delivering all IREM Project components in accordance with the contractually agreed-upon cost, schedule, and quality targets.
\n • Deliver on-the-job training and capacity development of IRR staff on the topic of management of capital expenditure projects.
4. Scope of Work
\nThese Terms of Assignment summarize the scope, responsibilities, and reporting interfaces of the management agent for IRR. For these ToR, the support is labelled as “Management Agent” (MA). The role is an essential component of the setup and is dedicated to the project scope of work. The specific features of the MA role are described below and are based on a series of assumptions.
\nThe MA role is designed to act as an in-house resource for the IRR while it develops its organizational capability to manage complex projects, especially the infrastructure investment components. Throughout the 5-year period of MA service delivery to the IRR, the IRR retains the full power of decision-making regarding its investment projects.
\nThe required MA support is designed to address the following requirements:
\n • Establish effective project management and control procedures by establishing the cost and schedule baseline and the reporting pro-formas for all components under the IREM Project. The terms “IREM Project” and “Project” are used interchangeably in the document.
\n • Review and comment with dedicated project teams and submit to IRR management for approval of projects’ documentation at every stage in each project delivery value chain—procurement, construction, and commissioning. For clarity, each contract within component 1 of IREM Project will have its own implementation support in the form of project supervision technical assistance and IRR staff dedicated to that specific contract, apart from the PMT staff. The MA will collect data from the project supervisors.
\n • Collect progress-related data and report projects’ progress to IRR Management.
\n • Develop, monitor, and manage IRR’s overall risk profile arising from the implementation of concurrent projects under the IREM Project.
\n • Coordinate management of concurrent projects and resolve any resourcing conflict between different project teams.
\n • Understand and interpret projects’ status and implications to determine whether the IRR Board requires authorization for any deviations from the agreed-upon project targets.
\n • Support for the reviewing the outputs of component 2 of IREM Project (studies, transaction advisory for mobilizing private sector resources) and manage E&S risks in all phases of their implementation (elaboration of ToRs, procurement procedures, contracting, evaluation of interim and final reports of the various consultants, etc.).
\n • Develop a training and development program for the IRR Projects’ staff in management of CAPEX projects.
\nIt is noted that a separate Consultant has been engaged by the IRR to prepare the project, including the elaboration of feasibility studies, technical deliverables, and environmental and social instruments required for implementation. The Project Management Consultant will cooperate closely with this Consultant and support the IRR in reviewing and providing advice on the Consultant’s deliverables.
\nFor ease of resource planning and proposal evaluation, the required support is broken down into 8 separate tasks. The scope of required support is listed for each task.
4.1 Task 1: Planning, management and coordination of the IREM Project
\nThe MA will establish and support operation of a Project Management Team (PMT) in support of the IRR modernization at IRR headquarters offices in Baghdad (refer to 6.3 for details). This will involve the following activities:
\n • Establishment of PMT management and project control procedures and processes.
\n • Establishment of comprehensive project baseline, timescales, milestones, and interim and final outputs.
\n • Understand and interpret projects’ status and implications in order to determine whether authorization of any deviations from the agreed project targets for IRR Board approval is required.
\n • Coordination with IRR-internal and external stakeholders to ensure alignment of project goals and objectives.
\n • Review and support with development, adaptation, and implementation of Project Operations Manual (POM).
\n • Management of compliance with the project’s goals, GoI’s goals, and The World Bank guidelines for project implementation.
\n • Coordination with the GoI agencies, stakeholders, and The World Bank.
\n • Ad-hoc support to the project teams with implementation.
4.2 Task 2: Support with project’s procurement and delivery
\nThe MA will provide procurement support to the PMT on an ongoing basis. The support will involve the following:
\n • Working closely with IRR PMT to facilitate all procurement activities of the IREM Project.
\n • Review, update, and support with the execution and management of Project Procurement Strategy for Development (PPSD), and Procurement Plans in full compliance with The World Bank’s regulations. Procurement activities will be carried out in accordance with the “World Bank Procurement Regulations for IPF Borrowers,” 6th edition, dated February 2025 and as revised from time to time. The Project will be subject to the World Bank’s ’Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants,’ dated October 15, 2006, revised in January 2011, and as of July , 2011 (Anti‐Corruption Guidelines).
\n • Assist with Market Engagement, including Early Market Engagement when needed, in a timely manner to prevent delays in implementation of the Project.
\n • Review and submit to IRR management for approval projects’ documentation at every stage in the project delivery value chain—procurement, construction, commissioning, study execution, and acceptance of intermediary and final reports.
\n • Support in managing the procurement process, including bidding, evaluation, contracting. The support will involve providing technical-specific advice on all project aspects, including but not limited to infrastructure, systems, and operations, as well as/commercial advice.
\n • Assist IRR in defining the mechanism of application of value engineering in the RFB/RFP documents.
\n • Support preparation of the terms of reference, technical, functional, or other specifications, and other procurement documents for the procurement of all works, goods and services that IRR may need during the project's implementation.
\n • Assist project-specific procurement specialists within IRR in their activities for the procurement of various components of each project.
\n • Overall review of the ongoing bidding processes under the IREM Project and support with the administration and management of all works and service contracts signed under the Project.
\n • Training of IRR staff in procurement management
4.3 Task 3: Support with financial management of the IREM Project
\nThe MA will provide support to the project’s financial management. The support will involve the following:
\n • Setting up robust financial management systems.
\n • Compliance with the WB’s financial management requirements.
\n • Support to the management of projects’ budgets, accounting, and financial reporting.
\n • Facilitation of periodic audits as required by the GoI or by the WB.
\n • Assistance to the Financial Management Specialists of the IRR in their activities for the execution of the projects.
4.4 Task 4: Monitoring and evaluation of contracts under the IREM Project
\nThe MA will be responsible for monitoring and evaluating the implementation of IREM Project. The support will involve the following:
\n • Contract management support with component administration. Full compliance with the project's established Monitoring and Evaluation (M&E) framework.
\n • Tracking of progress against the Results Framework and indicators.
\n • Support in the preparation of reports and assessments of the individual components of the project impact and effectiveness.
\n • Support the project's staff in all activities related to the monitoring and evaluation of the projects.
\n • Submission of progress and completion reports.
4.5 Task 5: Support with management of environmental and social safeguards
\nThe Project Manager will provide support with the management of Environmental and Social Standards. The support will involve, as a minimum, the following:
\n • Environmental, Social, and Health & Safety (ESHS) Planning and Coordination of Roles and Responsibilities
\n • Develop the ESHS work plan in accordance with the overall project schedule to ensure the smooth and timely implementation of all ESHS requirements as stipulated in the Project Environmental and Social Commitment Plan (ESCP).
\n • Determine the milestones where specific ESHS deliverables should be ready, in accordance with the Project ESCP.
\n • Ensure the application of the ESHS risk mitigation hierarchy to the technical designs and specifications and incorporation into the relevant bidding documents and bills of quantities.
\n • Support the PMT in reviewing and commenting on the environmental and social instruments, as required in the ESCP, to ensure they meet the relevant World Bank ESF standards and address all necessary aspects.
\n • Assess the overall ESHS performance of the Contractors (including detailed occupational and community health and safety management systems) based on quantitative and qualitative assessment. The criteria for assessing the ESHS performance should be prepared as part of the inception report and fully developed in the final report.
\n • Review the existing ESHS institutional setup and ESHS management systems at the Ministry of Transport and IRR and propose specific measures to strengthen their capacities to manage ESHS risks during project implementation and overall IRR operations thereafter.
\n • Conduct ESHS capacity-building training workshops for the Ministry of Transport (MoT) and IRR staff at different management levels as part of the ESHS institutional strengthening.
\n • Provide on-the-job ESHS training to MoT and IRR staff to strengthen their ESHS monitoring capacity.
\n • Support the PMT to ensure that contractors follow relevant national regulations, applicable World Bank ESSs, and other requirements as determined in the relevant E&S instruments.
\n • Support the PMT in identifying and reporting any issues of ESHS non-compliances.
\n • Support the PMT in suggesting remedies/mechanisms to link contractor ESHS performance with contractual conditions regarding applying specific disciplinary measures (e.g., stoppage of work, withholding claims, liquidation of ESHS performance bonds, etc).
\n • Support the PMT in interacting with different key stakeholders (as identified in the Project Stakeholders Plan) to address their concerns about the construction activities within the project life cycle.
\n • Provide deep-dive ESHS training and capacity building to the PMT ESHS staff, IRR field engineers, and ESHS officers in specific fields (e.g., ESHS monitoring and reporting).
\n • Grievance Redress Mechanism: Support the PMT in establishing and managing a grievance redress mechanism to address complaints and ensure their resolution.
\n • Support building a robust ESHS monitoring system to ensure ESHS compliance in the field.
\n • Support the PMT in thoroughly reviewing and providing comprehensive comments on the ESHS progress reports submitted by the contractors to (i) ensure that all ESHS requirements are rigorously implemented and (ii) recommend robust corrective actions in cases of noncompliance.
\n • Support the PMT in preparing the regular ESHS progress reports and other reporting requirements for The World Bank in accordance with the ESCP.
4.6 Task 6: Risk management of the IREM Project
\nThe MA will support the PMT in managing the risk of the project's IRR modernization components. The support will involve the following:
\n • Develop, monitor, and manage the IRR’s overall risk profile arising from the implementation of concurrent projects.
\n • Deployment of risk-based project management. Annex 2 includes detailed mandatory requirements for Task 6.
\n • Coordinate and manage concurrent projects and resolve any resourcing conflict between different project teams.
\n • Identification of project risks.
\n • Development and implementation of risk mitigation strategies and plans.
\n • Monitoring compliance with project risk management plans.
\n • Monitoring and interpretation of project status based on the status of individual projects and authorization of any deviations for approval by the IRR Board.
\n • Update of risk management plans.
4.7 Task 7: Reporting on the Progress of the IREM Project
\nThe MA will support the PMT for all reporting on the status of the implementation of the Project. The support will involve the following:
\n • Collecting progress-related data and reporting projects’ progress in the form of executive reports and presentations to IRR officials, which will be presented to the Project Steering Committee. The Consultant is expected to participate in these meetings upon invitation from the IRR Director General.
\n • Submission of periodic implementation progress reports.
\n • Participation in structured WB supervision missions and other ad/hoc meetings.
\n • Maintaining transparent communication with stakeholders and beneficiaries.
4.8 Task 8: Capacity-building program in IRR
\nThe MA will be responsible for capacity-building programs in IRR. The support will involve, as a minimum, the following:
\n • Support with identification and in-house recruitment of 10 IRR staff for the PMT.
\n • Guidance and on-the-job training of IRR staff.
\n • Develop training and development scope and implement training activities for the IRR Projects’ staff.
\n • Organization of training sessions for staff, stakeholders, and community members as required.
\n • Strengthening of institutional capacity for project implementation and sustainability
4.9 Additional support
\nAs is the situation with any major investment of such magnitude, the Consultant may be asked to provide ad-hoc and additional task-related support as would be reasonably required by IRR. Depending on the number of project components being implemented concurrently at any point in time, one or more such tasks may be executed in parallel.
5. Required expertise
\nThe Consultant will need to demonstrate adequate corporate qualifications, skills, and experience to fulfill the requirements of the ToR effectively. There should be a direct match between the qualifications of each proposed team member's ToR and the concrete task(s) that the expert will be responsible for.
\nThe technical evaluation of the submitted proposals will be based on the assessment of the situation, the methodology proposed for the assignment, and the corporate and individual expertise and years of relevant experience in similar efforts available within the team proposed for the assignment.
\nThe technical proposal must provide evidence in support of the requirements described in sections 6.1 and 6.2 below.
5.1 Corporate expertise:
\nIn order to demonstrate corporate capability, Consultants are obliged to provide the following information:
\n1. General qualifications: Details of the company’s organization, core business, and years in business, relevant experience in railway infrastructure development, management of CAPEX projects, and technical and managerial capability of the firm to deliver the assignment.
\n2. Experience in similar assignments: having substantially completed in the last 10 years at least one similar large assignment of value not less than US$7.5 million. The similarity of the assignment shall be based on the following criteria:
\n (i) Establishment and operation of a traditional Project Management Office in support of railway infrastructure development, such as railway signaling modernization, track construction, and upgrades, or similar railway infrastructure development work, and
\n (ii) Engineering, procurement, supervision of construction, and commissioning of railway infrastructure development, such as railway signaling modernization, track construction, and upgrades, or similar railway infrastructure development work
\n3. Experience in The World Bank Procurement Procedures in at least one project in railway infrastructure or in another infrastructure development project.
\n4. Experience in implementing or supporting the implementation of Environmental and Social action plans
\n5. A completed on-the-job training and capacity development program for client staff in the same project or in any other infrastructure development project.
\n6. Financial soundness: To demonstrate its financial soundness, the firm is required to submit audited financial statements for at least three years (2022-24).
\n7. Joint Venture Requirements:
\n (i) The number of members in a Joint Venture should not exceed three
\n (ii) In the case of a Joint Venture, their combined capacity to demonstrate the requirements for Project Management of railway infrastructure development will be considered.
\n (iii) Each member of Joint Venture should demonstrate its experience in the project management function of an infrastructure project
\n (iv) In the case of a Joint Venture, each member of the Joint Venture is required to provide its financial statements.
\n8. For each submitted example of completed work, the Consultants shall, in their proposals, provide a suitable project reference with the minimum detail as follows:
\n • Name of the assignment.
\n • Client for the assignment and country of implementation.
\n • Value of the assignment contract.
\n • Funding source for the assignment.
\n • Period of implementation.
\n • Specific scope of services completed.
\n • List of assignment deliverables submitted and approved by the Client.
\n • Consultant’s role on the assignment.
\n • Partnering entities on the assignment and their roles.
\n • List of functional experts (roles) provided for the assignment.
\n • Number of person-months provided by the Consultant.
\n • A signed letter by the Client, confirming the above information and providing the Client’s reference on the quality of the Consultant’s completed work during the assignment.
\n • In case of capacity building and on-the-job training, the number of trained personnel per each subject shall also be provided.
5.2 Individual expertise (staffing):
\nThe scope of work requires the involvement of the following 4 experts:
\n • Full Time Experts:
\n o Project Management (Team Leader);
\n o Project Planner / Scheduler
\n o Project Controls and IFI Financial Management
\n o Procurement Specialist & Contract Management
\n • Part-time experts, nominated in the Technical Proposal, whom the consultant will deploy as and when required:
\n o Permanent way
\n o Signaling systems
\n o Telecommunication systems
\n o Power supply systems
\n o Railway operations
\n o Railway operational safety
\n o Occupational Health and Safety
\n o Environmental Specialist
\n o Social and labor management specialist
\n o Legal specialist
\nIn addition to the full-time and part-time experts identified above, the MA will be free to add any other functional expertise deemed required to ensure successful delivery of the scope of service described in these ToR. In support, the MA will also need to secure adequate administrative, interpretation, and logistics resources for an uninterrupted delivery of services.
5.3 Professional and Academic Requirements:
\nAll Experts mentioned above must prove that they are compliant with the following requirements:
\n • Language Skills: Fluency in English language speaking and writing (required) and Arabic language (preferred).
\n • Interpersonal Skills: Strong communication, collaboration, and capacity-building abilities, ability to work in cross-functional and multicultural teams, problem-solving, and critical thinking abilities
\n • Experience with International Standards: In-depth knowledge of World Bank procedures, international standards, and best practices in their respective fields.
\n5.3.1. Team Leader:
\n • Academic Requirements: Advanced degree in project management, engineering, transportation, or related fields (master’s or equivalent preferred).
\n • Professional Experience:
\n o Minimum of 20 years in project management, including large-scale railway projects, of which 5 years in a similar position as Team Leader.
\n o Proven experience in leading multidisciplinary teams and coordinating with international organizations.
\n o Sound understanding of WB-funded or similar development projects.
5.3.2. Project Planner / Scheduler:
\n • Academic Requirements: Bachelor’s degree in one of the following fields: Civil Engineering, Project Management, Construction Management, or similar
\n • Professional Experience:
\n o A minimum of 15 years of experience in project planning and scheduling for infrastructure projects, preferably in the railway or transportation sector.
\n o Proven experience with complex, large-scale projects involving multidisciplinary teams.
\n • Skills:
\n o Proficiency in project scheduling tools, such as Primavera P6, Microsoft Project, or similar software.
\n o Strong knowledge of scheduling techniques, such as critical path method (CPM), resource leveling, and progress tracking.
\n o Familiarity with earned value management (EVM) and other performance metrics.
\n o Ability to coordinate with engineering, procurement, and construction teams to develop and maintain schedules.
5.3.3. Project Controls
\n • Academic Requirements: Bachelor’s degree in one of the following fields: Civil Engineering, Project Management, Construction Management, Finance or Business Administration, or similar
\n • Professional Experience:
\n o A minimum of 15 years of experience in project controls for large-scale infrastructure projects, with at least 3 years in railway or transport sector projects.
\n o Proven track record of managing cost, schedule, and risk integration for projects exceeding 200 million USD in budget.
\n • Skills:
\n o Expertise in cost control systems and tools like Primavera P6, Oracle Primavera Unifier, or Aconex.
\n o Proficiency in financial software and reporting systems, such as SAP, CostX, or Excel-based dashboards.
\n o Strong analytical skills for interpreting schedule data, cost trends, and risk assessments.
\n o Familiarity with earned value management (EVM), cost variance analysis, and forecasting techniques.
\n o Experience in risk management, including risk identification, mitigation planning, and contingency analysis.
5.3.4. IFI Financial management
\n • Academic Requirements: Degree in finance, accounting, economics, or related fields (CPA or equivalent certification preferred).
\n • Professional Experience:
\n o A minimum of 10 years in financial management, budgeting, and reporting for large projects.
\n o Experience with international financial systems and audits.
\n o Experience with World Bank financial management procedures.
5.3.5. Procurement Specialist and Contract Management
\n • Academic Requirements: Degree in procurement, engineering, business administration, supply chain management, or related fields.
\n • Professional Experience:
\n o A minimum of 15 years in procurement planning, tendering, and contract management.
\n o A minimum of 7 years with procurement under international donor financed projects (experience with World Bank -financed contracts using FIDIC conditions and WB’s Standard Procurement Documents for Plant Design, Supply, and Installation are added advantage).
5.3.6. Part-time Experts
\n • Deployment of experts: For preparing a financial proposal, the Proposers should assume that part-time level of efforts refers to 30% of full-time.
\n • Academic Requirements: Bachelor’s degree in the specialist field for which the expert is nominated.
\n • Professional Experience:
\n o A minimum of 10 years of working in the domain in which they will provide services.
\n o Knowledge of state-of-the-art solutions in their domain of activity
6. Logistics arrangements
\n\n6.1 Project management
\nThe assignment's contracting party will be IRR, with whom the Consultant will liaise on all technical and implementation matters. As such, IRR is the party responsible for reviewing and approving all MA’s deliverables. The IRR will form a Project Management Team (PMT) tasked with planning, coordinating, and overseeing all project activities to ensure timely delivery, budget compliance, and achievement of defined objectives.
\nIn recognition of both the pioneering and strategic nature of the assignment for the IRR and the national economy, a Steering Committee (SC) will be established. The SC will be chaired by the Ministry of Transport (MoT). Other SC members are the Ministry of Finance (MoF) and the Ministry of Planning (MoP), as well as the IRR, which will be the SC’s secretariat. One member from each institution will be nominated for the SC. Other representatives, such as the key current and future freight customers of IRR, may be specifically invited to attend the SC meetings, on a one-off basis, when required.
\nThe SC will provide strategic guidance to the MA on all matters and review and comment on all the MA's deliverables. IRR will compile these comments, add them to its own feedback, and submit them to the consultant. The final approval authority remains solely with the IRR.
\nUnless otherwise required, the SC will meet monthly.
\nThe assignment will require the Consultant to liaise extensively with various stakeholders in Iraq and have its experts present on-site. It is essential that, throughout the assignment, the MA maintains a close working relationship with the IRR, as the principal beneficiary. The IRR will assist the MA with all existing data, documents, and information and will provide all assistance that the MA may reasonably request while performing the duties specified above.
\nFor clarity, at the operational level, both IRR and the MoT will provide the MA with the following:
\n • all relevant documentation and data which may assist in meeting the requirements defined in these ToR;
\n • time and access to meet with relevant stakeholders.
\n • contacts and introductions to Governmental agencies, Governorates, other municipal agencies, and major industry players, such as shippers, freight forwarders, logistics companies, port operators, and others, in addition to the Consultant’s own investigations.
\n • Translation of documents as necessary—the Consultant, the IRR, and the MOT will cooperate and, in advance, agree on the translation scope required and the allocation of the cost of this translation scope. The working assumption is that the assignment budget will cover all translation and interpretation expenditure.
6.2 Working arrangements
\nThe scope of work requires an on-site presence in Iraq for the MA. Each full-time expert will spend at least 70% of their committed time on the ground in Iraq. In working with IRR Projects, the MA team will relocate to the IRR Head Office and report to the Head of IRR Projects.
\nIn recognition of the nature of work and the requirement that some work be undertaken remotely, the Consultants must also indicate the city and office location from which their team will work remotely in their technical proposal. The consultants will need to describe how the remote team will work together and communicate with the site-based team and stakeholders in Iraq. The Consultants are encouraged to outline these aspects in their proposal for the methodology so as to ensure quality control in the workflow processes.
6.3 Facilities and backstopping
\nThe MA will be provided by IRR with suitably furnished office accommodation with heating, lighting, electricity, telecommunications, including Wi-Fi access, and access to potable water and sanitary toilet facilities within the IRR Headquarters in Baghdad.
\nThe MA will be responsible for the cost of telecommunication services at the prevailing rate of the telephone utility and for the cost of local transport and stationery.
\nThe MA will also ensure that all of its personnel working on the assignment are adequately supported and equipped. In particular, the MA will ensure that there is sufficient accommodation, administrative, secretarial, and interpreting provision to enable experts to concentrate on their primary responsibilities. Where the MA has engaged external resources to help with the delivery of the assignment, it will ensure transfer of funds as necessary to support the external resources’ work under the contract. Engagement with external resources for the assignment would need IRR prior approval.
6.4 Language
\nThe working language for the assignment is English.
\nFor the development of all reports, the MA will require local experts who are familiar with the accounting, financial, and other railway operational systems used by the IRR and/or required by the Iraqi legislation, as well as fluent in Arabic and English. Examples where this capability would need to be deployed include the following:
\n • the local legal/financial/accounting frameworks must be translated from Arabic to English by professionals who understand the legislative areas and are able to make a correct interpretation of the provisions of the local frameworks;
\n • any financial and accounting rulebooks and or statements of the IRR must be read in Arabic by skilled local experts who will (1) interpret the numbers and any related provisions, (2) translate the statements in English, and (3) work with the international experts in the Consultant’s team to incorporate the local needs, or their adjustments, in the proposed approach;
\n • The railway operational procedures (‘Rule Book’) must be read in Arabic by local experts able to interpret the procedures and translate the necessary text for the international experts in the Consultant’s team so as to ensure a seamless cooperation for the implementation of all aspects of the work under the ToR.
\nThe MA is the single responsible party for the provision of all Arabic-to-English and English-to-Arabic translation and interpretation resources.
\nAll MA’s reports shall be developed in English and will also need to be accurately translated into Arabic so that the intended messages and tones are accurately and precisely translated. Submission of the reports in Arabic is an essential element in the successful delivery of the MA function, considering the pioneering and strategic nature of the work and the need to disseminate the reports for review and guidance to senior decision makers within the GoI.
\nThe MA will be in sole charge of allocating resources for interpreting and understanding data relevant to the study that is available in Arabic only. The MA is also the single party responsible for providing all formal deliverables in both English and Arabic.
7. Reporting arrangements and deliverables
\nThe assignment will last 60 months. During this period, the MA is required to deliver 81 content-rich deliverables.
Table 7. a – Overview of submission deadlines
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Number \n\t\t\t | \n\t\t\t\n\t\t\t Submission deadline \n\t\t\t | \n\t\t
| \n\t\t\t Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Within seven (7) calendar days from the end of the agreed month-period, as it applies to Month 1 on the project. \n\t\t\t | \n\t\t
| \n\t\t\t Monthly Reports \n\t\t\t | \n\t\t\t\n\t\t\t 59 \n\t\t\t | \n\t\t\t\n\t\t\t Within seven (7) calendar days from the end of the agreed month period. \n\t\t\t | \n\t\t
| \n\t\t\t Quarterly Reports \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t Within fifteen (15) calendar days from the end of the agreed quarter period. \n\t\t\t | \n\t\t
| \n\t\t\t Final Report \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Within one (1) calendar month before the completion of service delivery by the MA. \n\t\t\t | \n\t\t
| \n\t\t\t Pre-workshop material \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t Five (5) calendar days before the date of each workshop. \n\t\t\t | \n\t\t
| \n\t\t\t Summary of workshop discussion \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t Five (5) calendar days after each workshop. \n\t\t\t | \n\t\t
Each Monthly Report, Quarterly Report and Final Report will be formally submitted in hard copy (4 copies in English Language, four copies in Arabic language) and in electronic form to the PMT. For clarity, the Inception Report is a form of Monthly Report.
\nIn addition to the standard distribution requirement, each Quarterly Report and Final Report shall also be submitted in electronic form to the SC. Where required, the MA shall arrange topic-specific meetings with SC and/or specifically identified stakeholders to address any emerging issues.
\nEach set of pre-workshop materials shall be submitted in electronic form to the PMT at least two weeks before the scheduled workshop. The PMT will be responsible for distributing the materials to invited workshop participants. A summary of the workshop discussion will be submitted to the PMT, who will be responsible for dissemination to workshop participants.
\nThe MA shall prepare and submit written reports demonstrating complete execution of the responsibilities described in these ToRs. No payments for services based on the timesheets of the MA staff will be made unless they are supported by a specific report demonstrating the involvement of the experts in the services formulated in these ToRs.
\nEach deliverable that will be assembled for the project will be approved by the IRR. The IRR, as well as SC in case of Quarterly Reports and Final Report, shall deliver their comments and advice to the MC within two weeks from submission, upon which the MC will have an additional two weeks for submission of the final version. In case the MC does not receive any comments within two weeks from the submission of the draft, it will be deemed that the report is satisfactory, and the MC will move to completion and submission of its final version.
\nSections 8.1 to 8.4 below describe each deliverable in terms of its content.
7.1 Inception Report
\nThe Inception Report shall include the following:
\n • Description of all diagnostic findings, progress in collecting data, and establishing interfaces with the functional disciplines in IRR.
\n • Summary of any difficulties encountered or expected to be encountered in relation to discharging the MA services.
\n • Based on any new and relevant information obtained during the inception stage, the Consultant shall explicitly confirm the validity of the approach, methodology, work plan, and resource schedule proposed in its tender.
7.2 Monthly Reports
\nThe content of each report shall follow the structure of Tasks 1 to 8 described in Section 5 above. Each report shall address the minimum content tabulated below.
Table 7.b – Content of Monthly Reports
\n\n| \n\t\t\t Element of the report \n\t\t\t | \n\t\t\t\n\t\t\t Overview of content \n\t\t\t | \n\t\t
| \n\t\t\t Executive Summary \n\t\t\t | \n\t\t\t\n\t\t\t Executive progress update on the past month. \n\t\t\t | \n\t\t
| \n\t\t\t Body of the report \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Task 1: Management and coordination of the IREM Project \n\t\t\t | \n\t\t\t\n\t\t\t Provide a detailed update on the status and completed work for the period, as well as a short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 2: Support with procurement and delivery of IREM Project \n\t\t\t | \n\t\t\t\n\t\t\t Detailed update on the completed work for the period and short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 3: Support with financial management \n\t\t\t | \n\t\t\t\n\t\t\t Detailed update on the completed work for the period and short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 4: Monitoring and evaluation of the IREM Project \n\t\t\t | \n\t\t\t\n\t\t\t Provide a detailed update on the status and completed work for the period, as well as a short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 5: Support with the management of environmental and social standards \n\t\t\t | \n\t\t\t\n\t\t\t Detailed update on the status of, and completed work for the reporting period and short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 6: Risk management of the IREM Project \n\t\t\t | \n\t\t\t\n\t\t\t Detailed update on the risk profile and completed work for the period, as well as short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Task 7: Reporting on the IREM Project \n\t\t\t | \n\t\t\t\n\t\t\t Overview of scale and dissemination of reporting on the ongoing program. \n\t\t\t | \n\t\t
| \n\t\t\t Task 8: Capacity-building program in IRR \n\t\t\t | \n\t\t\t\n\t\t\t Provide a detailed update on the status and completed work for the period, as well as a short-term outlook of tasks. \n\t\t\t | \n\t\t
| \n\t\t\t Administration of the consultancy contract for MA \n\t\t\t | \n\t\t\t\n\t\t\t Provide an up-to-date overview of period and cumulative expenditure, as well as details of the utilization of each expert, and provide a projection for the remaining duration of the assignment. \n\t\t\t | \n\t\t
7.3 Quarterly Reports
\nWhile the structure of quarterly reports shall follow the structure adopted for the monthly reports, the content of the quarterly reports shall be designed to:
\n • Summarize the completed scope and the activities undertaken both during the reporting period and from the start of the IREM Project.
\n • Describe progress and any constraints encountered.
\n • Describe the critical path of project implementation, and identify key issues that could result in delays.
\n • Where required, analyze variations with respect to the timing of the individual activities and include proposals for revised time schedules where required.
\n • Assess the risk profile of the IREM Project.
\n • Elaborate on the interface with stakeholders.
\n • Present the outlook for the portfolio’s immediate future and identify any implications on the targeted completion of the ongoing projects in the IRR portfolio.
\n • Identify any issues that may negatively impact the MA’s ability to deliver the required quality of services, along with recommendations on how to overcome the problem.
7.4 Final Report
\nThe Final Report shall provide an overall summary of the following elements:
\n • Implementation of all the projects in the IRR portfolio during the period of 60 months.
\n • Completed program management work during the assignment.
\n • Completed capacity development work in IRR.
\n • Recommendations for improvement for the future for the MA function and/or day-to-day activities of the IRR Projects’ functional unit.
\n • Recommendations for future capacity development initiatives.
\nAll recommendations will be supported with a detailed plan of action showing the scope and duration of tasks, and the responsibility for their implementation allocated to different stakeholders.
7.5 Formal Presentation of Deliverables
\nFollowing the completion of each Quarterly Report, the MA shall organize a workshop to present the deliverables to the SC and stakeholders who will be identified jointly with IRR and SC. The purpose of the presentation will be to summarize and present the key messages emanating from the completed work, discuss the report’s findings, and obtain guidance from the stakeholders.
\nThe timing of each quarterly workshop will be set to enable the stakeholders to complete the preparatory reading of the Consultant’s deliverables before the workshop.
\nAs a follow-up to each workshop, the Consultant will prepare consolidated minutes of the discussions held at the workshop.
7.6 Communications
\nThe MA will maintain regular communication with the IRR, PMT and SC, facilitate communication through regular site and/or online meetings and updates with the IRR PMT, projects’ supervisors, and other stakeholders as required.
8. Contract type
\nThe contract will be time-based, with payments made quarterly, subject to the submission and IRR’s approval of completed milestones and corresponding deliverables as specified in the agreed work plan.
\n
\nANNEX 1: LOCATION MAP
\nPlease contact IRR for the map details
\nANNEX 2: DEPLOYMENT OF RISK-BASED PROJECT MANAGEMENT APPROACH
\nThe MA will work with all stakeholders to establish a robust implementation plan for completion (IPC) at the start of the assignment, deploy informed project management, and continually improve confidence in delivery to plan. This intention will involve the development of a fully resource-loaded program-to-completion, supporting resource schedule and risk registers, and interface management plans by the MA.
\nThe MA will develop the overall IPC for the project using the Work Program and Organization inputs shared by the individual project teams. The IPC will cover all IREM Project activities, including design, development, implementation, the necessary planning for system testing, commissioning, and the requirements for interface management. The IPC will also consider activities to be developed by all parties involved in the IREM Project and the impact of external factors (e.g., customs authorities, permit issues by central and local authorities, unexpected events during works, etc.). The IPC will enable the resulting S-curve to be fully understood, and any delays and recovery actions will be explained in terms of impact on the contracted goals.
\nThe MA shall review and approve the work program and organization inputs submitted by the project teams and shall permanently monitor the progress in executing the work program provided in electronic format (P6 native XER files) by the Contractor on monthly basis or at shorter intervals where the situation requires so.
\nThe MA will use the IPC as its internal benchmark and guide to review and, where merited, approve the work program and organization of works submitted by the contractor, and shall continue to monitor progress of the IREM Project using the IPC to advise the IRR Board on the following:
\n • Likelihood of meeting the completion timescale and cost targets, and the potential for delay and cost increase. This will be based on a detailed understanding of the contractors’ delivery schedules, contract risk profiles, and any proposed acceleration plans.
\n • Where the likelihood of meeting the contractual targets is assessed as low, propose revision of acceleration measures and/or assess the feasibility of revising the completion targets. In reviewing contractors’ acceleration proposals, the following should be considered: (1) cost of acceleration in the context of the contract in place and disaggregated per IRR, Contractor and others; (2) impact on (any) schedule compression; (3) changes in risk profile and supporting risk management budgets, arising from acceleration of delivery, and (4) course of action that secures the best “value-for-money” for IRR assessed in terms of increased confidence of delivery versus cost of acceleration.
\nThe MA shall develop a risk-based management approach for the project, with the scope of implementing a system of warnings for all deviations from the targeted outcomes. This system will need to alert the involved parties (IRR and its Contractors) to identify the appropriate decisions and activate suitable recovery measures.
\nThe IRR requires that the MA implement a robust approach to support delivery. This, in turn, will require the MA to develop a suitable program implementation health warning system, which could be in the form of red, amber, and green performance zones. This system would be expected to take account of all the resources, interfaces, and other enabling arrangements required for successful delivery, so as to ensure that IRR is not exposed to a risk of creeping failure. As a result, the IREM Project’s implementation health warning system will enable the MA and IRR to: (1) become familiar with what acceptable performance should look like, (2) quickly understand which zone the project performance belongs to, (3) identify risks on time, and (4) introduce appropriate mitigation actions to increase confidence in the program delivery and/or remedy deficiencies most effectively and efficiently.
\nIn managing the delivery of a cost-efficient output, the MA will need to act in a balanced approach between the supervision for the compliance of the executed works with the contract provisions (review of past performance) and forward-looking to identify risks and to develop corrective measures to avoid/mitigate the deviations from the timeline of the IREM Project.
\nThe MA shall use the IPC and the risk register to realign the contractual relationship with the supply chain and shall put in place an early warning mechanism for potential risks. The IPC and the risk register shall be used to enable the analysis of the status of the program, based on the S-curve, which will need to illustrate the impact of the corrective actions on the contractual outputs. The MA will use the IPC and risk register, among others, to ensure the IREM Project is completed on time and within budget.
\nThe MA shall allocate dedicated resources exclusively for risk-based program management, separated from the team used for daily monitoring of work progress. The MA shall provide evidence that the team allocated for the program's management has adequate skills and experience and is well-dimensioned to successfully manage the program to completion.
\nWhere needed, the MA shall organize monthly meetings between the teams of senior decision-makers from IRR in charge of delivering the IREM components, Contractors, and project teams, working as a single team to better understand the challenges and to address any identified risks for the implementation of the IREM Project.
\n
"},{"id":"OP00373371","notice_type":"Request for Expression of Interest","noticedate":"14-Aug-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-08-28T00:00:00Z","submission_deadline_time":"16:00","project_ctry_name":"Western and Central Africa","project_id":"P500628","project_name":"Western Africa Regional Digital Integration Program - Series of Projects 2","bid_reference_no":"LR-MOPT-503793-CS-INDV","bid_description":"Recruitment of a Financial Management Assistant","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"McDonald & Carey Streets\n1000 Monrovia, 10 Liberia","contact_ctry_name":"Liberia","contact_email":"nicholasn.johnson3@gmail.com","contact_name":"Nicholas N. Johnson","contact_organization":"Ministry of Posts and Telecommunications","contact_phone_no":"00231779169567","submission_date":"2025-08-14T00:00:00Z","notice_text":"
\n\n
| \n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t Republic of Liberia \n\n\t\t\tMinistry of Posts and Telecommunications \n\n\t\t\tWestern African Regional Digital Integration Project – Series of Projects 2 Liberia (WARDIP SOP2-Liberia) \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Project ID: P500628
\n\n\n\n
Expression of Interest (EOI)
\n\nfor
\n\nthe Position of Financial Assistant
\n\nThe Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa.
\n\nWARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components.
\n\n· Component I. Connectivity Market Development and Integration: This component aims to provide infrastructure financing and support for an enhanced enabling environment to develop the regional broadband connectivity market.
\n\n· Component II: Data Market Development and Integration: This component aims to build trust in online transactions and strengthen the security and resilience of digital infrastructure and systems, focused on focuses on enabling secure, cross-border data exchange, storage, and processing to support regional access to data-driven services, innovation, and infrastructure.
\n\n· Component III. Online Market Development and Integration: This component aims to support the development of a robust regional online market, with a focus on boosting service uptake for an integrated SDM.
\n\n\n\n
\n\n
· Component IV. Project Management and Implementation Support. This component would provide technical assistance and capacity support for program preparation and implementation.
\n\n· Component V. Contingent Emergency Response. The component is included to help participating countries respond swiftly to eligible crises and emergencies, in case of urgent need of assistance or capacity constraints.
\n\nIn view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) intends to set up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this fund and, as thus, seeks to recruit a highly qualified and motivated Financial Assistant for the PIU.
\n\nThe attention of interested Consultant is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 revised November 2017 and August 2018. Setting forth the World Bank’s policy on conflict of interest.
\n\nA Consultant will be selected in accordance with Individual Selection Method set out in the Procurement Regulations
\n\nExpressions of interest which must bear the title Financial Assistant must be delivered in a written form to the address below (in person or by mail, or by e-mail) by 4:00pm GMT beginning August 11, to 28, 2025.
\n\nPlease check the Ministry Website at www.mopt.gov.lr, also as an Annex-A below to this request for expression of interest (reoi) for the Terms of Reference (ToR) and more details for the position.
\n\nFurther information can be obtained at the address below during office hours from 8:30 am to 4:30 pm, local time through patrickpayetee9@gmail.com or 0778723535/0886642510.
\n\nAddress – For Submission of Expressions of Interest:
\n\nHon. Sekou M. Kromah
\n\nMinister
\n\nMinistry of Posts and Telecommunications,
\n\nMcDonald and Carey Streets,
\n\nMonrovia, Liberia
\n\n\n\n
Attention: Patrick Payetee/Interim Project Procurement Specialist (patrickpayetee9@gmail.com)
\n\nWestern Africa Regional Digital Integration Project-Liberia (WARDIP-Liberia)
\n\nOnline submission: patrickpayetee9@gmail.com
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex-A
\n\nTerms of Reference
\n\nFor
\n\nFinancial Management Assistant
\n\n\n\n
| \n\t\t\t Post Title: \n\t\t\t | \n\t\t\t\n\t\t\t Financial Management Assistant \n\t\t\t | \n\t\t
| \n\t\t\t Location of Post: \n\t\t\t | \n\t\t\t\n\t\t\t Monrovia, Liberia \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Contract Duration: \n\t\t\t | \n\t\t\t\n\t\t\t 12 months \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Reporting Line: \n\t\t\t | \n\t\t\t\n\t\t\t WARDIP Liberia/PIU through the PIU Coordinator \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Recruitment Type: \n\t\t\t | \n\t\t\t\n\t\t\t Local \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Type of Contract \n\t\t\t | \n\t\t\t\n\t\t\t X Individual Consultant \n\n\t\t\tConsulting Firm (QCBS, CQS, LCS) \n\n\t\t\tNon-Consulting Service (Competitive Bidding) \n\n\t\t\t\n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa.
\n\n\n\n
WARDIP SOP2-Liberia is the second phase of the Western Africa Regional Development Integration Program series of projects (DTfA – WARDIP), which builds consensus and momentum around the vision for achieving a Single Digital Market (SDM) in Africa. It is envisioned that the project will lead to an increased secure flow of digital services within and between participating countries in Western Africa. By the end of the SOP, foundations of a SDM in Western Africa in line with the AU SDM are expected to be in place.
\n\n\n\n
WARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components.
\n\n\n\n
\n\n
In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) is setting up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this project and, as thus, seeks to recruit a highly qualified and motivated Financial Management (FM) Assistant to join the PIU.
\n\n\n\n
\n\n
The objective of this assignment is to support the PIU with the daily financial operations of the project including the review, development and execution of the full project budget in close consultation with the Project Coordinator and the Head of the Project Financial Management Unit (PFMU). The FM Assistant shall assist the PFMU in providing full project accounting and financial management of all project funds in line with the guidelines and regulations of the partners and stakeholders of this project.
\n\n\n\n
\n\n
The Financial Management Assistant will work closely with the PFMU on all accounting and financial management issues to include but not limited to:
\n\n\n\n
\n\n
\n\n
The person suitable for this position should have the following qualifications:
\n\n\n\n
\n\n
The FM Assistant will be appointed for a period of one (1) year, renewable based on satisfactory performance of the assignment. The FM Assistant’s performance will be assessed based on the following criteria:
\n\n\n\n
\n\n
By accepting to take part in the invitation, the Consultant agrees to keep in confidence all information shared by the Liberian government authorities and the World Bank, whether written or oral, concerning the invitation and/or in relation to the government organizations’ business involved in this assignment which is not of public domain. The Consultant also agrees to use it only for the purposes of this activity and for no other reasons and not to disclose any of the said information to any third party.
\n\n"},{"id":"OP00367768","notice_type":"Request for Expression of Interest","noticedate":"11-Jul-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-07-25T00:00:00Z","submission_deadline_time":"14:00","project_ctry_name":"India","project_id":"P506976","project_name":"West Bengal Health System Reform Program, Operation","bid_reference_no":"IN-DOHFW, WB-485595-CS-QCBS","bid_description":"WHO STEP-wise approach to NCD risk factor surveillance (STEPS) Survey for NCD (round 1)","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Government of West Bengal\nSwasthya Bhawan\nGN-29, Sector-V, Salt Lake, Kolkata - 700 091","contact_ctry_name":"India","contact_email":"splsecretary.healthwb@gmail.com","contact_name":"Vivek Kumar","contact_organization":"Department of Health and Family Welfare, West Bengal","contact_phone_no":"9899068712","submission_date":"2025-07-11T00:00:00Z","notice_text":"
\n\n
Government of West Bengal
\n\nDepartment of Health & Family Welfare
\n\nSwasthya Bhawan, Sector – V, Salt Lake
\n\nKolkata – 700 091
\n\n\n\n
No. HF/SPSRC/21/2025/ 263 Dated: 10 /07/2025
\n\n\n\n
\n\n
E-Procurement Notice
\n\n\n\n
\n\n
INDIA - Proposed West Bengal Health System Reform Program Operation [WBHSRP] – Technical Assistance [TA] Component
\n\n\n\n
CONSULTANCY SERVICES - FIRM SELECTION
\n\n\n\n
REQUEST FOR EXPRESSION OF INTEREST [EOI] for STEP wise approach to Non Communicable Diseases [NCD] risk factor surveillance’ - [STEPS] Survey in West Bengal under Technical Assistance Component of the Proposed West Bengal Health System Reform Program [WBHSRP] Operation
\n\n\n\n
Project ID Number: P506976
\n\n\n\n
Loan Number: TBD
\n\n\n\n
Procurement Plan Reference Number: IN-DOHFW, WB-485595-CS-QCBS
\n\nNIT no: NIT/161/2025
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
[a] General Experience: Firms are requested to provide a brief profile and general experience of the Firm along with organizational structure. Documentary Evidence: Registration certificate of the firm [s]; Power of attorney/Board resolution of authorized representative to sign the EOI proposal; Firm’s brochure
\n\n\n\n
[b] Specific Experience: The firm should have successfully completed at least Two [2] similar assignments in health sector within the past ten [10] years in Government or PSU or Multilateral, or Bilateral projects. Documentary evidence: Completion certificate/work order [including project title, duration, nature, total contract value and tenure, total input in terms of staff month, Client with contact details, location of service, and scope of services, etc.]/ Satisfactory work continuation certificate. The experience of a parent company, subsidiary company, group company or associates [whatever the names] of the Applicant shall not be considered in short listing.
\n\n\n\n
[c] Financial capacity of the firm including average annual turnover from survey assignments for the last three financial years [2022-23, 2023-24 and 2024-25] which should not be less than INR 4 Crores. Documentary evidence: Audited financial reports for last three financial years.
\n\n\n\n
[d] Manpower with qualifications and relevant technical and professional competence necessary for implementation of the assignment. Kindly do not provide CVs as these will not be evaluated at short listing stage
\n\n\n\n
While indicating information relating to [b] , it shall be made clear whether the responsibility of the firm was in the capacity of a principal firm [lead partner] or as an associated firm [sub-consultant/JV partner] with detail scope of the service. A short note on similar projects implemented by the firm should be provided.
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Key Dates
\n\nREOI publication date and time: July 11, 2025 from 10:00 Hours
\n\nREOI download start date and time: July 11, 2025 from 10:00 Hours
\n\nREOI download end date and time July 25, 2025 from 14:00 Hours
\n\nEOI online opening date and time: July 25, 2025 from 14:30 Hours
\n\n\n\n
\n\n
Strategic Planning and State Reform Cell [SPSRC]
\n\nDepartment of Health and Family Welfare
\n\nGovernment of West Bengal
\n\nShri.Vivek Kumar, Special Secretary and Director SPSRC
\n\nSwasthya Bhawan, GN 29, Salt Lake
\n\nKolkata
\n\nWest Bengal 700091
\n\nTelephone number: +91 33 23577921 / +91 33 233330609/11
\n\nE-mail: wb.healthcare.reforms@gmail.com
\n\n\n\n
Attachment: Terms of Reference
\n\n\n\n
\n\n
\n\n
Sd/-
\n\nSpl. Secretary & Director SPSRC
\n\nGoWB
\n\n\n\n
\n\n
Indicative Terms of Reference
\n\n\n\n
Hiring of Consultancy Services [Firm] to Conduct ‘STEPwise approach to Non Communicable Diseases [NCD] risk factor surveillance’ - [STEPS] Survey in West Bengal under Technical Assistance Component of the proposed West Bengal Health System Reform Program (WBHSRP) Operation
\n\n\n\n
The proposed West Bengal Health System Reform Program (WBHSRP) Operation (Unnata Susathya West Bengal) is a health systems reforms program of the Department of Health and Family Welfare (DoH&FW), Govt. of West Bengal (GoWB). The WBHSRP is proposed to be implemented during 2025-2031, with US$290 million loan from the World Bank and would use a Program for Results (PforR) lending instrument that focuses on result-based outcomes, with a Technical Assistance [TA]/IPF component to ensure focus on results-based outcomes for achieving the Program Development Objectives (PDO). This assignment is under the Technical Assistance component of the WBHSRP.
\n\n\n\n
The Program Development Objective (PDO) of the Proposed WBHSRP is “to improve utilization of health services, enhance quality of care and reduce inequities in maternal and adolescent health in West Bengal”. The program activities are organized around the four Result Areas (RAs) which contribute to the PDO. The activities of the WBHSRP under the four result areas (RAs) principally are such that they either expedite, augment or enhance the existing government program.
\n\n\n\n
RA-1: Strengthened integrated care model for CPHC services: The key focus of this RA is to strengthen the policies and service delivery framework to address the NCD related risk factors, improve input and process quality of the primary healthcare system, strengthen the continuum of care, and streamline protocols for frontline workers and service providers for the provision of quality personalized care. Global evidence suggests that addressing risk factors early on leads to a reduction in the disease burden for NCD and facilitating processes and protocols for the providers has a positive impact on care-seeking among NCD patients, ultimately leads to control of NCD conditions.[1] While the focus of the RA is on hypertension and diabetes, strengthened systems are expected to improve access and quality of services for other NCDs.
\n\n\n\n
RA#2: Reduced health inequalities in maternal and adolescent health: RA#2 will strengthen the delivery of health services to address the challenges of adolescent girls and boys. While several interventions targeting adolescents are operational in the state, gaps remain in their coverage and quality, coordination, and monitoring mechanisms. Addressing the GBV also requires streamlining key interventions within the health system. Thus, the design of RA#2 seeks to (a) strengthen convergence among DoHFW, School Education Department and Women and Child Development Department and track key indicators and progress at the state, district and sub-district levels; (b) expand coverage and quality of RKSK program; and (c) develop and roll out survivor-centric GBV services
\n\n\n\n
RA #3 – Enhanced Governance, Accountability and Resilience: This RA focuses on critical QoC interventions, which are recognized through global evidence to be the ‘best buys’ on governance, accountability and resilience.[2] These include developing a facility- and administrative-level performance measurement framework (PMF) to track progress of health system performance and public reporting and facility accreditation for comprehensive emergency obstetric and newborn care (CEmONC) centers.[3] Additionally, this result would focus on strengthening public financial management (PFM) and procurement-related challenges, which are critical to improve governance. Finally, the RA would also focus on extreme weather events and health-related interventions and strengthening the climate resilience of the health system.
\n\n\n\n
RA#4: Alignment of behaviors between people and Providers: RA#4 would strengthen the system to address people and provider behaviors. It will support development and implementation of social and behavior change communication (SBCC) strategies to improve maternal and adolescent health and GBV-related outcomes, especially in priority districts lagging the state averages. The interventions are expected to empower communities with knowledge and awareness about health risks and available services. RA#4 will also support activities to bridge providers’ know-do gap for better clinical effectiveness. These interventions are well defined under several global frameworks[4], and proven to improve quality of services and increase demand.
\n\n\n\n
A key element under Results Area 1 is the control and prevention of NCDs, notably hypertension and diabetes, which account for a growing burden of morbidity and mortality in the state. The Global status report on Non-Communicable Diseases by World Health Organization (WHO) has estimated that every year, nearly 28 million people lose their lives to NCDs. In India, NCDs account for 60% of the total deaths. The burden of NCDs and associated risk factors is evident worldwide. This is especially true among those living in poverty. NCDs are increasingly affecting developing countries at a faster rate than in developed nations. NCDs are lifestyle diseases, as the behavioural risk factors like smoking, alcohol consumption, inadequate fruit and vegetables intake and physical inactivity pose an individual at increased risk of developing NCD. Although many lifestyle factors are considered to be modifiable, all individuals, across all strata of society should have sufficient and equal access and support to make healthy lifestyle choices. The WHO global status report on non-communicable diseases 2010 ranked the monitoring and surveillance of risk factors as a top priority to tackle growing NCD epidemics in low resource settings. India, as part of Integrated Disease Surveillance Project, conducted a NCD risk factor surveillance using WHO STEPS questionnaire in the year 2007 to provide data on risk factors, which in turn was expecting to help the state health administrators to plan strategies for the control of non-communicable diseases by modifying the risk factors. Though it was planned to include all Indian states in a phased manner, the project ended with the first phase which included seven states namely Andhra Pradesh, Kerala, Madhya Pradesh, Maharashtra, Mizoram, Tamil Nadu and Uttarakhand.
\n\n\n\n
West Bengal has not conducted this survey in the past and having combated the major communicable diseases in West Bengal, it is high time that the resources are invested on fighting non- communicable diseases. To address this, the Department of Health & Family Welfare (DoHFW), Government of West Bengal (GoWB) plans to undertake a state-wide STEPwise approach to NCD risk factor surveillance (STEPS)[5] aligned with the WHO’s standardized approach for surveillance of NCD risk factors. This will provide critical baseline data to inform policy, measure program performance, and strengthen the quality of primary care service delivery under WBHSRP.
\n\n\n\n
The overall objective of the assignment is to conduct a comprehensive NCD risk factor survey in West Bengal based on the WHO STEPS methodology targeting adult population (18-69 years), so as to generate population level estimates on key NCD risk factors (behaviorial, physical and biochemical) disaggregated by age, gender and geography, in order to ultimately formulate a baseline for the Program to support design of preventive, diagnostic, and treatment strategies.
\n\n\n\n
Specific tasks under this objective include but may not be limited to the following :
\n\n\n\n
The scope of the assignment includes inception, tool development, fieldwork, data cleaning, analysis, ascertaining the baseline and dissemination of results to key stakeholders of the DoHFW, encompassing the following activities, structured across three main phases of the survey:
\n\n\n\n
A. Preparatory Phase:
\n\n\n\n
B. Data Collection Phase:
\n\n\n\n
C. Analysis and Reporting Phase:
\n\n\n\n
\n\n
The duration of the assignment would be twelve (12) months from contract signature.
\n\n\n\n
\n\n
The selected consultant/firm shall be expected to report and deploy sufficient amount of human resource required to successfully deliver the tasks in the defined timelines. The human resource requirement for the project must include key experts of suitable qualifications and experience for the key positions tabulated below:
\n\n\n\n
| \n\t\t\t S. \n\n\t\t\tNo. \n\t\t\t | \n\t\t\t\n\t\t\t Key Position \n\t\t\t | \n\t\t\t\n\t\t\t Nos. \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Qualification and Professional Experience \n\t\t\t | \n\t\t\t\n\t\t\t Estimated Person Months \n\t\t\t | \n\t\t
| \n\t\t\t K1 \n\t\t\t | \n\t\t\t\n\t\t\t Team Leader/Principal Investigator (PI) \n\n\t\t\t\n\n\t\t\t
| \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 15 years’ of demonstrated experience in managing health and nutrition sector projects (with focus on NCDs) with strong background in analytics, surveys, monitoring, and evaluation in the health sector. \n\n\t\t\t\n\n\t\t\t Specific Experience: Working as technical expert or Team Leader in at least 2 projects having similar objectives involving quantitative and qualitative data collection, questionnaire design and large-scale surveys and their analysis. Prior experience in similar surveys that includes a module on biomarkers (such as WHO STEPS, National Family Health Survey (NFHS) or UNICEF Comprehensive National Nutrition Survey (CNNS) would be an advantage. \n\n\t\t\t\n\n\t\t\t Qualifications post-graduate or higher degree in biostatistics/epidemiology/public health/nutrition/ health administration from a recognized University. \n\t\t\t | \n\t\t\t\n\t\t\t 12 \n\t\t\t | \n\t\t
| \n\t\t\t K2 \n\t\t\t | \n\t\t\t\n\t\t\t Public Health Specialist (with Specialization in Epidemiology)/ Epidemiologist \n\n\t\t\t\n\n\t\t\t - Design survey methodology (sampling techniques, data collection methods) \n\n\t\t\t-Create questionnaires or interview guides \n\n\t\t\t-Oversee the pilot test and conduct of the survey \n\n\t\t\t-Collaborate with stakeholders, government agencies, and NGOs as necessary \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 10+ years of demonstrated experience in NCD-focused surveys. Must have led sampling design and survey instruments aligned with WHO STEPS. The specialist should also have experience in working with the government health systems, in handling or managing analytical studies on health including experience in assessment and/or evaluation of public health programs \n\n\t\t\t\n\n\t\t\t Specific Experience: Working as technical expert in at least 2 Public Health/Nutrition/Epidemiology projects having similar objectives involving quantitative data collection, questionnaire design and large-scale surveys and their analysis. \n\n\t\t\t\n\n\t\t\t Qualifications: Post-graduate or higher degree in public health/nutrition/ health administration from a recognized University. \n\t\t\t | \n\t\t\t\n\t\t\t 24 months cumulative for K2 \n\t\t\t | \n\t\t
| \n\t\t\t K3 \n\t\t\t | \n\t\t\t\n\t\t\t Survey Expert \n\n\t\t\t\n\n\t\t\t - Ensure the quality of technical and operational aspects of the survey, including sampling, sample size calculations and designing of appropriate weights \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: \n\n\t\t\t\n\n\t\t\t Specific Experience: At least 7 years of professional experience in household surveys. Ensures technical quality, sample design, and weight calculations. Demonstrated experience in use of statistical/analysis software such as STATA/Epi/SPSS/SAS. \n\n\t\t\t\n\n\t\t\t Qualifications: Postgraduate degree in biostatistics, epidemiology or economics. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t
| \n\t\t\t K4 \n\t\t\t | \n\t\t\t\n\t\t\t Lab Coordinator/Biochemical Specialist \n\n\t\t\t\n\n\t\t\t -Oversee all aspects of STEP 3 biochemical sample collection, including planning, cold chain logistics, and compliance with WHO STEPS and NABL protocols. \n\n\t\t\t-Coordinate with district laboratory partners to ensure timely and quality-controlled processing of blood samples (e.g., glucose, lipids, thyroid profile). \n\n\t\t\t-Ensure availability and calibration of lab equipment, sample transport materials, and lab kits across all districts. \n\n\t\t\t-Monitor adherence to pre-analytical protocols, including fasting requirements, informed consent, and proper labeling and tracking of specimens. \n\n\t\t\t-Facilitate quality assurance processes, including use of control strips, double-blind sample re-testing, and sample integrity tracking. \n\n\t\t\t-Provide technical orientation to field phlebotomists/lab technicians and troubleshoot issues during sample collection. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 5 years of relevant experience in laboratory diagnostics, public health surveillance, or managing field-based biomedical sample collection, including logistics and cold chain maintenance. \n\n\t\t\t\n\n\t\t\t Specific Experience: Experience in venous blood collection protocols, biochemical analysis, and working with NABL-accredited or equivalent lab settings. Familiarity with WHO STEP 3 protocols or equivalent biomarker surveys preferred. \n\n\t\t\t\n\n\t\t\t Qualifications: Bachelor’s degree in Medical Laboratory Technology. \n\n\t\t\tCertification in laboratory quality management or biosafety will be an advantage. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 8 months cumulative for K4 \n\t\t\t | \n\t\t
| \n\t\t\t K5 \n\t\t\t | \n\t\t\t\n\t\t\t Data and IT expert \n\n\t\t\t\n\n\t\t\t -Develop the CAPI-based field data entry formats and data management strategy, ensure the quality of data entry, and coordinate data entry \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 3 years of professional experience in managing large household datasets \n\n\t\t\t\n\n\t\t\t Specific Experience: Experience in developing digital data entry system for health sector survey. \n\n\t\t\t\n\n\t\t\t Qualifications: B.Tech/BCA/BSc-IT degree from a recognized University; 3+ years building and managing mobile-based tools (ODK/Kobo). \n\t\t\t | \n\t\t\t\n\t\t\t 12 months cumulative for K5 \n\t\t\t | \n\t\t
| \n\t\t\t K6 \n\t\t\t | \n\t\t\t\n\t\t\t Monitoring & Evaluation (M&E) Specialist \n\n\t\t\t\n\n\t\t\t - Work with the K2 and K3 in (a) Designing survey methodology (sampling techniques, data collection methods); (b) creating questionnaires or interview guides; and (c) overseeing the pilot test and conduct of the survey \n\n\t\t\t- Ensure data integrity through proper data handling, validation, and error-checking procedures. \n\n\t\t\t- Use advanced analytics to analyze survey data, identifying trends and correlations. \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 7 years of relevant experience in health systems and M&E with focus on qualitative and quantitative data collection \n\n\t\t\t\n\n\t\t\t Specific Experience: experience in monitoring & evaluation of development programs in areas of health systems strengthening, NCDs, etc. Proficiency in using statistical analysis software, such as SPSS, STATA, and Excel. Qualitative data analysis software (such as QSR) will be preferred. \n\n\t\t\t\n\n\t\t\t Qualifications: Masters in Economics or Statistics, Epidemiology or Public Health from a recognized University. \n\t\t\t | \n\t\t\t\n\t\t\t 18 months cumulative for K6 \n\t\t\t | \n\t\t
| \n\t\t\t K7 \n\t\t\t | \n\t\t\t\n\t\t\t Report Writer/Communications Specialist \n\n\t\t\t\n\n\t\t\t - Compile and analyze survey findings into clear, concise, and actionable reports. \n\n\t\t\t-Translate complex data into accessible insights for diverse audiences, including policymakers, researchers, and the general public. \n\n\t\t\t-Prepare reports, presentations and other communication materials as per the required template. \n\n\t\t\t-Ensure that the reports are professionally formatted and edited as per the GoWB requirements. \n\n\t\t\t-Ensure reports and communication materials adhere to public health standards, ethical guidelines, and data privacy laws. \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Professional Experience: At least 5 years of relevant work experience in report writing and documentation. \n\n\t\t\t\n\n\t\t\t Specific Experience: Worked as Report Writer/Communications Specialist and has drafted Project reports for at least 3 Public Health projects having similar objectives involving quantitative data collection, questionnaire design and large-scale surveys and their analysis. \n\n\t\t\t\n\n\t\t\t Qualifications: Master’s degree in English, Journalism, or Mass Communication/MSW/ Public Health/rural management from a recognized University. \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t
| \n\t\t\t TOTAL \n\t\t\t | \n\t\t\t\n\t\t\t 87 \n\t\t\t | \n\t\t
\n\n
Table 3: Essential Qualification and experience of Non-Key [NK] Experts
\n\n| \n\t\t\t Sl.No. \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t\t Nos. \n\t\t\t | \n\t\t\t\n\t\t\t Essential Qualification/ Experience \n\t\t\t | \n\t\t\t\n\t\t\t Estimated Person Months \n\t\t\t | \n\t\t
| \n\t\t\t NK1 \n\t\t\t | \n\t\t\t\n\t\t\t Field Surveyors \n\t\t\t | \n\t\t\t\n\t\t\t 35 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 140 person months cumulative for NK1 \n\t\t\t | \n\t\t
| \n\t\t\t NK2 \n\t\t\t | \n\t\t\t\n\t\t\t Phlebotomist \n\t\t\t | \n\t\t\t\n\t\t\t 35 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 140 person months cumulative for NK2 \n\t\t\t | \n\t\t
| \n\t\t\t NK3 \n\t\t\t | \n\t\t\t\n\t\t\t Field Supervisors \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 40 person months cumulative for NK3 \n\t\t\t | \n\t\t
\n\n
\n\n
The consultant/firm shall carry out the assignment under the overall supervision of the DoHFW. However, day-to-day activities shall be coordinated by the nodal for RA#1 under the PMU, WBHSRP and nodal for NCD program in DoHFW.
\n\n\n\n
The PMU shall provide the consultant/firm with relevant documents, data and permissions necessary to complete deliverables under the assignment and shall ensure that the firm has access to all Program sites and locations.
\n\n\n\n
The consultant/firm shall timely submit the following reports to the PMU (the inception and assignment completion reports would be in Word, PDF and printed formats):
\n\n\n\n
Table 4: List of Deliverables
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables/Outputs \n\t\t\t | \n\t\t\t\n\t\t\t Tentative Deadline \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with proposed survey tools, sampling methodology, indicative questionnaire (s), workplan with key milestones and timelines, deployment of resources, and STEPS plan \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 1 month \n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t Pilot testing of the STEPS tools, incorporating the suggested changes and submission of final assessment tools \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 3 months \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\t\t\t | \n\t\t\t\n\t\t\t Final tools and questionnaire and commencement of STEPS \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 4 months \n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\t\t\t | \n\t\t\t\n\t\t\t Midline Progress Report \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 7 months \n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\t\t\t | \n\t\t\t\n\t\t\t Draft report with detailed analysis of the findings \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 9 months \n\t\t\t | \n\t\t
| \n\t\t\t 5. \n\t\t\t | \n\t\t\t\n\t\t\t Final assessment report with detailed analysis of the findings \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 10 months \n\t\t\t | \n\t\t
| \n\t\t\t 6. \n\t\t\t | \n\t\t\t\n\t\t\t Dissemination to the stakeholders and creation of knowledge products \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 11 months \n\t\t\t | \n\t\t
| \n\t\t\t 7. \n\t\t\t | \n\t\t\t\n\t\t\t Assignment Completion Report \n\t\t\t | \n\t\t\t\n\t\t\t T0 + 12 months \n\t\t\t | \n\t\t
\n\n
It may be noted that payments shall be made upon acceptance of the deliverables by the Client.
\n\n\n\n
\n\n
Give access to all the required documents, correspondence and any other information associated with the project as felt necessary by Client in discussion with the consultant. Facilitate consultation with relevant stakeholders (Departments, Implementation Entities and other institutions), as appropriate.
\n\n\n\n
\n\n
The consultant firm will protect the confidentiality of those participating in the survey at all stages. All data/material/information collected shall be confidential and the property of the DoHFW, GoWB. No data or other information from this survey will be released to third parties without the written approval of the DoHFW, GoWB The consultant firm will turn over all data and questionnaires to the DoHFW, GoWB and will not destroy information and material at the end of the project and after all data and original documentation has been delivered to the DoHFW, GoWB.
\n\n\n\n
\n\n
\n\n
Annexure I: STEPS survey study Protocol– West Bengal
\n\nMethods :
\n\n1.1 Study design
\n\nA state wide cross-sectional survey will be conducted using the WHO STEP wise survey protocol to obtain representative estimates from the adult population, aged 18 to 69 years, in West Bengal. The age will be grouped into 18-29 years, 30-44 years, 45-59 years, 60-69 years. All groups will be measured in both genders.
\n\n1.2 Study population
\n\nThe target population of the study will be adults aged 18 to 69 years old residing in West Bengal.
\n\n1.3 Inclusion criteria
\n\nAll individuals aged 18 to 69 years of age and residing in the address for more than 12 months will be included.
\n\n1.4 Exclusion criteria
\n\nIndividuals who fall into following categories will be excluded from the survey.
\n\n1.5 Sample Size:
\n\nN = Zα2pqd2
\n\nWherein,
\n\nNo of household calculation= (no of houeholds in the area) * sample size / total no of households
\n\n1.6 Sampling Method
\n\nA multi stage cluster sampling method will be used to select a state wide representative sample from the total population. A uniform sample design with population proportionate to size allocation in urban and rural area will be adopted in all the districts. In each district, the rural sample will be selected in from each Blocks. In the first stage, a village will be randomly selected followed by the random selection of equal number of households within each selected village. In urban areas of each district, a two-stage procedure will be followed from all the wards. In the first stage, one Census Enumeration Block (CEB) from each ward followed by random selection of equal number of households within each CEB using the systematic random sampling procedure.
\n\nThe number of population to be covered in each district will be sampled based on the population proportion to sample size with equal allocation in urban and rural areas.
\n\n| \n\t\t\t Sl. No. \n\t\t\t | \n\t\t\t\n\t\t\t Name of District \n\t\t\t | \n\t\t\t\n\t\t\t Total Projected Pop 23-24 \n\t\t\t | \n\t\t\t\n\t\t\t % of Total Population \n\t\t\t | \n\t\t\t\n\t\t\t District wise sample size \n\t\t\t | \n\t\t\t\n\t\t\t Sample size for rural \n\t\t\t | \n\t\t\t\n\t\t\t No. of Blocks \n\t\t\t | \n\t\t\t\n\t\t\t Sample size for urban \n\t\t\t | \n\t\t\t\n\t\t\t No. of ULBs \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Alipurduar \n\t\t\t | \n\t\t\t\n\t\t\t 1699916 \n\t\t\t | \n\t\t\t\n\t\t\t 1.6% \n\t\t\t | \n\t\t\t\n\t\t\t 126 \n\t\t\t | \n\t\t\t\n\t\t\t 91 \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t 35 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Bankura \n\t\t\t | \n\t\t\t\n\t\t\t 2774381 \n\t\t\t | \n\t\t\t\n\t\t\t 2.7% \n\t\t\t | \n\t\t\t\n\t\t\t 206 \n\t\t\t | \n\t\t\t\n\t\t\t 150 \n\t\t\t | \n\t\t\t\n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t 56 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Basirhat HD \n\t\t\t | \n\t\t\t\n\t\t\t 2594447 \n\t\t\t | \n\t\t\t\n\t\t\t 2.5% \n\t\t\t | \n\t\t\t\n\t\t\t 192 \n\t\t\t | \n\t\t\t\n\t\t\t 139 \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t 53 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Birbhum \n\t\t\t | \n\t\t\t\n\t\t\t 2288764 \n\t\t\t | \n\t\t\t\n\t\t\t 2.2% \n\t\t\t | \n\t\t\t\n\t\t\t 170 \n\t\t\t | \n\t\t\t\n\t\t\t 123 \n\t\t\t | \n\t\t\t\n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t 47 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Bishnupur HD \n\t\t\t | \n\t\t\t\n\t\t\t 1241547 \n\t\t\t | \n\t\t\t\n\t\t\t 1.2% \n\t\t\t | \n\t\t\t\n\t\t\t 92 \n\t\t\t | \n\t\t\t\n\t\t\t 67 \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t 25 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Cooch Behar \n\t\t\t | \n\t\t\t\n\t\t\t 3181753 \n\t\t\t | \n\t\t\t\n\t\t\t 3.1% \n\t\t\t | \n\t\t\t\n\t\t\t 236 \n\t\t\t | \n\t\t\t\n\t\t\t 171 \n\t\t\t | \n\t\t\t\n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t 65 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Dakhhin Dinajpur \n\t\t\t | \n\t\t\t\n\t\t\t 1845920 \n\t\t\t | \n\t\t\t\n\t\t\t 1.8% \n\t\t\t | \n\t\t\t\n\t\t\t 137 \n\t\t\t | \n\t\t\t\n\t\t\t 99 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 38 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Darjiling \n\t\t\t | \n\t\t\t\n\t\t\t 2194684 \n\t\t\t | \n\t\t\t\n\t\t\t 2.1% \n\t\t\t | \n\t\t\t\n\t\t\t 163 \n\t\t\t | \n\t\t\t\n\t\t\t 118 \n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Diamond Harbour \n\t\t\t | \n\t\t\t\n\t\t\t 3602696 \n\t\t\t | \n\t\t\t\n\t\t\t 3.5% \n\t\t\t | \n\t\t\t\n\t\t\t 267 \n\t\t\t | \n\t\t\t\n\t\t\t 194 \n\t\t\t | \n\t\t\t\n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t 73 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t Hooghly \n\t\t\t | \n\t\t\t\n\t\t\t 6022761 \n\t\t\t | \n\t\t\t\n\t\t\t 5.8% \n\t\t\t | \n\t\t\t\n\t\t\t 447 \n\t\t\t | \n\t\t\t\n\t\t\t 325 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t 122 \n\t\t\t | \n\t\t\t\n\t\t\t 12 \n\t\t\t | \n\t\t
| \n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t Howrah \n\t\t\t | \n\t\t\t\n\t\t\t 5434838 \n\t\t\t | \n\t\t\t\n\t\t\t 5.2% \n\t\t\t | \n\t\t\t\n\t\t\t 403 \n\t\t\t | \n\t\t\t\n\t\t\t 293 \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t 110 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t Jalpaiguri \n\t\t\t | \n\t\t\t\n\t\t\t 2214940 \n\t\t\t | \n\t\t\t\n\t\t\t 2.1% \n\t\t\t | \n\t\t\t\n\t\t\t 164 \n\t\t\t | \n\t\t\t\n\t\t\t 119 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t Jhargram \n\t\t\t | \n\t\t\t\n\t\t\t 1278356 \n\t\t\t | \n\t\t\t\n\t\t\t 1.2% \n\t\t\t | \n\t\t\t\n\t\t\t 95 \n\t\t\t | \n\t\t\t\n\t\t\t 69 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 26 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t Kalimpong \n\t\t\t | \n\t\t\t\n\t\t\t 338893 \n\t\t\t | \n\t\t\t\n\t\t\t 0.3% \n\t\t\t | \n\t\t\t\n\t\t\t 25 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t Kolkata \n\t\t\t | \n\t\t\t\n\t\t\t 4771755 \n\t\t\t | \n\t\t\t\n\t\t\t 4.6% \n\t\t\t | \n\t\t\t\n\t\t\t 354 \n\t\t\t | \n\t\t\t\n\t\t\t 0 \n\t\t\t | \n\t\t\t\n\t\t\t 0 \n\t\t\t | \n\t\t\t\n\t\t\t 354 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t Maldah \n\t\t\t | \n\t\t\t\n\t\t\t 4769390 \n\t\t\t | \n\t\t\t\n\t\t\t 4.6% \n\t\t\t | \n\t\t\t\n\t\t\t 354 \n\t\t\t | \n\t\t\t\n\t\t\t 257 \n\t\t\t | \n\t\t\t\n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t 97 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t 17 \n\t\t\t | \n\t\t\t\n\t\t\t Murshidabad \n\t\t\t | \n\t\t\t\n\t\t\t 8445705 \n\t\t\t | \n\t\t\t\n\t\t\t 8.2% \n\t\t\t | \n\t\t\t\n\t\t\t 626 \n\t\t\t | \n\t\t\t\n\t\t\t 454 \n\t\t\t | \n\t\t\t\n\t\t\t 26 \n\t\t\t | \n\t\t\t\n\t\t\t 172 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t
| \n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Nadia \n\t\t\t | \n\t\t\t\n\t\t\t 5755841 \n\t\t\t | \n\t\t\t\n\t\t\t 5.6% \n\t\t\t | \n\t\t\t\n\t\t\t 427 \n\t\t\t | \n\t\t\t\n\t\t\t 310 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t 117 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t
| \n\t\t\t 19 \n\t\t\t | \n\t\t\t\n\t\t\t Nandigram HD \n\t\t\t | \n\t\t\t\n\t\t\t 2147696 \n\t\t\t | \n\t\t\t\n\t\t\t 2.1% \n\t\t\t | \n\t\t\t\n\t\t\t 159 \n\t\t\t | \n\t\t\t\n\t\t\t 115 \n\t\t\t | \n\t\t\t\n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t 44 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t North 24 PGS \n\t\t\t | \n\t\t\t\n\t\t\t 8685891 \n\t\t\t | \n\t\t\t\n\t\t\t 8.4% \n\t\t\t | \n\t\t\t\n\t\t\t 644 \n\t\t\t | \n\t\t\t\n\t\t\t 468 \n\t\t\t | \n\t\t\t\n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t 176 \n\t\t\t | \n\t\t\t\n\t\t\t 24 \n\t\t\t | \n\t\t
| \n\t\t\t 21 \n\t\t\t | \n\t\t\t\n\t\t\t Paschim Bardhaman \n\t\t\t | \n\t\t\t\n\t\t\t 3177023 \n\t\t\t | \n\t\t\t\n\t\t\t 3.1% \n\t\t\t | \n\t\t\t\n\t\t\t 236 \n\t\t\t | \n\t\t\t\n\t\t\t 171 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 65 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t 22 \n\t\t\t | \n\t\t\t\n\t\t\t Paschim Medinipur \n\t\t\t | \n\t\t\t\n\t\t\t 5449747 \n\t\t\t | \n\t\t\t\n\t\t\t 5.3% \n\t\t\t | \n\t\t\t\n\t\t\t 404 \n\t\t\t | \n\t\t\t\n\t\t\t 293 \n\t\t\t | \n\t\t\t\n\t\t\t 21 \n\t\t\t | \n\t\t\t\n\t\t\t 111 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 23 \n\t\t\t | \n\t\t\t\n\t\t\t Purba Bardhaman \n\t\t\t | \n\t\t\t\n\t\t\t 5409339 \n\t\t\t | \n\t\t\t\n\t\t\t 5.2% \n\t\t\t | \n\t\t\t\n\t\t\t 401 \n\t\t\t | \n\t\t\t\n\t\t\t 291 \n\t\t\t | \n\t\t\t\n\t\t\t 23 \n\t\t\t | \n\t\t\t\n\t\t\t 110 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 24 \n\t\t\t | \n\t\t\t\n\t\t\t Purba Medinipur \n\t\t\t | \n\t\t\t\n\t\t\t 3656985 \n\t\t\t | \n\t\t\t\n\t\t\t 3.5% \n\t\t\t | \n\t\t\t\n\t\t\t 271 \n\t\t\t | \n\t\t\t\n\t\t\t 197 \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t 74 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t 25 \n\t\t\t | \n\t\t\t\n\t\t\t Purulia \n\t\t\t | \n\t\t\t\n\t\t\t 3339169 \n\t\t\t | \n\t\t\t\n\t\t\t 3.2% \n\t\t\t | \n\t\t\t\n\t\t\t 248 \n\t\t\t | \n\t\t\t\n\t\t\t 180 \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t 68 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 26 \n\t\t\t | \n\t\t\t\n\t\t\t Rampurhat HD \n\t\t\t | \n\t\t\t\n\t\t\t 1726650 \n\t\t\t | \n\t\t\t\n\t\t\t 1.7% \n\t\t\t | \n\t\t\t\n\t\t\t 128 \n\t\t\t | \n\t\t\t\n\t\t\t 93 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 35 \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t 27 \n\t\t\t | \n\t\t\t\n\t\t\t South 24 PGS \n\t\t\t | \n\t\t\t\n\t\t\t 5877888 \n\t\t\t | \n\t\t\t\n\t\t\t 5.7% \n\t\t\t | \n\t\t\t\n\t\t\t 436 \n\t\t\t | \n\t\t\t\n\t\t\t 317 \n\t\t\t | \n\t\t\t\n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t 119 \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t
| \n\t\t\t 28 \n\t\t\t | \n\t\t\t\n\t\t\t Uttar Dinajpur \n\t\t\t | \n\t\t\t\n\t\t\t 3616885 \n\t\t\t | \n\t\t\t\n\t\t\t 3.5% \n\t\t\t | \n\t\t\t\n\t\t\t 269 \n\t\t\t | \n\t\t\t\n\t\t\t 195 \n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t 74 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t | \n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t 103543860 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 7680 \n\t\t\t | \n\t\t\t\n\t\t\t 5317 \n\t\t\t | \n\t\t\t\n\t\t\t 342 \n\t\t\t | \n\t\t\t\n\t\t\t 2363 \n\t\t\t | \n\t\t\t\n\t\t\t 97 \n\t\t\t | \n\t\t
\n\n
From each selected PSU (District), the SSU (Block in rural area and ULB in urban area) will be selected proportionately by systematic random sampling (every fifth) starting from a landmark (BDO/ Panchayet samity office area) until the required sample size is achieved. From each selected household, one individual will be selected from those who fall in the 18-69 age range by using KISH method.
\n\nSelection of eligible participants at household level:
\n\nOne eligible participant (aged between 18 and 69 years) in the selected households will be recruited for the survey using the KISH method.
\n\nThe Kish sampling method will be used to randomly select one eligible member of the household. Using the Kish Method, eligible participants (adults aged 18 to 69 years) in each household will be ranked in order of decreasing age, starting with males then females, then randomly selected.
\n\nSTEPS INSTRUMENT:
\n\nPreparation of STEPS instrument:
\n\nAll necessary STEPS approved questionnaire and tools of WHO may be re-created in Google Form/ ODK toolkit app for mobile based data collection. Data analysis tools can also be created with the help of department / 3rd party Statistician and I.T team (to be decided by higher authorities).
\n\nCommunity information
\n\nNecessary community information for the survey and data collection is an essential step before survey and may be appraised by MPW and ASHA after getting policy approval from the Department.
\n\nData Collection
\n\nData collection will be done by 28 different teams, one team for each district. The data and blood sample collector will be selected & engaged by firm which will be selected by tender selection committee.
\n\nData collection will be done after necessary training by selected firm. Each team required be provided with a field kit containing: a carrier bag, letters to the relevant authorities, feedback forms for participants, consent forms, checklist, list of the selected wards and villages and households and village maps, interview tracking forms, operational manual, pens, pencils, clipboards, notebooks, Seca digital weighing Machine, Seca Portable Stadiometer, Seca measuring tape, OMRON digital BP Apparatus, Batteries, Show Cards, Measuring Cups, feedback forms, Clinic Cards). The team will also be supported by the local Sr. PHN/ PHN/ANM/ ASHA to identify the household and elaborating the procedure.
\n\nThe flow of events will be as follows: STEP 1 and 2 will be conducted at the survey participant's household and STEP 3 will be conducted on the morning of 2nd day of contact by the Laboratory partner.
\n\nData collection will be spread over two phases, namely, initial contact with the participant, completing the questionnaire and taking physical measurements, and collecting blood samples for biochemical measurement. The participants will be requested to give 45–60 minutes of their time for completion of STEPS I and STEP II and an additional 5 minutes for collecting the blood sample.
\n\nData collection from a selected participant will be completed in 2–3 days. On the first day, all eligible participants in the selected household will be listed and one participant will be selected using the Kish method. An interview tracking form will be completed to record brief information about the respondent. If a selected participant is present on that visit, s/he will be requested to participate in the study and asked for consent. Once the consent is obtained, the STEP I and II questionnaire will be completed by the enumerator team. If s/he is not at home, a second visit will be made. After completing STEPS I and II, participants will be given a feedback form. This form will include information on their height, weight, hip and waist circumferences, blood pressure (third reading) and heart rate (third reading). A clinic card will also be given to every participant for biochemical measurement containing fasting instruction. This card will also contain the appointment date, time and place for blood sample collection. Blood sample will be collected by the lab technician at the doorstep. The participants will be called through telephone the previous day evening and oral consent will be obtained to give fasting blood sampling the next day early morning. The lab technician will go to the household the next day early morning to collect the blood sample after obtaining written informed consent. The reports of the biochemical markers will be later communicated to the study participants.
\n\nPhysical Measurements
\n\nBody weight, height, waist and hip circumferences, blood pressure and heart rate will be measured using Seca Digital Floor Scale with High Capacity (Model 813), Seca 217 portable stadiometer, Seca 201 measuring tape and OMRON automatic digital blood pressure monitor respectively.
\n\nHeight will be measured with a portable Seca stadiometer. For the height measurement, respondents will be asked to remove footwear (shoes, slippers, sandals) and any hat or hair ties. Respondents should stand on a flat surface facing the interviewer with their feet together and heels against the backboard with knees straight. They will be asked to look straight ahead and not tilt their head up, making sure that their eyes were at the same level as their ears. Height measurements will be taken to the nearest 0.1 cm.
\n\nWeight will be measured with a pre-calibrated portable digital weighing scale (Seca). The instrument will be placed on a firm, flat surface. Participants will be requested to remove their footwear and socks, wear light clothes, stand on the scale with one foot on each side of the scale, face forward, place arms at their side and wait until asked to step off. Measurements will be taken to the nearest 0.1 kg.
\n\nWaist and hip circumference will be measured using a Seca measuring tape. A private area, such as a separate room within the house, will be used and these measurements will be taken over light clothing. The waist circumference measurement will be made at the midpoint between the last palpable rib and the top of the iliac crest. Measurements will be made to the nearest 0.1 cm. Hip measurement will also be made using a Seca measuring tape placed horizontally at the point of maximum circumference over the buttocks. Measurements will be taken to the nearest 0.1 cm.
\n\nBlood pressure measurements will be taken using automatic digital blood pressure monitor (OMRON) with universal cuff size. Before taking the measurements, participants will be asked to sit quietly and rest for 15 minutes with legs uncrossed. The sphygmomanometer cuff will be placed on the left arm while the participant rested their forearm on a table with the palm facing upward. Two readings will be taken 10 minutes apart. During the analysis the average of the two readings will be taken. The batteries will be replaced after every 100 measurements.
\n\nBiomarker Data Collection Plan
\n\nBiochemical measurements will be done in the selected NABL accredited/ Govt. hospital laboratories in each district. On, the day of the survey when STEP 1 and STEP 2 have been finished, participants will be asked to fast overnight i.e. people will be asked not to consume any food or drinks after 10 p.m. at night, except water, until the morning of the following day. Those participants who comply with the fasting advice will be eligible for blood sample collection. Blood glucose, Lipid profile and Thyroid function test will be performed using locally available Semi/ full auto analyser. Venous Blood will be taken. Blood volume required for the test will be 5 cc. Respondent’s blood will be placed in specimen tube which will be labelled with respondent’s identification number. All the blood specimens will be analysed at the same day.
\n\nTimeline for data collection
\n\nEach enumerator team shall collect samples from a minimum of at least 10 households per day. The biochemical parameters will be collected in the working days of the consecutive week. At this rate, the data from the required sample size will be completed in a period of 8 weeks. (Samples covered by a field team per week will be minimum 18 accounting to 144 in a period of 8 weeks).
\n\nTraining of data collectors
\n\nA 2-day ToT will be organized for the District Nodal and Team Supervisors by selected firm. The training workshop will include sessions on the overview of STEP wise approach to NCD risk factor surveillance, how to approach selected households and individuals including use of Kish method, orientation to m-STEPS app, interview skills, informed consent, detailed discussion on the survey instrument and how to use show cards, mock interviews, demonstration and practice on physical measurements. On the 2nd day of the training, workshop will be organised by the laboratory partner to orient the lab Supervisors on collecting blood samples for blood glucose, lipids and thyroid profile, emergency management and referral of critically high biochemical markers level for medical doctors in the data collection teams and quality control of all field processes.
\n\nOne day training of the data collectors will be given at each district level by the above master trainers in cascade mode.
\n\nEthical considerations
\n\nThe survey proposal will be reviewed, and approval will be obtained by the departmental ethics committee of Health & FW Dept, Govt. of West Bengal.
\n\nThe survey team member will obtain the informed consent from each participant who agreed to participate in all steps of study after they were clearly and completely informed about the study nature. Interviews will be conducted in a manner that ensure confidentiality and privacy of the survey respondents.
\n\nQuality control
\n\nData Quality Management
\n\nThe Quality Control of the study will be decided later by the Department.
\n\n\n\n
\n\n
[1] WHO (World Health Organization). 2009. 2008–2013 Action Plan for the Global Strategy for the Prevention and Control of Non-Communicable Diseases
\n\n[2] Such as the WHO’s national quality policy and strategy (NQPS) and Lancet’s ‘High Quality Health Systems’ framework
\n\n[3] CEmONCs would offer quality obstetric care, including C-sections, newborn and emergency childcare, blood storage, and referral transport
\n\n[4] Key frameworks include the WHO’s Quality of Care Framework for Maternal and Newborn Health, Adolescent-Friendly Health Services Guidelines, and RESPECT Women for GBV response. The United Nations Population Fund’s GBV guidelines support multi-sectoral approaches. For SBCC, UNICEF’s C4D and Johns Hopkins Center for Communication Programs emphasize research, community engagement, and strategic messaging.
\n\n[5] https://www.who.int/teams/noncommunicable-diseases/surveillance/systems-tools/steps
"},{"id":"OP00353260","notice_type":"Request for Expression of Interest","noticedate":"22-Apr-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-05-09T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Eastern and Southern Africa","project_id":"P180547","project_name":"Accelerating Sustainable & Clean Energy Access Transformation Program Using the Multiphase Programma","bid_reference_no":"ZM-COMESA -474527-CS-CDS","bid_description":"Engagement of Project Preparation Facility Fund (PPF) Manager\nContract duration -24 months contract","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Ben Bella Road, P. O. Box 30051, Lusaka","contact_ctry_name":"Zambia","contact_email":"mchileshe@comesa.int","contact_name":"Malama Chileshe","contact_organization":"COMESA","contact_phone_no":"+260977353621","submission_date":"2025-04-22T00:00:00Z","notice_text":"\n\n
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES - FIRMS SELECTION)
\n\nIMPLEMENTING AGENCY: COMMON MARKET FOR EASTERN AND SOUTHERN AFRICA ( COMESA)
\n\nNAME OF PROGRAM: ACCELERATING SUSTAINABLE AND CLEAN ENERGY ACCESS TRANSFORMATION (ASCENT) PROGRAM
\n\nPROJECT ID : P180547
\n\nASSIGNMENT TITLE: ENGAGEMENT OF PROJECT PREPARATION FACILITY FUND (PPF) MANAGER
\n\nREFERENCE NO. ZM-COMESA -474527-CS-CDS
\n\nThe Common Market for Eastern and Southern Africa (COMESA) received a grant from the World Bank towards the implementation of the Accelerating Sustainable and Clean Energy Access Transformation (ASCENT) program and intends to apply part of the proceeds towards consultancy services.
\n\nThe consulting services (“the Services”) include engagement of a Project Preparation Facility Fund (PPF) Manager who will manage application-based allocation of grants and specialized consulting services to Distributed Renewable Energy (DRE) and clean cooking projects from the private and public sectors, as well as corresponding administrative tasks (contracting, monitoring, reporting, etc.). The PPF manager will also have an important role in the detailed design of the PPF, in the adapting of the design throughout the project to meet the needs of the DRE market and establishing partnerships with key industry stakeholders.
\n\n2.0 SERVICES AND IMPLEMENTATION ARRANGEMENTS OF THE PPF
\n\nThe PPF will provide support to the DRE and clean cooking sectors including women-owned and youth owned investable businesses through five mechanisms listed below. These PPF mechanisms are expected to play a critical role in
\n\n(i) accelerating access to finance and reducing the time it takes for companies to reach financial close, (ii) equipping companies with tools and intelligence to expand into new areas/markets, (iii) enhancing companies’ business performance, and (iv) developing a pipeline of investable businesses with solid returns/ impact.
\n\nThe expected start date of the agreement is September 2025 for a period of 24 months ensuring full consistency with the Terms of Reference (TORs)
\n\nThe detailed Terms of Reference (TOR) for this assignment are attached to this Request for Expressions of Interest (REOI).
\n\n3.0 SHORTLISTING CRITERIA
\n\nThe Common Market for Eastern and Southern Africa now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. The shortlisting criteria is as follows;
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” Fifth Edition of September 2023.
\n\nConsultants may associate with other firms to enhance their qualifications but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the Quality Cost Based selection (QCBS) method set out in the Procurement Regulations Fifth Edition of September 2023.
\n\nFurther information can be obtained at the address below during office hours from 09:00 to 16:00 hours Monday to Thursday, on Fridays from 0900 to 12:30 hours Zambian time except for weekends and Public Holidays. Address: Head of Procurement, COMESA Secretariat, Ben Bella Road, Lusaka, Zambia. Email address: Tenders@comesa.int copy procurement@comesa.int
\n\n4.0 SUBMISSION
\n\nExpressions of interest must be submitted written to the following email address;
\n\nTenders@comesa.int copy to procurement@comesa.int
\n\nASSIGNMENT TITLE: ENGAGEMENT OF PROJECT PREPARATION FACILITY FUND (PPF) MANAGER. REFERENCE NO. ZM-COMESA -474527-CS-CDS
\n\nATT: Mr. Silver Mwesigwa
\n\nHead of Procurement
\n\nCOMESA Secretariat
\n\nBen Bella Road
\n\nP.O Box 30051
\n\nLUSAKA 10101
\n\nZambia
\n\nTelephone: +260 211 2297226/29; Web: http://www.comesa.int Facsimile: +260 211 227318;
\n\nCLOSING DATE FOR SUBMISSION
\n\nThe Closing date for receipt of Expression of Interest is 9th May 2025 at 10:00 hours Zambian time
\n\nNB: Physical submission of EOIs shall not be accepted.
\n\nTERMS OF REFERENCE FOR
\n\nCONSULTANCY SERVICES FOR THE MANAGEMENT OF THE PROJECT PREPARATION FACILITY MANAGER (PPF )
\n\n1.0 BACKGROUND
\n\nThe Common Market for Eastern and Southern Africa (COMESA) was established in 1994 as “as an organization of free independent sovereign states that have agreed to cooperate in developing their natural and human resources for the good of all their people.” COMESA sums up its current strategy as “economic prosperity through regional integration.” Recognizing the critical importance of sustainable, reliable, and affordable energy for competitiveness and greater economic integration of countries in the Eastern and Southern Africa region, COMESA has been increasing its involvement in the energy sector. Through its energy program, whose main thrust is to promote regional cooperation in energy development, trade, and capacity building, COMESA supports its member countries in (i) harmonization of energy policy and regulatory frameworks, (ii) regionwide energy planning, and (iii) facilitation of trade in energy services through regional energy trade and development of a wider distributed renewable energy (DRE) market.
\n\nThe Accelerating Sustainable and Clean Energy Access Transformation (ASCENT) Program, funded by the World Bank, is an ambitious leap toward universal energy access and the clean energy transition in the Eastern and Southern Africa region. ASCENT presents a programmatic framework for the World Bank to support acceleration of access to electricity in the region, which utilizes the Multiphase Programmatic Approach (MPA) with a proposed IDA financing envelope of US$5 billion. The first wave of the MPA phases includes the ASCENT COMESA Regional Acceleration Platform, P180547), with a financing allocation of $50 million and a 6-year implementation period from 2025 to 2030.
\n\nThe Regional Energy Access Acceleration Platform will support all countries participating in the ASCENT MPA. Managed by the COMESA Secretariat, the Platform will contribute to implementation and monitoring of the overall ASCENT program. The envisaged components under the Platform are described in Figure 1.
\n\nFigure 1: Overview of the Regional Energy Access Acceleration Platform under the ASCENT MPA
\n\nThe Project Preparation Facility (PPF), with an initial financing allocation of $25 million, will support governments and the private sector in developing bankable, investment-ready projects through a demand-driven approach. The activities envisaged under the PPF are as follows:
\n\nThe COMESA Secretariat is looking for the services of an experienced consulting firm to manage the implementation of the PPF. These Terms of Reference describe the objectives, scope of work, implementation arrangements, and required qualifications of this assignment.
\n\nObjectives
\n\nThe COMESA Secretariat seeks to contract a firm or consortium (the “PPF manager”) to manage the operations of the Project Preparation Facility, which consist in the application-based allocation of grants and specialized consulting services to DRE and clean cooking projects from the private and public sectors, as well as corresponding administrative tasks (contracting, monitoring, reporting, etc). The PPF manager will also have an important role in the detailed design of the PPF, in the adapting of the design throughout the project to meet the needs of the DRE market, and establishing partnerships with key industry stakeholders. The operation of the PPF facility will take into account the gender and social inclusion aspects.
\n\nServices and implementation arrangements of the PPF
\n\nThe PPF will provide support to the DRE and clean cooking sectors including women-owned and youth owned investable businesses through five mechanisms listed below. These PPF mechanisms are expected to play a critical role in (i) accelerating access to finance and reducing the time it takes for companies to reach financial close, (ii) equipping companies with tools and intelligence to expand into new areas/markets, (iii) enhancing companies’ business performance, and (iv) developing a pipeline of investable businesses with solid returns/ impact.
\n\nPublicly available resources: e.g. geospatial mapping and planning platforms, country briefs containing useful information for DRE and clean cooking companies considering expansion to new markets, in-depth market assessments for specific technologies in unserved and underserved markets, supporting matchmaking between potential suppliers and distributors (particularly for nascent markets and nascent product categories, such as productive-use equipment). The production of these resources will be driven by unmet market needs. As part of this mechanism, the PPF will also provide “pre-application support”, to companies intending on presenting applications to the PPF. This support may include tailored guidance, capacity-building, and awareness training during the facility launch activities in the form of webinars, workshops or other suitable formats.
\n\nRoster of experts (consultants) providing on-demand specialized project preparation and business development services: the facility will have a roster of consultants to deliver specialized services[1] deemed critical to unlocking finance for companies (especially equity and debt). Such services may include feasibility studies or other investment-grade studies, support to digitize companies’ operations, support to improve companies’ credit risk management, legal services to support transactions, producing financial reporting and ESG requirements of potential investors, or preparing carbon finance projects. The roster of experts will include consultants that understand the challenges facing and the ability to work with women-owned and youth-owned businesses. Companies benefiting from the roster of experts will be responsible for the final outputs in each case, with the consultants supporting them through the process. The roster of experts and list of services will be updated periodically based on feedback from the sector , which the PPF manager will be responsible to collect and process.
\n\nGrants for project preparation and business development: for specific activities not covered by the roster of consultants, grants will be made available for companies to use for eligible activities that are critical for them to be able to raise equity and debt. Such activities may include conducting feasibility studies ,the integration of software, testing a new product or technology, or hiring a staff member that is critical to unlocking investment. Requests for grants that are supported by investors or financial advisors to companies (ie grants for purposes which will help mobilize or advance investment) will be prioritized. The disbursement of the grants will be milestone-based.
\n\nGrants to industry associations and investors providing project preparation and business development services: In addition to companies, other stakeholders (such as industry associations and financiers) can apply for grants to deliver project preparation and business development services to companies, provided these are complementary to the PPF facility and targeted to ASCENT eligible companies in eligible countries. Grants to investors and lenders may also be used to cover their own core transaction and due diligence related costs, provided this facilitates investment in ASCENT eligible companies in eligible countries. The disbursement of the grants will be milestone-based.
\n\nSupport to national agencies and cross-border solutions: the same consulting services from the roster of experts and grant mechanisms established to support the private sector will also be put to the service of the other two components of the PPF (ie, support to national agencies and to cross-border solutions). This mechanism will also be application based. It will be further developed in close coordination with the “Advisory support to governments” window under the COMESA Regional Energy Access Acceleration Platform.
\n\nThe COMESA Secretariat will be responsible for overall coordination of the PPF through the Project Implementation Unit (PIU) of the Regional Energy Access Acceleration Platform. The PPF manager will be responsible for the management of all processes and will report to COMESA. These processes include detailed design of the PPF, producing documentation, engaging the roster of experts, managing company and government agency applications and recommending selection to COMESA, providing COMESA with instructions for grant disbursements, reporting, etc.
\n\nPPF Manager shall ensure that due diligence is exercised during project preparation such that measures are undertaken to identify, assess and manage the environmental and social risks and impacts of all proposed projects. The exercise of environmental and social due diligence shall follow WB’s ESF, good international industry practices (GIIP) and the established relevant guidance.
\n\nThe figure and table below provide an illustrative institutional arrangement for the management of the PPF.
\n\nFigure 2: Illustrative institutional arrangement
\n\nTable 1: Role of parties under proposed institutional arrangement
\n\n| \n\t\t\t Institution \n\t\t\t | \n\t\t\t\n\t\t\t Roles \n\t\t\t | \n\t\t
| \n\t\t\t COMESA PIU \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t PPF manager \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Selection committee \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t TA recipients \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t World Bank \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
It is expected that the PPF results in at least 30 companies reaching financial close, another [200] companies supported in their journey to becoming investable / bankable, impactful resources available for the development of the DRE market, and government-agency and cross-border transactions supported.
\n\nScope of work of the PPF manager
\n\nThe PPF manager will be responsible for the successful operationalization, launch, and administration of the PPF.
\n\nTask 1 – Operationalization
\n\nThe operationalization of the fund includes all tasks necessary for the successful launch of the PPF. This includes:
\n\nTask 2 – Launch of the PPF
\n\nBased on processes developed in the Operations Manual, the PPF manager will prepare materials for launch of the facility. To this end, the PPF manager will perform the following activities:
\n\nThese activities are expected to be repeated as needed while the PPF solicits proposals.
\n\nTask 3 – Administration of services and grants of the PPF
\n\nThe PPF manager will perform day-to-day management of the different services of the PPF, including:
\n\n\n\n
The PPF manager contract will be awarded to a single firm or group of firms. Groups of firms can either bid as:
\n\nThe PPF manager will be selected and contracted by the COMESA PIU. The PIU will make disbursements to the successful applicants directly from its account upon the final recommendation by PPF manager and the Selection Committee.
\n\nPPF manager qualifications and selection criteria
\n\nThe selected PPF manager will have a demonstrated track record of managing and structuring similar facilities in similar markets. Bidders should clearly demonstrate the following qualifications:
\n\nCompensation will be on both a fixed-fee and variable basis. Part of the fee (10-20%) will be linked to Key Performance Indicators (e.g. number of companies reaching financial close). The fee and fee structure will be proposed by the PPF manager in the financial proposal, and finalized during contracting with PIU. Payments will be made on a quarterly basis pending submission of quarterly reports and approval by the COMESA PIU. The amount of each quarterly payment will be specified during contracting based on estimated PPF manager’s level of effort during that period and the timing linked to the adopted KPIs. Disbursement triggers will be finalized during contracting.
\n\nComposition of the consultant’s team
\n\nThe Consultant will be a firm or consortium of firms with a demonstrated track record of managing similar TA services and grants in similar markets. The firm should have successfully delivered at least two similar assignments within the last 10 years. Similarity being: size, complexity, technology, operational context and economic and social settings of the client country or region.
\n\nThe PPF manager will provide an experienced team including a team leader, a project manager, finance expert, technical experts, environmental and social expert ,analyst, legal ,carbon finance and other ad-hoc personnel as needed (accounting, gender and E&S, etc).
\n\nQualifications and requirements of the Key Experts:
\n\nTeam Leader
\n\nProject Manager
\n\nFinance Expert
\n\nEnvironmental and social Expert
\n\nClean Cooking Expert
\n\nThe expert should be able to demonstrate in-depth technical and scientific knowledge in one or more of the following areas:
\n\nLegal Expert
\n\nGender Expert
\n\nThe expert should have relevant academic qualifications with a minimum of a master’s degree.
\n\nCarbon Market Expert
\n\nRelevant academic qualifications at master’s degree level (minimum)
\n\nThe PIU will review and approve the Operations Manual, any changes to operating procedures, as well as quarterly reports. The PPF manager will initially be contracted for a 24 month period, which may be extended upon satisfactory performance of the firm or terminated due to unsatisfactory performance.
\n\nThe PPF manager will have the following contractual deliverables:
\n\nThe PPF will provide services to companies engaged in eligible DRE and clean cooking activities[2] to provide direct energy access to households, public institutions and businesses in eligible countries[3]. The PPF will support companies of different sizes and stages of growth, but through different approaches. Small and early-stage companies that are not in a position to raise financing in the short term will be supported indirectly, through publicly available resources and investment-readiness training provided by partners. The services from the roster of consultants and grants are reserved for companies that need these to unlock finance in the short term (eg, to close concrete deals).
\n\nPublicly available resources
\n\nOn-demand services from roster of consultants
\n\nGrants to companies for project preparation and business development
\n\nMaximum allocation of PPF funding per company: companies will be eligible to apply for both services from the roster of experts and grants, provided the total allocation to the same company does not exceed [$200,000].
\n\nGrants to TA providers and investors for project preparation and business development
\n\nTable 4: Specific areas for specialized support (roster of experts) – initial non exhaustive list
\n\n| \n\t\t\t Service category \n\t\t\t | \n\t\t\t\n\t\t\t Details \n\t\t\t | \n\t\t
| \n\t\t\t Support to investment transactions \n\t\t\t | \n\t\t\t\n\t\t\t Transaction advisory and legal support services. Contract negotiations, term sheets, contractual agreements, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Legal services. Legal advisory services to unlock investment. \n\t\t\t | \n\t\t|
| \n\t\t\t Feasibility studies or other investment-grade studies needed to unlock investment \n\t\t\t | \n\t\t|
| \n\t\t\t Producing financial reporting requirements of potential investors \n\t\t\t | \n\t\t|
| \n\t\t\t Producing ESG documentation and procedures requested by potential investors \n\t\t\t | \n\t\t|
| \n\t\t\t Business development and project preparation support \n\t\t\t | \n\t\t\t\n\t\t\t General business development support. Strategy, financial management, operational management, credit risk management, human capital, managing agents and retailers, KPI and business metrics, communications and visibility, digitalization and data management, etc. \n\t\t\t | \n\t\t
| \n\t\t\t General project preparation support. (Pre-)feasibility studies, project development, other studies (such as E&S assessment), procurement / contracting \n\t\t\t | \n\t\t|
| \n\t\t\t Expanding operations into new markets (countries/products). Market intelligence, establishing distributor partnerships, support to help distributors/off-takers enter the PURE market \n\t\t\t | \n\t\t|
| \n\t\t\t Investment strategy and structuring \n\t\t\t | \n\t\t\t\n\t\t\t Capital structures, financial sustainability, investment roadmap, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Finance access support \n\t\t\t | \n\t\t\t\n\t\t\t Identify appropriate financing options, aligning project documentation with financier requirements, financial modelling, introduction to financiers, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Post-investment support \n\t\t\t | \n\t\t\t\n\t\t\t Crisis and financial distress management, funding disbursement support, debt restructuring and mergers and acquisitions \n\t\t\t | \n\t\t
| \n\t\t\t Improving operations \n\t\t\t | \n\t\t\t\n\t\t\t Digitizing DRE operations. Supporting PAYGo companies adopt CRM platforms; supporting mini-grid developers leverage geospatial and other data for site selection, energy demand assessments and (pre)feasibility studies facilitated. \n\t\t\t | \n\t\t
| \n\t\t\t Working capital management (inventory, payment to suppliers, cash management,) supply chain efficiency management \n\t\t\t | \n\t\t|
| \n\t\t\t Improve credit risk management of PAYG companies (leveraging data, systems and tools, management of sales agents, monitoring, etc) \n\t\t\t | \n\t\t|
| \n\t\t\t Benchmarking and reporting. Support companies adopt industry KPIs (eg PAYGo Perform Monitor), report, benchmark and track their performance. \n\t\t\t | \n\t\t|
| \n\t\t\t Human capital development \n\t\t\t | \n\t\t\t\n\t\t\t Embedding interim staff (eg interim CFO) \n\t\t\t | \n\t\t
| \n\t\t\t Operational training: identifying, training, retaining staff. Promoting female entrepreneurs/ gender-balanced workforce. \n\t\t\t | \n\t\t|
| \n\t\t\t Monetizing impact \n\t\t\t | \n\t\t\t\n\t\t\t Preparing carbon finance or D-REC projects \n\t\t\t | \n\t\t
| \n\t\t\t Support subsidy applications \n\t\t\t | \n\t\t|
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Highlighted areas considered a priority given they are recognized gap in the sector, based on stakeholder interviews \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
"},{"id":"OP00346869","notice_type":"Request for Expression of Interest","noticedate":"20-Mar-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-04-03T00:00:00Z","submission_deadline_time":"23:45","project_ctry_name":"Eastern and Southern Africa","project_id":"P180171","project_name":"Regional Climate Resilience Program for Eastern and Southern Africa 1 Project (RCRP1)","bid_reference_no":"BW-SADC-481666-CS-CQS","bid_description":"Consultancy to Develop Strategies for Climate Resilience in Selected Basins and carry out Dam Synchronisation Studies","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Plot 54385, New CBD, Private Bag 0095, Gaborone","contact_ctry_name":"Botswana","contact_email":"ndlamini@sadc.int","contact_name":"Nana Dlamini","contact_organization":"Southern African Development Community","contact_phone_no":"3641623","contact_web_url":"https://www.sadc.int/procurement-opportunities","submission_date":"2025-03-20T00:00:00Z","notice_text":"
\n\n
\n\n
\n\n
SADC SECRETARIAT
\n\n\n\n
\n\n
REQUEST FOR EXPRESSION OF INTEREST (CONSULTANT QUALIFICATIONS-BASED SELECTION)
\n\n\n\n
\n\n
COUNTRY: Botswana
\n\n\n\n
NAME OF PROJECT: SADC REGIONAL CLIMATE RESILIENCE PROJECT (RCRP)
\n\n\n\n
PROJECT ID: P180171
\n\n\n\n
ASSIGNMENT TITLE: CONSULTANCY TO DEVELOP STRATEGIES FOR CLIMATE RESILIENCE IN SELECTED BASINS AND CARRY OUT DAM SYNCHRONISATION STUDIES
\n\n\n\n
REFERENCE NUMBER: SADC/3/5/2/384
\n\n\n\n
DATE OF ISSUE: 20th March 2025
\n\n\n\n
\n\n
Background
\n\n\n\n
The SADC Secretariat through the SADC Regional Climate Resilience Project (RCRP) has received a grant. The Project is the first in a Series of Projects (SOP), and involves Madagascar, Mozambique, South Sudan, Comoros, and two regional organizations: SADC, and the Eastern Nile Technical Regional Office (ENTRO). The overarching development objective of the SOP is to strengthen the resilience to water-related climate impacts in Eastern and Southern African countries.
\n\n\n\n
The project serves as a first step towards a regional platform to tackle climate adaptation through a common and coordinated approach, including on fund raising and consolidating multilateral and bilateral support - which is critical to ensure alignment, development, and scaled-up financing of critical adaptive interventions.
\n\n\n\n
It will contribute to improved disaster risk management in support of regional resilience and the strengthening of climate change, adaptation and mitigation, under the cross-cutting issues of the SADC Vision 2050, as well as contribute towards the achievement of the aspirations of SADC as spelt out in the Regional Indicative Strategic Development Plan 2020-2030
\n\n\n\n
The SADC Secretariat intends to apply part of the proceeds of this financing to eligible payments under the contract for hiring a firm to undertake a CONSULTANCY TO DEVELOP STRATEGIES FOR CLIMATE RESILIENCE IN SELECTED BASINS AND CARRY OUT DAM SYNCHRONISATION STUDIES
\n\n\n\n
The SADC Secretariat invites submissions from suitably qualified and interested firms to undertake this consultancy, recruited using Consultants Qualifications-based Selection. following World Bank Procurement Regulations dated September 2023.
\n\n\n\n
Title : CONSULTANCY TO DEVELOP STRATEGIES FOR CLIMATE RESILIENCE IN SELECTED BASINS AND CARRY OUT DAM SYNCHRONISATION STUDIES (A Firm)
\n\nTime Commitment : 100%
\n\nAccountable : Acting Head, Disaster Risk Reduction Unit
\n\nDuration of Assignment: 18 months
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
The firms will be selected using the following criteria:
\n\n\n\n
| \n\t\t\t Evaluation Criteria \n\t\t\t | \n\t\t\t\n\t\t\t Points \n\t\t\t | \n\t\t
| \n\t\t\t Firm specific experience related to the assignment \n\t\t\t | \n\t\t\t\n\t\t\t 40 \n\t\t\t | \n\t\t
| \n\t\t\t Availability of Qualified and Experienced Experts \n\t\t\t | \n\t\t\t\n\t\t\t 60 \n\t\t\t | \n\t\t
| \n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t 100 \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
Firms are advised to submit their proposals during working hours for support in case of any technical problems. Expressions of Interest must be submitted as one PDF file or zipped folder bearing the name of the applicant.
\n\n\n\n
\n\n
The Procuring entity: SADC Secretariat
\n\nHead of Procurement Unit
\n\nContact person: Ms. Mercy Mikuwa
\n\nTelephone: +267 364 1989 / 3951863
\n\nFax: 3972848
\n\nE-mail: mmikuwa@sadc.int
\n\nCopy to: dmndzebele@sadc.int; tchabwera@sadc.int
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex 1
\n\n\n\n
TERMS OF REFERENCE
\n\n\n\n
\n\n
\n\n
TERMS OF REFERENCE
\n\nFor
\n\nCONSULTANCY TO DEVELOP STRATEGIES FOR CLIMATE RESILIENCE IN SELECTED BASINS AND CARRY OUT DAM SYNCHRONISATION STUDIES
\n\n\n\n
\n\n
TABLE OF CONTENTS
\n\n\n\n
1..... BACKGROUND INFORMATION.. 8
\n\n1.1. Partner country and procuring entity. 8
\n\n1.2. Contracting authority. 8
\n\n1.3. Background and rationale. 8
\n\n1.3.1. Background……………………………………………………………………....8
\n\n1.3.2. Current status in the sector and rationale………………………………….9
\n\n2..... OBJECTIVE, PURPOSE, AND EXPECTED RESULTS. 10
\n\n2.1. Overall objective. 10
\n\n2.2. Purpose (Specific Objective) 10
\n\n2.3. Results by consultant 11
\n\n3..... ASSUMPTIONS AND RISKS. 12
\n\n3.1. Assumptions and Risks underlying the project 12
\n\n4..... SCOPE OF THE WORK.. 13
\n\n4.1. General project description. 13
\n\n4.2. Geographical area to be covered. 13
\n\n4.3. Target groups. 13
\n\n4.4. Specific work. 13
\n\n4.5. Project management 15
\n\n4.6. Facilities to be provided by the contracting authority and/or other parties. 15
\n\n5..... LOGISTICS AND TIMING.. 15
\n\n5.1. Start date and period of implementation. 15
\n\n6..... REQUIREMENTS. 16
\n\n6.1. Service Providers. 16
\n\n6.1.1. Team Leader & Water Resource Management Expert…………………..16
\n\n6.1.2. Water System Modeler………………………………………………………..17
\n\n6.1.3. Climate Expert………………………………………………………………….18
\n\n6.1.4. Selection Criteria………………………………………………………………19
\n\n6.2. Incidental expenditure. 19
\n\n6.3. Expenditure verification. 19
\n\n7..... REPORTS. 19
\n\n7.1. Reporting requirements. 19
\n\n7.2. Duration of the assignment 19
\n\n7.3. Payment Schedule. 19
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
Southern African Development Community (SADC)
\n\n\n\n
Southern African Development Community Secretariat (SADC Secretariat)
\n\n\n\n
\n\n
The SADC Region is vulnerable to a wide range of water-related disaster hazards. In relation to water security threats, these include both flood and drought related disasters, often induced by the ever-increasing frequency and impact of La Nina and El Nino conditions respectively, which are arguably also associated with climate change. Considering that nine out of ten global natural disasters are water-related (World Bank, 2023), which is also an observed tendency in SADC with respect to regional disasters, the need for deepened understanding of the climate-water risks, up-to-date dam analytics and responsive dam operations is therefore compelling.
\n\n\n\n
Many of the region’s dams are built for primarily one type of water use, being hydropower (e.g., major dams in the Zambezi River Basin) or irrigation (e.g., in the Incomati, Maputo, Limpopo, and lower Orange-Senqu River Basins) or domestic and industrial water transfers (e.g., upper Orange-Senqu in Lesotho). To a limited scale some dams have integrated or retrofitted hydropower as secondary user (e.g., Maguga Dam in the Incomati system). Dam operation tends to sometimes conflict therefore with the objective of utilization of the region’s dam systems to mitigate flooding during La Nina situations—dam operators for irrigation-biased dams would like to keep storage at the maximum even at the beginning of a rainy period of a predicted La Nina season. Even in El Nino conditions, the need for dam operation synchronization is very important (e.g. for upstream-downstream notification on reduced or timed flow releases or system rationing measures). Reviewed and synchronized dam operation rules, especially for transboundary watercourse systems, are a requirement therefore to increase the resilience of the region’s Member States to climate change-induced pressures.
\n\n\n\n
In 2011 a dam synchronization study was undertaken by SADC for the Zambezi River Basin. Results of the study were adopted by the dam operators in the Zambezi, especially for the large dams operated by the Zambezi River Authority (for dam systems joint operations between Zambia and Zimbabwe) and Cahora Bassa operators in Mozambique. A joint task force was established that ensures annual reviews of system performance and to inform operational response plans for predicted water levels situation, and the ease of information exchange. Lessons from the Zambezi would help with setting up transboundary dam operations for other regional systems such as Buzi, Pungwe and Save (BUPUSA) Tri-basin, and Incomati River Basin. These are seen as some potential hot spot basins, considering the response function of these systems to several cyclones in the recent 5-10 years, and La Nina and El Nino Conditions.
\n\n\n\n
In view of the above, the Southern African Development Community Secretariat is undertaking a number of interventions to increase the resilience of the SADC economies. One such initiative is the Regional Climate Resilience Program (RCRP), which is a programmatic framework (structured as a series of projects or SOPs), funded by the World Bank, with the objective of strengthening the resilience to water-related climate hazards and their impacts in Eastern and Southern African countries. The first project within this program, RCRP-1 supports Madagascar, Mozambique, South Sudan, Comoros, and two regional organizations: SADC, and the Eastern Nile Technical Regional Office (ENTRO) while the second project (RCRP-2) supports Malawi and the African Union. The SOP allows for scalability (countries can join at different times) and economies of scale. It supports catalytic medium- to large-scale investments to reduce people’s exposure to climate shocks, with a focus on protective, multi-benefit infrastructure; risk adaptation and mitigation via improved early warning systems and planning; and scaling up adaptive safety nets and decentralized resilience building activities.
\n\n\n\n
The Project Development Objective (PDO) of the RCRP-1 project is to improve the management of water-related climate hazard impacts in Eastern and Southern Africa, and, in case of an Eligible Crisis or Emergency, for early response. The PDO addresses the need for improved management of water-related climate impacts in the participating countries, in particular management of hazard from increased rainfall variability and extremes, droughts, floods, and cyclones affecting the regions. Component 2 of the project focuses on Infrastructure Investments and Sustainable Asset Management for Climate Resilience. Through the project, the SADC Secretariat intends to solicit the services of a Service Provider (consultant) to undertake some activities under Component 2.
\n\n\n\n
This activity seeks to diagnose climate risks to selected river basins, viewed as potential hotspots. Two groups of river basins have been identified, namely Incomati, and the tri-basin group including Buzi, Pungwe and Save (BUPUSA). These basins have been historically seen to be responsive to major cyclones that have hit the region in certain La Nina years since the experience of Cyclone Idai in 2020 that ravaged Zimbabwe and Mozambique in the BUPUSA River Basins.
\n\n\n\n
Identified basins need to be evaluated in terms of risks of past and projected hydroclimatic variability, droughts, and floods. The assessment of hydroclimatic variability includes the evaluation of the influence of large-scale patterns such as ENSO, seasonal changes, changes in the onset of the rainy season, and others as agreed with the client. The assessment of floods and droughts will include the evaluation of their physical characteristics as well as assessment of observed impacts. The assessment will look also at the transboundary characteristics of mentioned risks.
\n\n\n\n
The evaluation of hydroclimatic projections must follow a bottom-up-based approach which permits a deep exploration of the uncertainty in climate projections dictating the identified basins. So, this activity is expected to generate a mapping exercise that describes the hydroclimatic risks of the basins. As such, this activity will include the development of hydrological and water systems models along with the application of other relevant tools to examine and account for uncertainty in hydroclimatic relationships in the basins. The consultants should first explore what models exist, if any.
\n\n\n\n
Furthermore, the activity aims to make recommendations to improve the resilience of the identified basins, with a particular focus on how to improve or optimise dam operations. At the same time, this activity seeks to undertake a dam synchronisation study for selected river basins viewed as potential ‘hot spot’ basins in relation to upstream-downstream dam operation impact. This will be applied for the two groups of river basins identified for the study, namely Incomati River Basin and the BUPUSA tri-basin group. The task will also include the review of dam operation rules (of major dams) and make recommendations on their improvement, while also making recommendations on synchronisation procedures for dam releases. This is aligned with the SADC Protocol on Shared watercourses that advocates for joint effort to mitigate against causing significant harm to one another among riparian states, and the exchange of information.
\n\n\n\n
In addition, in the selected basins, additional options will be explored to increase their resilience in connection to better manage water extremes and variability. These include identification of upstream infrastructure (grey or green) interventions, intervene in land cover-use, soft measures, and others which would adapt the basins to changing climate risks. The approach should follow an evaluation of the performance of such interventions against multiple scenarios describing climate risk, accounting for uncertainties in projections, and other metrics which would describe success or failure of interventions. As such, the activity will involve strong coordination with local stakeholders to develop narratives to describe climate risk and other relevant metrics.
\n\n\n\n
These materials (developed methodologies and tools) will be also used in capacitating SADC National Hydrological Services (NHSs) and RBOs in reservoir system management and collaboration in transboundary watercourses.
\n\n\n\n
\n\n
To identify options for improving infrastructure assets operations to increase the resilience of selected SADC river basins.
\n\n\n\n
The specific objectives of the assignment are to:
\n\n\n\n
\n\n
\n\n
\n\n
All activities, including studies, stakeholder engagement, training and capacity building conducted under this assignment must align with the World Bank’s Environmental and Social Framework (ESF) and its applicable Environmental and Social Standards (ESSs), ensuring that recommendations consider potential environmental and social risks and align with best practices in transboundary water resource management.[1] Work under this consultancy is also expected to incorporate gender-sensitive approaches in all project activities and conduct a GBV/SEA/SH risk assessment. All technical assistance and recommendations must align with World Bank Dam Safety requirements (ESS4 - NAS4).
\n\n\n\n
For each Part, the Consultant shall prepare the following set of reports described in the section about deliverables:
\n\na) Inception Report
\n\nb) Interim PowerPoints (for discussion) showing progresses, advances, and barriers
\n\nc) Draft final report;
\n\nd) Final report;
\n\ne) access and transfer (if needed) of any developed interactive visualisation tools/portals
\n\nf) Other PowerPoint presentations, as directed;
\n\ng) Other documents as requested and agreed with the Project Team and the Counterpart; and
\n\nh) Training material development and training delivery to water agencies in SADC Member States and RBOs.
\n\n\n\n
Timelines for the deliverables will be proposed and agreed during project inception phase.
\n\n\n\n
\n\n
\n\n
Table 1: Assumptions and Risks
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Risks \n\t\t\t | \n\t\t\t\n\t\t\t Risk level. \n\n\t\t\t(H/M/L) \n\t\t\t | \n\t\t\t\n\t\t\t Mitigating measures \n\t\t\t | \n\t\t\t\n\t\t\t Assumptions \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Low participation of Member States’ NHSs and RBOs in training programmes \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t M \n\t\t\t | \n\t\t\t\n\t\t\t Early invitation and promotion through the SADC Water Resources Technical Committee, and ensuring that trainees are involved in operation. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Member States NHSs and RBOs are fully engaged in the training and NHSs will continue to supply them with resources post-project SADC needs to coordinate with WB and improve the dialogue. \n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t Trained experts leaving the organisation for greener pastures \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t M \n\t\t\t | \n\t\t\t\n\t\t\t Provide for training of two practitioners per country, a substantive and an alternate \n\t\t\t | \n\t\t\t\n\t\t\t Nominees will come from relevant sectors, and SADC will work with the governments to identify acceptable candidates well in advance of the training. \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Poor cooperation and sharing of information on hydrological condition and river basins \n\t\t\t | \n\t\t\t\n\t\t\t M \n\t\t\t | \n\t\t\t\n\t\t\t Formal introduction of project will made to RBOs and beneficiary states, so that Member States and RBOs can all effectively support project implementation \n\t\t\t | \n\t\t\t\n\t\t\t Project adds value to basin strategies and national priorities, and so Member States and RBOs can effectively contribute information. \n\t\t\t | \n\t\t
\n\n
\n\n
This assignment is expected to follow a participatory-planning approach. The consultancy will estimate current and projected climate risks to the region’s selected river basins. It will then design adaptation strategies that also include dam synchronisation solutions and improved operations for conditions of change. It will further develop knowledge products, also involving engagement of and dissemination through regional multi-stakeholder forums.
\n\n\n\n
The consultant shall consider potential downstream environmental and social risks in all technical assistance outputs, including: (i) Impacts of water allocation strategies on livelihoods and ecosystems; (ii) Cumulative and transboundary impacts across affected riparian states (South Africa, Mozambique, Zimbabwe, Eswatini); (iii) Climate resilience measures to prevent negative socio-economic effects on local communities.
\n\n\n\n
The assignment will cover primarily two RBOs, and Basin States of river basins including the Incomati, and BUPUSA. For the rest of SADC Region, all 16 SADC Member States and RBOs will participate in regional training.
\n\n\n\n
The action is targeting SADC Member States riparian to the Incomati and BUPUSA River Basins, namely South Africa, Eswatini, Mozambique and Zimbabwe. Included also are RBOs of the river basins including, INMACOM, and BUPUSA Watercourse Commission, as well as the Komati Basin Water Authority (KOBWA). SADC 16 Member States NHSs and all other RBOs will also benefit through training on developed tools, early warning systems and flood forecasting using the Southern African Regional Climate Outlook Forum (SARCOF) information. SADC will facilitate the liaison between the consultants and the relevant stakeholders, including data sharing.
\n\n\n\n
The inputs and feedback of stakeholders are expected to be constant, even if not explicitly mentioned in the steps below:
\n\n\n\n
The assignment shall be coordinated by the Senior Programme Officer of the SADC Water Division with the advisory support of the DRR Unit and the RCRP Project Coordinator. Outputs referred to above shall be submitted to the Deputy Executive Secretary responsible for Regional Integration (DES-RI) through the DRR Unit for final approval.
\n\n\n\n
Periodic progress meetings will also be held, at which the consultant will make presentations on progress. From time to time, representatives of participating Member States, RBOs and other important stakeholders will also be invited to participate in the project steering meetings. Outcomes and guidance from the meetings will be used to inform the quality of outputs highlighted above.
\n\n\n\n
The SADC Secretariat, as the Contracting Authority will provide the following.
\n\n\n\n
\n\n
The services shall be home-based. The Team of Consultants/Consulting firm will be required to facilitate the consultancy consultations and workshops either face-to-face or virtually.
\n\n\n\n
The assignment shall commence on the date of signature of the contract by both parties, and the period of implementation of the contract will be eighteen (18) months from date of signature of the contract.
\n\n\n\n
\n\n
The assignment is expected to be undertaken by a Consultancy Firm with the necessary expertise to include at least the experts listed below. The desired firm should be of good business standing, with legal business registration and compliant with relevant regulations, financially stable, with demonstrated project experience (capacity and good track record to undertake projects), and with insurance to protect clients from potential liabilities. It should also have a well-established quality control system in its operations (quality control procedures and methodologies), and commitment to ethical practices and professional standard.
\n\nThe firm is allowed to propose additional expertise if deemed relevant for the assignment. The principal personnel of the Firm assigned to the study shall have a strong background in Hydrology, Climate Change, Flood modelling, Water Resources as well as Hydroinformatics, other relevant fields. Experience about methods on stress testing, risk-based decision making, bottom-up risk assessment, uncertainty, and resilience, is a must.
\n\n\n\n
The successful Service Provider must demonstrate: (a) Experience in environmental and social risk assessments; (b) Expertise in stakeholder engagement methodologies, including gender and social inclusion strategies; (c) Proven track record in dam safety assessments, emergency preparedness, and sustainable infrastructure planning.
\n\n\n\n
The following are the minimum qualifications and time input for the Consultant’s key personnel required to carry out the services:
\n\n\n\n
\n\n
The Team Leader should hold a Masters or PhD in Hydrology, Hydrogeology, Water Resources Management/Engineering, Environmental Engineering or related discipline, with strong transboundary water resources planning skills.
\n\n\n\n
\n\n
\n\n
\n\n
Masters or PhD in Hydrology, Hydrogeology, Water Resources Engineering or related discipline, with strong transboundary water resources planning skills.
\n\n\n\n
\n\n
\n\n
\n\n
Masters or PhD in Hydrology or Climate Science or related discipline, with experience in water related climate scenario modelling.
\n\n\n\n
\n\n
\n\n
\n\n
Table 2 provides the selection criteria for the service provider.
\n\n\n\n
Table 2: Selection Criteria for Team Leader/Drafter
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Criteria Category \n\t\t\t | \n\t\t\t\n\t\t\t Total Points for Consultancy team (%) \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications (education and professional skills of the team of experts) \n\t\t\t | \n\t\t\t\n\t\t\t 35 \n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t Specific Professional Experience (training and skills development and programming) \n\t\t\t | \n\t\t\t\n\t\t\t 40 \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\t\t\t | \n\t\t\t\n\t\t\t General Professional Experience \n\t\t\t | \n\t\t\t\n\t\t\t 15 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Experience in environmental and social risk assessments aligned with World Bank ESF/ESS requirements or similar. \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
\n\n
It is expected that this consultancy will be conducted in hybrid virtual and face to face modes. Any incidental expenses will be part of the global price.
\n\n\n\n
There will be no expenditure verification for this project.
\n\n\n\n
\n\n
The Consultant will report to the Deputy Executive Secretary-Regional Integration through the Acting Head of DRR Unit, with the day-to-day support supervision from the SADC Water Division of the Infrastructure Directorate and RCRP Project Coordinator.
\n\n\n\n
The proposed deliverables will be expected to be finalized within 18 months.
\n\n\n\n
The payment schedule is related to reports and their approvals, as follows:
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
[1] Please see here for World Bank Group ESS: https://projects.worldbank.org/en/projects-operations/environmental-and-social-framework/brief/environmental-and-social-standards and here for World Bank Group ESF: https://www.worldbank.org/en/projects-operations/environmental-and-social-framework
"},{"id":"OP00316293","notice_type":"Request for Expression of Interest","noticedate":"17-Oct-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-11-04T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Philippines","project_id":"P174066","project_name":"Beneficiary FIRST Social Protection Project","bid_reference_no":"PH-DSWD-454184-CS-QCBS","bid_description":"Consultancy for the 4PS Re-Engineering Blueprint Design and System Development.","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Batasan Pambansa Complex, Batasan Rd, Quezon City, 1100 Metro Manila","contact_ctry_name":"Philippines","contact_email":"jcvmarquez@dswd.gov.ph","contact_name":"Juan Carlo V. Marquez","contact_organization":"Department of Social Welfare and Development","contact_phone_no":"+63289318101","contact_web_url":"https://www.dswd.gov.ph/","submission_date":"2024-10-17T00:00:00Z","notice_text":"REQUEST FOR EXPRESSION OF INTEREST
\n\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n\n\n
Philippines
\n\nBeneficiary FIRST Social Protection Program
\n\nLoan No. 9168-PH
\n\n\n\n
Assignment Title : Consultancy for the 4Ps Re-Engineering Blueprint Design
\n\nand System Development
\n\nReference No. : PH-DSWD-454184-CS-QCBS
\n\n\n\n
The Government of the Philippines (GOP) has received financing from the World Bank toward the cost of the Beneficiary FIRST Social Protection Program and it intends to apply part of the proceeds for consulting services.
\n\n\n\n
The consulting services (“the Services”) include implementation of a comprehensive process, data, and systems re-engineering and development of a new version of the Pantawid Pamilya Information System (PPIS). The ultimate goal of this assignment is to deliver a new version of the PPIS that is more robust, efficient, and scalable, capable of effectively supporting the 4Ps program’s mission of improving the lives of millions of Filipino families. The Services is expected to start by March 2025 and end by May 2026. The detailed Terms of Reference (TOR) for the assignment is attached as Attachment 1 (https://drive.google.com/drive/folders/1DUN-QYdmkOX1ubd-ZhcWb1xg9L9Cf6yd?usp=sharing).
\n\nThe Department of Social Welfare and Development (DSWD) – Central Office (CO) now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. The shortlisting criteria are:
\n\nA. At least five (5) years’ experience in:
\n\n1. Integrating complex systems and implementing large-scale IT projects;
\n\n2. Business process improvement initiatives and BPMN documentation;
\n\n3. Designing and deploying robust ICT infrastructure solutions;
\n\n4. Facilitating organizational change, managing resistance, and fostering stakeholder buy-in throughout the project lifecycle;
\n\n5. Agile project management practices, including sprint planning, daily stand-ups, and continuous integration;
\n\n6. Data privacy regulations and information security standards (e.g., ISO 27001, GDPR compliance experience), with a strong focus on protecting sensitive social welfare data;
\n\n7. Cloud computing technologies, including cloud migration strategies, managing hybrid cloud environments, and cloud-native development;
\n\n8. Designing and implementing API-driven architectures and integrating diverse systems;
\n\n9. Optimizing large-scale systems for high performance and scalability;
\n\n10. DevOps methodologies and tools for continuous integration/continuous deployment (CI/CD) to ensure smooth development and deployment processes;
\n\n11. Implementing advanced analytics solutions and creating insightful dashboards for comprehensive reporting and data analysis;
\n\n12. Designing and implementing robust disaster recovery and business continuity solutions for critical systems;
\n\n13. Evaluating, integrating, and maintaining open-source technologies;
\n\n14. Developing and delivering training programs is essential for equipping DSWD staff and stakeholders with the necessary skills to operate and maintain the re-engineered systems.
\n\nB. The firm should demonstrate a forward-thinking approach to digital transformation and innovation.
\n\nC. The firm should have adequate resources, including skilled personnel and technological infrastructure, to support the project's requirements.
\n\nD. The firm should have a proven track record of successful project delivery, particularly in similar large-scale transformation initiatives within the public sector.
\n\nE. The firm should demonstrate a commitment to delivering high-quality solutions that meet or exceed industry standards and regulatory requirements.
\n\nF. Experience in working with government agencies, particularly in the social welfare sector, is highly desirable.
\n\nG. With at least 10 key experts who can communicate in Filipino.
\n\n\n\n
The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016, revised November 2017 and August 2018 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the World Bank – Quality Cost Based Selection (QCBS) procedure for Consulting Services in accordance with the World Bank Procurement Regulations for Investment Project Financing (IPF) Borrowers dated July 2016, revised November 2017 and August 2018 (“Procurement Regulation”) as well as specific provisions stipulated in Financing Loan Agreement.
\n\nFurther information can be obtained at the address below during office hours from 8:00 AM to 5:00 PM (UTC +8).
\n\nExpressions of interest must be delivered in a written form to the address below (in person, or by mail, or by fax, or by e-mail) by 04 November 2024, 5:00 PM (UTC +8).
\n\nFor further information, please refer to:
\n\n\n\n
Mr. Ramon M. Villareal Jr.
\n\nHead, BAC Secretariat
\n\nDSWD Bids and Awards Committee
\n\n2/F Mahusay Building, DSWD Central Office
\n\nIBP Road, Constitution Hills, Quezon City 1126
\n\nPhilippines
\n\n\n\n
Email Address: bacsec@dswd.gov.ph
\n\nTelephone Nos.: (+632) 8932.8101 to 8107 local 10090 or 10097
\n\nFax No. (+632) 8951.7116
\n\nYou may visit the following websites for downloading of documents:
\n\nwww.dswd.gov.ph
\n\nwww.philgeps.gov.ph
\n\nor via this link:
\n\nhttps://drive.google.com/drive/folders/1DUN-QYdmkOX1ubd-ZhcWb1xg9L9Cf6yd?usp=sharing
\n\n"},{"id":"OP00315462","notice_type":"Request for Expression of Interest","noticedate":"14-Oct-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-10-25T00:00:00Z","submission_deadline_time":"23:45","project_ctry_name":"Fiji","project_id":"P178694","project_name":"Fiji Tourism Development Program in Vanua Levu","bid_reference_no":"FJ-AFL-435454-CS-INDV","bid_description":"Project Accountant","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Airport Fiji Limited – Head Quarters\n AFL Compound\n Namaka\n Nadi","contact_ctry_name":"Fiji","contact_email":"VineetN@fijiairports.com.fj","contact_name":"Vineet Naidu","contact_organization":"Airports Fiji Limited","contact_phone_no":"000000","contact_web_url":"http://www.airportsfiji.com/","submission_date":"2024-10-14T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(INDIVIDUAL CONSULTING SERVICES)
\n\nFiji
\n\nFIJI TOURISM DEVELOPMENT PROGRAM IN VANUA LEVU
\n\nLoan No./Credit No./ Grant No.: P178694
\n\nAssignment Title: Fiji Airports - Project Accountant (National)
\n\nReference No. (as per Procurement Plan): FJ-AFL-435454-CS-INDV
\n\nThe Government of the Republic of Fiji has received financing from the World Bank toward the cost of the FIJI TOURISM DEVELOPMENT PROGRAM IN VANUA LEVU and intends to apply part of the proceeds for consulting services. The project is implemented by the Ministry of Tourism and Civil Aviation (MTCA) along with two implementing agencies, the Fiji Roads Authority (FRA) and Airports Fiji Limited (AFL).
\n\nThe consulting services (“the Services”) include a full-time Project Accountant to support the Airports Fiji Limited (AFL) in implementation of this project for the duration of the project (5 years). The initial contract will be for a 2-year period with the possibility of extension subject to performance. The position is Fiji-based with immediate start date.
\n\nThe detailed Terms of Reference (TOR) for the assignment can be found at the following website: https://www.dropbox.com/scl/fi/o5tboy1ou6b8djfjyb6pv/FA_Project_Accountant_TOR_final.docx?rlkey=6f1r3g3ol3a1jwnjm3iukfqmy&st=cdu9l867&dl=0
\n\nThe AFL now invites eligible individuals (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services (attach curriculum vitae with description of experience in similar assignments, similar conditions, etc.). Firms’ staff may express interest through the employing firm for the assignment and, under such situation, only the experience and qualifications of individuals shall be considered in the selection process. The criteria for selecting the Consultant are:
\n\n\n\n
Essential:
\n\n\n\n
Desirable:
\n\nThe attention of interested Consultants (including firms) is drawn to paragraph 3.14, 3.16 and 3.17 of the World Bank’s Procurement Regulations for IPF Borrowers November 2020 (“the Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nFurther information can be obtained at the address below.
\n\nExpressions of interest must be delivered by October 25, 2024 using the following Application Process:
\n\nApplications must be submitted on www.pacificpeople.com and include an Expression of Interest and an updated CV or resume with contact details for three professional referees. Emailed applications will not be accepted.
\n\nFor further clarifications please contact Hannah Hicks-Maravuakula on Ph: (679) 331229 or Mob: (679) 7771100 or email: info@pacificpeople.com Applications close on Friday 25 October 2024.
\n\nOnly successful shortlisted candidates will be contacted for an interview.
\n\n\n\n
"},{"id":"OP00301424","notice_type":"Request for Expression of Interest","noticedate":"22-Jul-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-08-20T00:00:00Z","submission_deadline_time":"14:00","project_ctry_name":"India","project_id":"P174593","project_name":"Assam Integrated River Basin Management Program","bid_reference_no":"WRD_HIU_CS8_WRAMS","bid_description":"Consulting Services for Design, Development, Operation and Maintenance of a Water Resources Asset Management System (WRAMS) for river basins of Assam with specific data population for Beki, Buridehing and Jiadhal sub-basins under Assam Integrated River","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Assam","contact_ctry_name":"India","contact_email":"eapwrdassam@gmail.com","contact_name":"Dr Rajib Kr Goswami","contact_organization":"Water Resources Department","contact_phone_no":"9101449472","submission_date":"2024-07-22T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSION OF INTEREST (REoI)
\n\n(CONSULTING SERVICES– CONSULTING FIRM SELECTION)
\n\n\n\n
Assam Integrated River Basin Management Project (AIRBMP)
\n\n\n\n
Loan No.9487 IN
\n\n\n\n
Assignment Title: Consulting Services for Design, Development, Operation and Maintenance of a Water Resources Asset Management System (WRAMS) for river basins of Assam with specific data population for Beki, Buridehing and Jiadhal sub-basins under Assam Integrated River Basin Management Program (AIRBMP) Project.
\n\n\n\n
Reference No.: WRD _HIU_CS8_WRAMS Issuance Date: 22 July 2024
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
NOTE: The consultants should prepare their EoIs clearly highlighting the points above with relevant and sufficient supporting documents only. The criteria mentioned above are the minimum criteria. Any consultant with more experience than the criteria stipulated above will secure more marks in the respective criteria.
\n\n\n\n
Supporting documents shall include the below compliance sheet which should be filled and attached with the EoI.
\n\n\n\n
| \n\t\t\t Cl. No. \n\t\t\t | \n\t\t\t\n\t\t\t Criteria \n\t\t\t | \n\t\t\t\n\t\t\t Supporting Document \n\t\t\t | \n\t\t\t\n\t\t\t Compliance (Yes/No) \n\t\t\t | \n\t\t\t\n\t\t\t Page No. \n\t\t\t | \n\t\t
| \n\t\t\t 10.1 and 10.3(a) \n\t\t\t | \n\t\t\t\n\t\t\t Firm’s overall experience of providing consultancies in similar activities/studies, \n\n\t\t\tFirm’s Financial Experience as per format b) at Annexure-I \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 10.2 \n\t\t\t | \n\t\t\t\n\t\t\t Firm’s Specific/ Technical Experience as per format b) at Annexure-I \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 10.3(b) \n\t\t\t | \n\t\t\t\n\t\t\t Turnover per format c) at Annexure-I \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 10.4 (a) \n\t\t\t | \n\t\t\t\n\t\t\t Relevant Quality Certifications \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 10.4 (b) \n\t\t\t | \n\t\t\t\n\t\t\t Management Competency \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
Expressions of interest (EoI) must include the following:
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
The Additional Chief Engineer
\n\nWater Resources Department (EAP Wing)
\n\n3rd Floor, Assam Water Centre (Near Basistha Police Station), Kundil Nagar, Basistha Chariali, NH 27 Guwahati–781029, Assam, India,
\n\nEmail: eapwrdassam@gmail.com,
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Chief Engineer
\n\nWater Resources Department
\n\n\n\n
\n\n
Annexure-I
\n\nSTRUCTURED QUESTIONNAIRE FOR CONSULTANT
\n\n(TO BE SUBMITTED ALONG WITH EoI)
\n\n\n\n
| \n\t\t\t Name of the Consultancy Firm/Consultant \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Registered Address \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Phone No \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Email id \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Name of the Contact Person for this EoI \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Phone no. of the Contact person for this EoI \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Email id of the Contact person for this EoI \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Branch offices if any \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Date of consultancy firm’s establishment \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Number of full-time employees of the consultancy firm \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Number of full-time qualified staff related to the assignment. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Number of other staff/supporting staff related to the assignment. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
| \n\t\t\t Name of \n\n\t\t\tProject \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t Or (3) Public sector undertakings in the same sector Please specify 1, 2, 3 \n\t\t\t | \n\t\t\t\n\t\t\t Client \n\n\t\t\tName \n\t\t\t | \n\t\t\t\n\t\t\t Nature \n\n\t\t\tof assignment (A brief description) \n\t\t\t | \n\t\t\t\n\t\t\t Year and duration of the assignment \n\n\t\t\tCompleted /ongoing \n\t\t\t | \n\t\t\t\n\t\t\t Role as Lead/JV Partner/subconsultant \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Total person months \n\t\t\t | \n\t\t\t\n\t\t\t Total Project Value (INR) \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Professional \n\n\t\t\tFees (INR) of the assignment \n\t\t\t | \n\t\t\t\n\t\t\t Remark (Self-declared/End User certificate /client’s certificate/Photograph/extract of report attached) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
| \n\t\t\t Financial Years (FY) \n\t\t\t | \n\t\t\t\n\t\t\t Turnover from Consultancy (INR Cr.) \n\t\t\t | \n\t\t\t\n\t\t\t Turnover from other \n\n\t\t\tActivities (INR Cr.) \n\t\t\t | \n\t\t\t\n\t\t\t Total Turnover \n\n\t\t\t(INR Cr.) \n\t\t\t | \n\t\t\t\n\t\t\t Average Annual Turnover for the last 5 years (INR Cr.) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
| \n\t\t\t Name of \n\n\t\t\tStaff/M. No. \n\t\t\t | \n\t\t\t\n\t\t\t Age \n\t\t\t | \n\t\t\t\n\t\t\t Years of experience \n\t\t\t | \n\t\t\t\n\t\t\t Qualification \n\t\t\t | \n\t\t\t\n\t\t\t Number of \n\n\t\t\tYears associated with \n\n\t\t\tthe CONSULTANCY FIRM \n\n\t\t\t(Post qualification) \n\t\t\t | \n\t\t\t\n\t\t\t Brief nature \n\n\t\t\tof work done \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
| \n\t\t\t Name of Staff \n\t\t\t | \n\t\t\t\n\t\t\t Age \n\t\t\t | \n\t\t\t\n\t\t\t Years of \n\n\t\t\tExperience \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications \n\t\t\t | \n\t\t\t\n\t\t\t Number of Years Associated with the consultancy firm \n\t\t\t | \n\t\t\t\n\t\t\t Assignments where the staff has worked with year and duration \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
| \n\t\t\t Sr. No. \n\t\t\t | \n\t\t\t\n\t\t\t Clause Reference No. along with page no. \n\t\t\t | \n\t\t\t\n\t\t\t Query \n\t\t\t | \n\t\t\t\n\t\t\t Suggestion/Clarification \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
Terms of Reference for Design, Development, Operation, and Maintenance of a Water Resources Asset Management System (WRAMS) for river basins of Assam with specific data population for Beki, Buridehing, and Jiadhal sub-basins
\n\n\n\n
under Assam Integrated River Basin Management Program (AIRBMP)
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
Project No.: P-174593
\n\nReference No.: WRD _HIU_CS8_WRAMS
\n\n\n\n
\n\n
Table of Contents
\n\n1 Project Background. 10
\n\n2 Context 10
\n\n3 Rationale and Objective. 11
\n\n4 Project Location. 12
\n\n5 Scope of Services. 13
\n\n6 Consultant’s Tasks. 14
\n\n6.1 Task 1: Review and conceptualization. 14
\n\n6.2 Task 2: Design and development of WRAMS. 15
\n\n6.3 Task 3: Capacity-building and Training. 17
\n\n6.4 Task 4: Operation and Maintenance Support for WRAMS. 17
\n\n7 Duration, Deliverables and Schedule of Payments. 17
\n\n7.1 Duration of Consultancy. 18
\n\n7.2 Tentative Deliverables. 18
\n\n7.3 Schedule of Payments. 19
\n\n8 Client’s Role and Responsibility. 20
\n\n9 Consultant’s Role and Responsibility. 20
\n\n10 Required Expertise of Consulting Firm and Key Experts. 20
\n\n\n\n
\n\n
Project Background
\n\nThe State of Assam, through the Government of India, has received financing from the World Bank towards the cost of the Assam Integrated River Basin Management Program (AIRBMP). The expected funding for the 3-phase duration of the Program (2023-2033) is US$ 500 million. The overall program development objective is to reduce water-related disaster risks in Assam and help the state sustainably develop its water resources. The program aims to squarely address the “Water-DRM Nexus” through a set of synergistic activities, including nature-based solutions and non-structural approaches. The program focuses on building the requisite institutional capacity, filling critical knowledge gaps, and implementing integrated solutions to tackle the current challenges for climate-resilient growth and improved livelihoods.
\n\nFlood and River Erosion Management Agency of Assam (FREMAA) is the Project Management Unit (PMU) and the Water Resources Department (WRD) Assam, and the Assam State Disaster Management Authority (ASDMA) are the Project Implementing Units (PIUs) for the AIRBMP. The Project Development Objective (PDO) of the first phase (2023-2027) is to strengthen institutional capacities for integrated water resources planning and management and to enhance preparedness for flood and river erosion risks in Assam. In this first phase, 3 sub-basins of Brahmaputra— Beki, Buridehing, and Jiadhal, have been selected as target areas for both structural and other allied project activities.
\n\nContext
\n\nThe State of Assam is strategically important as a gateway to the north-eastern region and the most populous state in north-east India. The state faces many of the challenges prevalent in other parts of the region but also holds tremendous potential for development through improved water resources management. Along with other water-related challenges, Assam faces two major water-related risks: floods and riverbank erosion which are already severe and could exacerbate under a changing climate. While floods affect an average of 0.8 million hectares of land annually, in certain years, they affect over 50% of Assam’s total area of 7.54 million hectares. Such extensive floods inundate at least 2,000 villages in addition to destroying other infrastructure. The problem is further exacerbated by riverbank erosion which destroys an annual average of about 8,000 hectares of riparian land along the Brahmaputra. The floods are caused by the runoff from extremely heavy rainfall during the monsoon and high sediment loads from upper catchments which are geologically unstable and degraded due to deforestation and cyclic land use practices. The floods, combined with riverbank erosion, have a significant impact on communities living on the active floodplains of the Brahmaputra River and its tributaries.
\n\n\n\n
Flood and riverbank erosion risk management responsibility lies with the Water Resources Department (WRD), Govt. of Assam. WRD’s mission is to manage flooding and erosion by various protection measures like monitoring, repair, and maintenance of existing structural assets, and constructing new assets including embankments, anti-erosion works, and other ancillary structures for flood and erosion mitigations. For flood mitigation, assets, and associated infrastructures include embankments, anti-erosion works, all earthen and masonry walls, dams, spillways, piers, groynes and spurs, sluices, siphons, water gauges, benchmarks, and other works. (Refer to The Assam Embankment and Drainage Act. 1953 for more details). The aim of the flood control assets and associated infrastructures are to ensure the safety of communities from flood and erosion risk and protect their land and livelihood from damages. There are approximately 4513 km long flood control embankments in Assam that have been constructed over time since the 1950s at various flood-prone locations in Assam. These embankments and other assets protect major cities, towns, settlements, villages, and other infrastructures from flood.
\n\n\n\n
Division and District wise embankment lengths in Assam are presented in Table 1 (shaded rows show embankment lengths in the three basins of key focus for this consultancy: Beki, Buridehing, and Jiadhal).
\n\n\n\n
Table 1: Division and District wise embankment length in the Brahmaputra and Barak Basins
\n\n| \n\t\t\t Sl. No. \n\t\t\t | \n\t\t\t\n\t\t\t Name of the Division \n\t\t\t | \n\t\t\t\n\t\t\t Division Wise Length \n\n\t\t\t(in km) \n\t\t\t | \n\t\t\t\n\t\t\t Name of the District \n\t\t\t | \n\t\t\t\n\t\t\t District Wise Length \n\n\t\t\t(in km) \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Dibrugarh \n\t\t\t | \n\t\t\t\n\t\t\t 364.958 \n\t\t\t | \n\t\t\t\n\t\t\t Dibrugarh \n\t\t\t | \n\t\t\t\n\t\t\t 291.108 \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Sibsagar \n\t\t\t | \n\t\t\t\n\t\t\t 368.995 \n\t\t\t | \n\t\t\t\n\t\t\t Tinsukia \n\t\t\t | \n\t\t\t\n\t\t\t 73.850 \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Jorhat \n\t\t\t | \n\t\t\t\n\t\t\t 238.540 \n\t\t\t | \n\t\t\t\n\t\t\t Sibsagar and Charideo \n\t\t\t | \n\t\t\t\n\t\t\t 368.995 \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Majuli \n\t\t\t | \n\t\t\t\n\t\t\t 192.134 \n\t\t\t | \n\t\t\t\n\t\t\t Jorhat \n\t\t\t | \n\t\t\t\n\t\t\t 158.040 \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t UAID, Jorhat \n\t\t\t | \n\t\t\t\n\t\t\t 53.350 \n\t\t\t | \n\t\t\t\n\t\t\t Majuli \n\t\t\t | \n\t\t\t\n\t\t\t 192.134 \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Dhemaji \n\t\t\t | \n\t\t\t\n\t\t\t 203.601 \n\t\t\t | \n\t\t\t\n\t\t\t Golaghat \n\t\t\t | \n\t\t\t\n\t\t\t 133.850 \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Dhakuakhana \n\t\t\t | \n\t\t\t\n\t\t\t 109.155 \n\t\t\t | \n\t\t\t\n\t\t\t Dhemaji \n\t\t\t | \n\t\t\t\n\t\t\t 203.601 \n\t\t\t | \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t N Lakhimpur \n\t\t\t | \n\t\t\t\n\t\t\t 328.934 \n\t\t\t | \n\t\t\t\n\t\t\t Lakhimpur \n\t\t\t | \n\t\t\t\n\t\t\t 438.089 \n\t\t\t | \n\t\t
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Tezpur \n\t\t\t | \n\t\t\t\n\t\t\t 224.328 \n\t\t\t | \n\t\t\t\n\t\t\t Sonitpur and Biswanath \n\t\t\t | \n\t\t\t\n\t\t\t 224.328 \n\t\t\t | \n\t\t
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t Nagaon \n\t\t\t | \n\t\t\t\n\t\t\t 233.097 \n\t\t\t | \n\t\t\t\n\t\t\t Karbianglong and West Karbianglong \n\t\t\t | \n\t\t\t\n\t\t\t 34.162 \n\t\t\t | \n\t\t
| \n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t Morigaon \n\t\t\t | \n\t\t\t\n\t\t\t 189.628 \n\t\t\t | \n\t\t\t\n\t\t\t Nagaon and Hojai \n\t\t\t | \n\t\t\t\n\t\t\t 233.097 \n\t\t\t | \n\t\t
| \n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t Guwahati East \n\t\t\t | \n\t\t\t\n\t\t\t 78.990 \n\t\t\t | \n\t\t\t\n\t\t\t Morigaon \n\t\t\t | \n\t\t\t\n\t\t\t 189.628 \n\t\t\t | \n\t\t
| \n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t Guwahati Rural \n\t\t\t | \n\t\t\t\n\t\t\t 240.590 \n\t\t\t | \n\t\t\t\n\t\t\t Kamrup (M) \n\t\t\t | \n\t\t\t\n\t\t\t 38.765 \n\t\t\t | \n\t\t
| \n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t Mangaldoi \n\t\t\t | \n\t\t\t\n\t\t\t 187.138 \n\t\t\t | \n\t\t\t\n\t\t\t Kamrup (R) \n\t\t\t | \n\t\t\t\n\t\t\t 280.815 \n\t\t\t | \n\t\t
| \n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t Nalbari \n\t\t\t | \n\t\t\t\n\t\t\t 229.510 \n\t\t\t | \n\t\t\t\n\t\t\t Darrang \n\t\t\t | \n\t\t\t\n\t\t\t 187.138 \n\t\t\t | \n\t\t
| \n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t Baksa \n\t\t\t | \n\t\t\t\n\t\t\t 68.700 \n\t\t\t | \n\t\t\t\n\t\t\t Udalguri and Tamurpur \n\t\t\t | \n\t\t\t\n\t\t\t 16.000 \n\t\t\t | \n\t\t
| \n\t\t\t 17 \n\t\t\t | \n\t\t\t\n\t\t\t Barpeta and Bajali \n\t\t\t | \n\t\t\t\n\t\t\t 188.974 \n\t\t\t | \n\t\t\t\n\t\t\t Nalbari \n\t\t\t | \n\t\t\t\n\t\t\t 229.510 \n\t\t\t | \n\t\t
| \n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Chirang \n\t\t\t | \n\t\t\t\n\t\t\t 26.105 \n\t\t\t | \n\t\t\t\n\t\t\t Barpeta and Bajali \n\t\t\t | \n\t\t\t\n\t\t\t 188.974 \n\t\t\t | \n\t\t
| \n\t\t\t 19 \n\t\t\t | \n\t\t\t\n\t\t\t Kokrajhar \n\t\t\t | \n\t\t\t\n\t\t\t 28.011 \n\t\t\t | \n\t\t\t\n\t\t\t Baksa \n\t\t\t | \n\t\t\t\n\t\t\t 52.700 \n\t\t\t | \n\t\t
| \n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t Dhubri and South Salmara \n\t\t\t | \n\t\t\t\n\t\t\t 67.130 \n\t\t\t | \n\t\t\t\n\t\t\t Chirang \n\t\t\t | \n\t\t\t\n\t\t\t 26.105 \n\t\t\t | \n\t\t
| \n\t\t\t 21 \n\t\t\t | \n\t\t\t\n\t\t\t Goalpara \n\t\t\t | \n\t\t\t\n\t\t\t 58.100 \n\t\t\t | \n\t\t\t\n\t\t\t Bongaigaon \n\t\t\t | \n\t\t\t\n\t\t\t 25.540 \n\t\t\t | \n\t\t
| \n\t\t\t 22 \n\t\t\t | \n\t\t\t\n\t\t\t Diphu \n\t\t\t | \n\t\t\t\n\t\t\t 34.162 \n\t\t\t | \n\t\t\t\n\t\t\t Kokrajhar \n\t\t\t | \n\t\t\t\n\t\t\t 28.011 \n\t\t\t | \n\t\t
| \n\t\t\t 23 \n\t\t\t | \n\t\t\t\n\t\t\t Karimganj \n\t\t\t | \n\t\t\t\n\t\t\t 180.140 \n\t\t\t | \n\t\t\t\n\t\t\t Dhubri and South Salmara \n\t\t\t | \n\t\t\t\n\t\t\t 41.590 \n\t\t\t | \n\t\t
| \n\t\t\t 24 \n\t\t\t | \n\t\t\t\n\t\t\t Silchar \n\t\t\t | \n\t\t\t\n\t\t\t 424.709 \n\t\t\t | \n\t\t\t\n\t\t\t Goalpara \n\t\t\t | \n\t\t\t\n\t\t\t 58.100 \n\t\t\t | \n\t\t
| \n\t\t\t 25 \n\t\t\t | \n\t\t\t\n\t\t\t Katigora \n\t\t\t | \n\t\t\t\n\t\t\t 44.230 \n\t\t\t | \n\t\t\t\n\t\t\t Cachar \n\t\t\t | \n\t\t\t\n\t\t\t 474.349 \n\t\t\t | \n\t\t
| \n\t\t\t 26 \n\t\t\t | \n\t\t\t\n\t\t\t Hailakandi \n\t\t\t | \n\t\t\t\n\t\t\t 149.316 \n\t\t\t | \n\t\t\t\n\t\t\t Karimganj \n\t\t\t | \n\t\t\t\n\t\t\t 195.800 \n\t\t\t | \n\t\t
| \n\t\t\t 27 \n\t\t\t | \n\t\t\t\n\t\t\t Haflong \n\t\t\t | \n\t\t\t\n\t\t\t Nil \n\t\t\t | \n\t\t\t\n\t\t\t Hailakandi \n\t\t\t | \n\t\t\t\n\t\t\t 128.246 \n\t\t\t | \n\t\t
| \n\t\t\t 28 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Dima Hosao \n\t\t\t | \n\t\t\t\n\t\t\t Nil \n\t\t\t | \n\t\t
Note: Shaded rows show embankment lengths in the three basins for which the modules of WRAMS are to be populated with data
\n\n\n\n
Rationale and Objective
\n\nPresently, there exists a time-consuming conventional practice for planning and maintenance of embankments and associated flood risk management infrastructures. Given the recurrent threat of flooding, the conventional practice is not able to cope with the enormous challenge of frequent damages to these assets and help plan repair and maintain these assets for their intended functions.
\n\nTherefore, this assignment aims to enable the WRD to assess problems in real-time, plan remedial and new measures, prioritize restoration work and promptly report on the physical status of the assets. To achieve this, a computerized Water Resources Asset Management System (WRAMS) operating on a web-enabled GIS platform will be used. Under phase – 1 of AIRBMP, a comprehensive WRAMS structure would be developed for all river basins of Assam, where all modules of asset management should be available for populating the data. The specific data population shall be done for the Beki, Buridehing and Jiadhal basins supported by detailed, modern water resources asset surveys, including visual and scientific inspection of the status of the structural assets (embankments, bank protection works and river training works including spurs/groynes and other structures etc.). This will, in turn, help to improve the quality and delivery of WRD’s services in the management of the embankments and associated flood control infrastructure thereby ensuring the intended protection for the people and property.
\n\n\n\n
The objective of this consultancy is the design, development, and commissioning of a Water Resources Asset Management System (WRAMS), including its operation and maintenance, for the Water Resources Department, Govt. of Assam. The proposed consultancy for developing and operationalizing the WRAMS shall first develop a set of generic functional modules applicable to the Brahmaputra and all its tributaries in Assam and then shall populate all the modules with the data from three specific sub-basins, namely Beki, Buridehing, and Jiadhal.
\n\nThe WRAMS will enhance the capabilities of the WRD by providing a source of readily accessible, relevant, and valid information on the status of the structural assets as well as improved support for decision-making by providing analytical tools. The creation and operationalization of the WRAMS will prioritize ease of use and logical processes, ensuring the outputs are useful for quick and informed decision-making.
\n\nThe WRAMS would support the flood management functions including the maintenance and strengthening of existing assets, and the generation of alerts for anticipated flood-related hazards by using analytical tools in the WRAMS and planning of new flood control structures. Further, WRAMS will also help in planning the survey and monitoring work including the specific methods, and tools to be used for monitoring and reporting.
\n\nProject Location
\n\nThe project location is the entire basin of the Brahmaputra in Assam, including sub-basins of the three select tributaries- Beki, Buridehing, and Jiadhal (Figure 1). While the functional modules of WRAMS shall be developed for all river basins/sub-basins in Assam, they (the modules) shall be populated with the data from the three sub-basins.
\n\nA brief description of the three sub-basins is presented below.
\n\nBuridehing sub-basin: the river is a large tributary on the left bank of the Brahmaputra River. The river is about 380 km long of which about 210 km is in Assam and originates at 2,375 m above mean sea level in Arunachal Pradesh. The river flows through Tinsukia and Dibrugarh districts in Assam to its confluence with the Brahmaputra at Dehingmukh. Its watershed covers about 5,971 km2 out of which 2,943 km2 is in Assam.
\n\nBeki sub-basin: the river is a large tributary on the right bank of the Brahmaputra River. The river is about 379 km long of which about 80 km is in Assam and originates approximately 7,453 m above mean sea level. In Assam, it flows through Barpeta and Baksa districts to its confluence with the Brahmaputra. Its watershed covers about 33,100 km2, of which 3,892 km2 is in Assam.
\n\nJiadhal sub-basin: the river is a medium-sized tributary on the right bank of the Brahmaputra River. The river is about 145 km long of which about 110 km is in Assam and originates at 1,516 m above mean sea level in Arunachal Pradesh. It flows through Dhemaji District in Assam to its confluence with the Subanshree River, a large tributary of the Brahmaputra. Jiadhal watershed covers about 1,164 km2, of which 1,102 km2 is in Assam.
\n\n\n\n
Figure 1: Locations of Beki, Buridehing, and Jiadhal sub-basins in the Brahmaputra Basin
\n\nScope of Services
\n\nThe consultant will work in close coordination with the officials of WRD, FREMAA, the Project Management and Technical Consultant (PMTC) team, and other consultant teams working on similar projects. The scope of this scheme will cover the Beki, Buridehing, and Jiadhal river basins from their starting (entrance point of the river) in Assam up to the confluence points with river Brahmaputra or Subanshree, apart from structuring the master module for WRAMS to be compatible to populate data of any other sub-basins in the Brahmaputra Basin, or beyond. The WRAMS will be developed with functional modules for operation & maintenance of the assets through their life cycle. The development includes: (a) Collecting data for all assets in the select river basins through primary and secondary surveys and preparing asset maps, and geographic referencing of all important assets in GIS shapefile and CAD format, (b) Identifying all information/data required to develop the WRAMS, like structural and engineering information, basin information and flood-related Information, (c) Identifying the life-cycle of the assets to support designing new or strengthening existing structures, implementation of a Standard Operating Procedure (SOP), risk assessment, preventive or corrective measures/emergency response, and Operation and Maintenance (O & M) / reconstruction.
\n\nThe Consultant’s specific services towards the development of WRAMS for Beki, Buridehing, and Jiadhal basins will comprise of following activities.
\n\nConsultant’s Tasks
\n\nTask 1: Review and Conceptualization
\n\nThis task consists of structuring and initiation of the WRAMS and will include the following sub-tasks:
\n\nTask 2: Design and Development of WRAMS
\n\nDeveloping a generic set of master module
\n\nThe master module shall be finalized through a literature review of best practices (national and international) and through consultation with the client. A generic list of functional modules may include, but is not limited to the following:
\n\nInput systems
\n\n\n\n
Functionality and structure (processing)
\n\n\n\n
Output systems (dissemination)
\n\n\n\n
The master module should be flexible for future expansion of modules, inputs, outputs, etc. and the consultant should suggest the best possible options regarding software (license/open source) selection.
\n\nPreparation of database
\n\nThe databases to be developed as a part of WRAMS will include, but not be limited, to the following:
\n\nMetadata protocols for all the above databases etc. will be needed for smooth data collection and a structured population of data in the WRAMS.
\n\nDevelopment of functionalities
\n\n\n\n
The general functionalities of the WRAMS will include, but not be limited, to the following:
\n\n\n\n
Population of modules for three sub-basins
\n\nAll functional modules shall be operationalized for three sub-basins – Beki, Buridehing and Jiadhal. Data shall be collected for all database types listed in the section 0 and beyond, through primary surveys and secondary sources to populate modules for the above three sub-basins. It is important to plan the primary surveys outside the high flood period.
\n\nDuring these activities, on-the-job training shall be provided to WRD engineers to train them to independently carry out the same tasks (data collection, module operationalizing and data populating) for any or all other sub-basins of Assam.
\n\nTask 3: Capacity Building and Training
\n\nTask 4: Operation and Maintenance Support for WRAMS
\n\nSustainable operation and maintenance of the WRAMS is vital for WRD’s successful management of its flood protection and other assets. The consultant will provide 2 (two) years of operation and maintenance support after the commissioning of the WRAMS. Feedback from the hands-on training sessions and actual use of the system will be used to improve the functionality and performance of the WRAMS, including the software applications. Maintenance support of the developed system will be provided after the go-live of both web app & mobile app, till the project completion.
\n\nDuration, Deliverables and Schedule of Payments
\n\nThe consultancy shall be a lump-sum contract with payments to be made against clearly defined deliverables (see Table 2).
\n\nDuration of Consultancy
\n\nThe contract has an estimated total duration of 36 months — 12 months for planning, development and commissioning of the WRAMS and acceptance of the System by the client and 24 months for operation and maintenance support and update of the system, after commissioning of the System to the client’s server. Training and capacity building of WRD officials shall be provided during this period.
\n\nTentative Deliverables
\n\nThe tentative deliverable list is given below; however, the detailed requirements and deliverables will be finalized at the inception stage.
\n\nNote: All deliverables must be accepted and approved by the client
\n\nTable 2: Deliverables and timelines (Deadline for delivery is in terms of months after the contract award)
\n\n| \n\t\t\t Milestone no \n\t\t\t | \n\t\t\t\n\t\t\t Milestone Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Details \n\t\t\t | \n\t\t\t\n\t\t\t Timeline (T=0, i.e., date of commencement) \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t Conceptual design of WRAMS, Methodology for the development of the system, Identification of data inputs for the system, outputs, and fortnightly schedule of the work plan \n\t\t\t | \n\t\t\t\n\t\t\t T+ 1 months \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Monthly Progress Reports (MPRs) \n\t\t\t | \n\t\t\t\n\t\t\t The monthly progress report (MPR) covers the status of all activities undertaken and progress made in the preceding month. \n\t\t\t | \n\t\t\t\n\t\t\t T+2, T+3... and so on. (i.e., every month after submission of the Inception Report) \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Comprehensive System Requirement Specifications (SRS) Report & System Design Document (SDD) Report \n\t\t\t | \n\t\t\t\n\t\t\t System Requirement Specifications (SRS) containing WRAMS functional needs, data availability, detailed System Design of Integrated WRAMS including inputs and outputs, Internal and external interfaces, Data flow schedules for updating of the system, and Input-output data formats, etc. \n\t\t\t | \n\t\t\t\n\t\t\t T+ 6 months. \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Interim Report on Preparation of Web-GIS Viewer \n\t\t\t | \n\t\t\t\n\t\t\t Preparation of Web-GIS Viewer of existing data including mobile-based App for field data entry \n\t\t\t | \n\t\t\t\n\t\t\t T+8 \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Functional Modules of WRAMS \n\t\t\t | \n\t\t\t\n\t\t\t Including alpha testing reports and integration report \n\t\t\t | \n\t\t\t\n\t\t\t T+8 \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Software Documentation, beta testing reports, User acceptance reports \n\t\t\t | \n\t\t\t\n\t\t\t User’s Manual, training material and Technical Manuals \n\t\t\t | \n\t\t\t\n\t\t\t T+8 \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Draft Final Report (development stage of the WRAMS) \n\t\t\t | \n\t\t\t\n\t\t\t Draft final report, including Design Completion Report, Training Plan and Beta-version of WRAMS system, User and Operation Manuals, Reporting protocols and formats, and Acceptance. Test Go-live of the web app and the mobile application \n\t\t\t | \n\t\t\t\n\t\t\t T+10 \n\t\t\t | \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Final Report and Commissioning of WRAMS \n\t\t\t | \n\t\t\t\n\t\t\t Final report and complete functional deployment of WRAMS on the Website and hands-on training \n\t\t\t | \n\t\t\t\n\t\t\t T+12 \n\t\t\t | \n\t\t
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t MPRs during the Operation and Maintenance phase \n\t\t\t | \n\t\t\t\n\t\t\t After the successful development and acceptance of the system by the client, 24 months of operation, maintenance and training and capacity building for WRD engineers. \n\t\t\t | \n\t\t\t\n\t\t\t T+13, T+14…. ..up to T+36 (In each month following the WRAMS development phase) \n\t\t\t | \n\t\t
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t Operation and Maintenance Report \n\t\t\t | \n\t\t\t\n\t\t\t Summaries of performance evaluation and all modifications and updates made during the Operation and Maintenance phase \n\t\t\t | \n\t\t\t\n\t\t\t T+36 \n\t\t\t | \n\t\t
\n\n
Schedule of Payments
\n\n| \n\t\t\t Deliverable milestone \n\t\t\t | \n\t\t\t\n\t\t\t Month \n\t\t\t | \n\t\t\t\n\t\t\t Payment % \n\t\t\t | \n\t\t
| \n\t\t\t Upon approval of the Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t T+1 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Upon approval of SRS and SDD Reports \n\t\t\t | \n\t\t\t\n\t\t\t T+ 6 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Interim Report on Preparation of Web-GIS viewer \n\t\t\t | \n\t\t\t\n\t\t\t T+8 \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t Draft Final Report (development stage of the WRAMS) \n\t\t\t | \n\t\t\t\n\t\t\t T+10 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Final Report and Commissioning of WRAMS \n\t\t\t | \n\t\t\t\n\t\t\t T+12 \n\t\t\t | \n\t\t\t\n\t\t\t 30% (5% for finalising data population for each basin and 15% after the full commissioning) \n\t\t\t | \n\t\t
| \n\t\t\t Operation and Maintenance Report \n\t\t\t | \n\t\t\t\n\t\t\t T+15, T+18… ……T+36 \n\n\t\t\t(8 quarterly payments) \n\t\t\t | \n\t\t\t\n\t\t\t First 6 Quarters – \n\n\t\t\t@ 2.5% = 15% \n\n\t\t\tLast 2 Quarters – \n\n\t\t\t@ 5%= 10% \n\t\t\t | \n\t\t
Client’s Role and Responsibility
\n\nWRD will provide the Consultant with the following facilities and services:
\n\nConsultant’s Role and Responsibility
\n\nRequired Expertise of Consulting Firm and Key Experts
\n\nA Team Leader will be responsible to deliver the services for the development and operationalizing of the WRAMS. An indicative list of key experts and non-key staff is provided. However, the firms are encouraged to propose the most suitable team composition and the distribution of their person-months. The indicative total of person-months for all key experts is 115, and for non-key staff it is 150.
\n\nKey Experts
\n\nNon- Key staff
\n\nThe number of the non-key staff and their expertise are to be proposed by the firm as per the requirements of the assignment.
\n\n\n\n
"},{"id":"OP00299120","notice_type":"Request for Expression of Interest","noticedate":"08-Jul-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-07-26T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Uzbekistan","project_id":"P168180","project_name":"Institutional Capacity Building Project","bid_reference_no":"MEF-SAMA-QCBS-SYSTEM-2","bid_description":"Development and Implementation of an Automated System of Accounting and Monitoring for the Activities of State-owned enterprises (SOEs)","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"29., Istiklol street, 100017 Tashkent","contact_ctry_name":"Uzbekistan","contact_email":"jasur.karshibayev@imv.uz","contact_name":"Jasur Karshibaev","contact_organization":"Ministry of Economy and Finance of the Republic of Uzbekistan","contact_phone_no":"+998903311662","contact_web_url":"info@imv.uz","submission_date":"2024-07-08T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n
Uzbekistan
\n\nInstitutional Capacity Building Project
\n\nCredit No.: IDA 6431-UZ
\n\nAssignment Title: Development and Implementation of an Automated System of Accounting and Monitoring for the Activities of Enterprises with State Participation
\n\n\n\n
Reference No.: MEF-SAMA-QCBS-SYSTEM-2
\n\n\n\n
The Ministry of Economy and finance of the Republic of Uzbekistan has received financing from the World Bank toward the cost of the Institutional Capacity Building Project and intends to apply part of the proceeds for consulting services on behalf of the State Assets Management Agency (UzSAMA).
\n\nThe Consulting services (“the Services”) include Development and Implementation of an Automated System of Accounting and Monitoring for the Activities of Enterprises with State Participation (“Information system”)
\n\nThe main purpose of the information system for accounting and monitoring the activities of enterprises with state participation is an organized data array of the UzSAMA, processed in a single hardware and software complex, which provides quick access to operational and historical information, multidimensional data analysis (KPIs for various dimensions), obtaining forecasts and statistics in terms of both the activities of the Customer and enterprises with a state share, regardless of the source of such information.
\n\nThe Ministry of Economy and finance of the Republic of Uzbekistan now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services submitting directly to the piu_mof@mail.ru.
\n\nThe qualification requirements for the Consultants are:
\n\nThe proposed team will have both the skills and experience necessary to undertake the range of tasks set out in these Terms of Reference. The Key experts will be not evaluation during review the EOI.
\n\nThe components of the System must have patent purity on the territory of the Republic of Uzbekistan.
\n\nThe attention of interested Consultants is drawn to Section III of the World Bank’s “Procurement Regulations for IPF Borrowers” dated July 2016, revised in November 2017 and August 2018 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest. In addition, please refer to the following specific information on conflict of interest related to this assignment: Consultants shall not be hired for any assignment that would be in conflict with their prior or current obligations to other clients, or that may place them in a position of being unable to carry out the assignment in the best interests of the Ministry of Finance of the Republic of Uzbekistan.
\n\nA Consultant will be selected in accordance with the Quality and Cost Based Selection (QCBS) method set out in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours from 9:00 a.m. to 18:00 p.m. Tashkent time.
\n\nExpressions of interest must be delivered in a written form in English, Russian or Uzbek languages to the address below (in person, or by mail, or by e-mail) by July 26 2024.
\n\n\n\n
Project Implementation Unit under the
\nMinistry of Economy and finance of the Republic of Uzbekistan
Attn: Sirojiddin Imanov, Manager of the Project
\n\nUzbekistan, 100017, Tashkent city, 29, Istiklol St.
\n\nTel: +998901741711
\n\nE-mail: piu_mof@mail.ru
\n\n\n\n
As part of the EOI, the consultant should include the following information:
\n\n\n\n
| \n\t\t\t Date: \n\t\t\t | \n\t\t\t\n\t\t\t Country of Incorporation: \n\t\t\t | \n\t\t
| \n\t\t\t Consultant Name: \n\t\t\t | \n\t\t\t\n\t\t\t Acronym: \n\t\t\t | \n\t\t
| \n\t\t\t EOI Submission Authorized by: \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t
| \n\t\t\t Consultant \n\t\t\t | \n\t\t\t\n\t\t\t Acronym \n\t\t\t | \n\t\t\t\n\t\t\t Country of Incorporation \n\t\t\t | \n\t\t\t\n\t\t\t Joint Venture (JV) or Sub-consultant \n\t\t\t | \n\t\t\t\n\t\t\t EOI Submission Authorized By \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t |
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
Present the rationale for and benefits of working in association (JV or Sub-consultant) with others rather than undertaking the assignment independently (as appropriate). Describe the proposed management and coordination approach of the association and the role of each firm.
\n\nProject References - highlight the technical qualifications of your entity/consortium in undertaking similar assignments. Provide details of past experiences working with similar project authorities
\n\nProject References, present experiences in similar geographic areas.
\n\n\n\n
\n\n
\n\n
| \n\t\t\t N \n\t\t\t | \n\t\t\t\n\t\t\t Project \n\t\t\t | \n\t\t\t\n\t\t\t Project start date (year, month, mandatory) \n\t\t\t | \n\t\t\t\n\t\t\t Project end date (year, month, mandatory) \n\t\t\t | \n\t\t\t\n\t\t\t Client \n\t\t\t | \n\t\t\t\n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t Firm \n\t\t\t | \n\t\t\t\n\t\t\t Participated lawyers in the project among the recommended personnel (full name) \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t … \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t … \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t … \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
| \n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Project Title \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Country / Region \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Start Date \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Completion Date \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Continuous / Intermittent \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Client \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Participated lawyers in the project among the recommended personnel (full name) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Funding Source \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Project description \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t The role of the consulting firm \n\t\t\t | \n\t\t\t\n\t\t\t (indicate your role and contribution in terms of men-months) \n\t\t\t | \n\t\t
We, the undersigned, certify to the best of our knowledge and belief:
\n\nThe lead entity and JV member or sub-consultant are NOT currently sanctioned by or other MDBs. Neither the consulting firm nor the JV member or sub-consultant has ever been convicted of an integrity-related offense or crime related to theft, corruption, fraud, collusion or coercion.
\n\nTerms of Reference (TOR) for development and implementation of an automated system of accounting and monitoring for the activities of SOEs
\n\n\n\n
Full name of the project: "Development and implementation of an automated system of accounting and monitoring for the activities of SOEs" (hereinafter referred to as the "System").
\n\n\n\n
Purchasers Ministry of Economy and Finance of the Republic of Uzbekistan- - manages administrative and financial issues.
\n\nThe final beneficiary of the project is the State Assets Management Agency of the Republic of Uzbekistan (hereinafter referred to as the " Agency").
\n\nRequisites:
\n\n\n\n
The contractor for this project will be determined based on the results of the tender selection.
\n\nBasic requirements for the Supplier:
\n\n\n\n
| \n\t\t\t The role of the specialist \n\t\t\t | \n\t\t\t\n\t\t\t Requirements \n\t\t\t | \n\t\t
| \n\t\t\t BI Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t BI project architector \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t BI Functional Consultant \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Financial consultant BI \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t BI Technical Consultant \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t DBMS administrator \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
\n\n
In addition, in accordance with the legislation of the Republic of Uzbekistan, it is not allowed to participate in tenders of companies upon detection of:
\n\n\n\n
The basis for the development of the System project is:
\n\n\n\n
Planned project implementation timeline:
\n\nStart: October, 2024
\n\nCompletion: October 2025
\n\n\n\n
A financing source for works under the project shall be the funds of the International Financial Institutions (The World Bank)
\n\n\n\n
Upon completion of individual stages and work as a whole, the Supplier submits an acceptance certificate.
\n\nThe results of the work are evaluated by the acceptance committee. The acceptance committee is formed by the Agencyin the prescribed manner.
\n\nTo the Acceptance Commission, the Supplier submits documentation, the list
\nand requirements for registration of which are determined in accordance with State standards (GOST/ГОСТ) and other standards, and governing documents in force in the territory of the Republic of Uzbekistan, as well as by mutual agreement of the Agencyand the Supplier.
The date of delivery - acceptance of work is the date of signing the act by the acceptance commission.
\n\n\n\n
\n\n
The main purpose of the information system for accounting and monitoring the activities of SOEs is an organized data array of the Agency, processed in a single hardware and software complex, which provides quick access to operational and historical information, multidimensional data analysis (KPIs for various dimensions), obtaining forecasts and statistics in terms of both the activities of the Agencyand enterprises with a state share, regardless of the source of such information. This information can come from the following data sources:
\n\nDuring the implementation of the project of an information system for accounting and monitoring the activities of SOEs, the following tasks should be solved:
\n\n\n\n
Business intelligence systems are a type of information systems that allow you to turn accumulated factual data into useful knowledgein order to make effective business decisions. Such knowledge can be used to solve any problems in analysis, management, forecasting, etc.
\n\nThe purpose of introducing a business analysis system is to improve the efficiency of management of the operation and development of the Agency's Company, which is ensured by providing stakeholders,taking into account their powers, prompt access to consolidated from various sources, relevant and reliable information, fully characterizing the current state of the business and the dynamics of its development.
\n\nThe System will present data in a unified manner that will allow Users to form management, analytical and regulatory reporting. The business analysis system is created to perform complex and diverse functions, including the processing of analytical information, the formation of regulatory reporting and support for arbitrary requests.
\n\nThe purpose of the system is:
\n\nTo achieve the set goals within the framework of building the Agency's system, the following tasks must be solved:
\n\n\n\n
\n\n
\n\n
The Agency for State Assets Management of the Republic of Uzbekistan (hereinafter referred to as the Agency) was established by the Decree of the President of the Republic of Uzbekistan dated January 14, 2019 N UP-5630 “On measures to radically improve the system of state assets management, antimonopoly regulation and the capital market.
\n\nThe Agency for State Assets Management of the Republic of Uzbekistan is a public administration body, the main activities of which are:
\n\n\n\n
Also, the main participants in the project are:
\n\nSOEs. As of January 1,2020, the number of SOEs is 2,965 (257 JSCs, 990 LLCs, 1,718 SUEs), enterprises in which there is a share of SOEs of about 2 thousand.
\n\nState Tax Committee of the Republic of Uzbekistan - provision of data on NAS (tax and other mandatory payments, tax arrears, tax benefits, etc.);
\n\nState Customs Committee of the Republic of Uzbekistan - information on the volumes of import and export of goods and services;
\n\nState Committee of the Republic of Uzbekistan on Statistics - supplier of data on industry indicators;
\n\nRepublican Stock Exchange - supplier of information on securities;
\n\nThe Uzbek Republican Commodity and Raw Materials Exchange is a supplier of information
\non the cost of products.
\n\n
The Agency is currently collecting and analyzing data as part of the management of state assets. At the same time, the main sources of data received by the Agency are:
\n\nInformation portal of putting public companies report and other economic entities with state share (JSC, LLC, companies with state shares.) Kpi.davaktiv.uz - information resource, using the accounting records of the collection of key performance indicators (hereinafter "KPI") and business plans from business entities with a state share (hereinafter the “Subject”). Each business entity with a state share has a personal account on the kpi.davaktiv.uz website. Access to your personal account is carried out using an electronic digital signature (hereinafter “EDS”) of a legal entity. In the personal account of the Subject there are electronic forms that are filled in by the Subject manually. The list of forms and the frequency of submission of reports is indicated in table. 3.2.2. Control over the correctness of filling out the report is carried out by the Agency's specialists manually. When analyzing the submitted report, the Agency's specialist has the opportunity to both accept this report and return it for revision, indicating in the comments the reason for the discrepancy.
\n\nThe register of state property property.davaktiv.uz is an information resource for registration and submission of reports for legal entities in the form of state unitary enterprises and state enterprises. The principle of access to a personal account, as well as monitoring of received reports, is similar to the information portal kpi.davaktiv.uz. The list of forms and the frequency of submission of reports is indicated in table. 3.2.2.
\n\nDatabase of the State Tax Committee of the Republic of Uzbekistan - The database on objects of taxation and objects related to taxation is generated in electronic form in the territorial bodies of the state tax service at the location of the object on the basis of internal and external sources of information. Internal sources contain information on quarterly, annual financial reports, calculations of taxes and other obligatory payments, revised tax reports, explanatory notes, information and certificates provided by taxpayers to the state tax authorities.
\n\nData from the State Oil Company database are sent to the Agency in automatic mode and are indicated in table. 3.2.2.
\n\nAll data from the above sources are fed into the local database of the Agency. The Agency's existing database has accumulated information with a depth of 2 years.
\n\nThe analytical layer is the information system (hereinafter “IS”) “State property” developed in 2018.
\n\nIS “State Property” is an analytical tool of the Agency, with the help of which the analysis and processing of data takes place. The users of the Information System "State Property" are the specialists of the Agency. The system has a role-based data access model. Information in the system is presented in tabular and graphical form. Completion and modernization of the system is carried out exclusively by the IT management specialists of the Agency.
\n\nThe architecture of the current solution is shown below in p. 3.2.1
\n\n\n\n
\np. 3.2.1 Architecture of the current solution.
\n\n
The composition of the internal and external systems of the Agency (Table 3.2.1):
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t System name \n\t\t\t | \n\t\t\t\n\t\t\t System Description \n\t\t\t | \n\t\t\t\n\t\t\t Data retrieval method \n\t\t\t | \n\t\t
| \n\t\t\t Internal systems of the Agency \n\t\t\t | \n\t\t|||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t IS "State Property" \n\t\t\t | \n\t\t\t\n\t\t\t Existing IS of business analysis \n\t\t\t | \n\t\t\t\n\t\t\t The existing IS "State Property" receives data from the Agency's database \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Agency DB \n\t\t\t | \n\t\t\t\n\t\t\t Existing DB \n\t\t\t | \n\t\t\t\n\t\t\t Formed database. The accumulation of the database comes from all of the following sources. The depth of historical data is 4 years. \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t www.property.davaktiv.uz \n\t\t\t | \n\t\t\t\n\t\t\t Register of state property of registration and submission of reports for legal entities in the form of state unitary enterprises and state enterprises. \n\t\t\t | \n\t\t\t\n\t\t\t Filling out forms posted on the web platform is carried out by enterprises in manual mode. \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t www.kpi.davaktiv.uz \n\t\t\t | \n\t\t\t\n\t\t\t Information portal for submitting reports by joint-stock companies and other business entities in the form of JSCs, LLCs, enterprises with a state share. \n\t\t\t | \n\t\t\t\n\t\t\t Filling out forms posted on the web platform is carried out by enterprises in manual mode. \n\t\t\t | \n\t\t
| \n\t\t\t External systems \n\t\t\t | \n\t\t|||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t STC DB \n\t\t\t | \n\t\t\t\n\t\t\t State Tax Committee database \n\t\t\t | \n\t\t\t\n\t\t\t Data collection from the STC DB collected on an automatic basis. \n\t\t\t | \n\t\t
Tab. 3.2.1 Composition of internal and external systems.
\n\n\n\n
The composition of the reporting forms (Table 3.2.2)
\n\n| \n\t\t\t Accepted reporting forms \n\t\t\t | \n\t\t||||
| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Organizational and legal form \n\t\t\t | \n\t\t\t\n\t\t\t Reporting forms \n\t\t\t | \n\t\t\t\n\t\t\t Periodicity \n\t\t\t | \n\t\t\t\n\t\t\t Fill / receive method \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t • Joint Stock Company (JSC); \n\n\t\t\t• Limited Liability Company (LLC); \n\n\t\t\t• Unitary enterprises (GUP) \n\t\t\t | \n\t\t\t\n\t\t\t Reporting forms according to national accounting standards (NAS) \n\n\t\t\t• Form No. 1 (small and medium enterprises) \n\n\t\t\t• Form No. 2 (small and medium enterprises) \n\n\t\t\t• Form No. 4 (Large enterprises) \n\n\t\t\t• Form No. 5 (Large enterprises) \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Accepted by the Agency in automatic mode from the database of the STC \n\t\t\t | \n\t\t
| \n\t\t\t Key performance indicators (KPI) reporting form \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Filled in by enterprises manually on the web platform www.kpi.davaktiv.uz \n\t\t\t | \n\t\t||
| \n\t\t\t Key performance indicators (KPI) reporting form for the financial and banking sector \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Filled in by enterprises manually on the web platform www.kpi.davaktiv.uz \n\t\t\t | \n\t\t||
| \n\t\t\t Key performance indicators (KPI) reporting form for insurance companies \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Filled in by enterprises manually on the web platform www.kpi.davaktiv.uz \n\t\t\t | \n\t\t||
| \n\t\t\t Reporting form - business plan \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Filled in by enterprises manually on the web platform www.kpi.davaktiv.uz \n\t\t\t | \n\t\t||
| \n\t\t\t Reporting form according to international financial reporting standards (IFRS) for enterprises \n\n\t\t\t• Statement of financial position \n\n\t\t\t• Statement of comprehensive income \n\n\t\t\t• Cash flow statement \n\n\t\t\t• Statement of changes in equity \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Tax Committee Database \n\t\t\t | \n\t\t||
| \n\t\t\t Reporting form according to international financial reporting standards (IFRS) for the financial and banking sector \n\n\t\t\t• Statement of financial position \n\n\t\t\t• Profit or loss statement \n\n\t\t\t• Statement of comprehensive income \n\n\t\t\t• Cash flow statement \n\n\t\t\t• Statement of changes in equity \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Tax Committee Database \n\t\t\t | \n\t\t||
| \n\t\t\t Management reporting \n\t\t\t | \n\t\t||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Management reporting forms \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Formed in the IS "State Property" \n\t\t\t | \n\t\t
Tab. 3.2.2 Composition of reporting forms
\n\nThe information computer network of the Agency is a system of two components: an application server and a database server.
\n\n\n\n
\n\n
| \n\t\t\t TAS-IX Network \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
| \n\t\t\t МСПД (interstate data transmission system) \n\t\t\t | \n\t\t
| \n\t\t\t Firewall all \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
| \n\t\t\t Local computing \n\n\t\t\tnetwork \n\t\t\t | \n\t\t
| \n\t\t\t Applications server \n\t\t\t | \n\t\t
| \n\t\t\t Database server \n\t\t\t | \n\t\t
| \n\t\t\t Backup Applications \n\t\t\t | \n\t\t
| \n\t\t\t Backup databases \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
p. 3.2.2. logical diagram of the existing technical complex
\n\n\n\n
\n\n
\n\n
Key technical specifications for Application Server and Database Server:
\n\n\n\n
| \n\t\t\t Applications server \n\t\t\t | \n\t\t|
| \n\t\t\t Fujitsu Database Server Primary rx2530 m4 \n\t\t\t | \n\t\t\t\n\t\t\t CPU Intel Xeon Silver 4110 8c 2.10 GHz 2x \n\n\t\t\tDDR4 32GB \n\n\t\t\tHDD SATA 6G 1TBx4 SSD 256Gbx2 \n\n\t\t\tOS / Oracle Linux Unbreakable \n\n\t\t\tPSU 800W 2x \n\n\t\t\tLANs \n\n\t\t\tI350-AM2 (Onboard on D3383-A1x, on D3383-C1x \n\n\t\t\tIntel® C620 Chipset (1Gb / 10Gb Ethernet) (Onboard on D3383-C1x, on D3383-A1x) \n\t\t\t | \n\t\t
| \n\t\t\t Database server \n\t\t\t | \n\t\t|
| \n\t\t\t Fujitsu Database Server Primary rx2530 m4 \n\t\t\t | \n\t\t\t\n\t\t\t CPU Intel Xeon Silver 4110 8c 2.10 GHz 2x \n\n\t\t\tDDR4 32GB \n\n\t\t\tHDD SATA 6G 1TBx4 SSD 256Gbx2 \n\n\t\t\tOS / Oracle Linux Unbreakable \n\n\t\t\tPSU 800W 2x \n\n\t\t\tLANs \n\n\t\t\tI350-AM2 (Onboard on D3383-A1x, on D3383-C1x \n\n\t\t\tIntel® C620 Chipset (1Gb / 10Gb Ethernet) (Onboard on D3383-C1x, on D3383-A1x) \n\t\t\t | \n\t\t
Main challenges in working with the current information system:
\n\n\n\n
Institutional scope of the project includes the State Assets Management Agency of the Republic of Uzbekistan with all regional offices.
\n\nAs of 01.01.2021 the Agency has the following territorial distribution (figure 3.2.1.2):
\n\n\n\n
\n\n
| \n\t\t\t State Assets Management Agency \n\n\t\t\tof the Republic of Uzbekistan \n\t\t\t | \n\t\t
| \n\t\t\t Rep. of Karakalpakstan \n\t\t\t | \n\t\t
| \n\t\t\t Andijan region \n\t\t\t | \n\t\t
| \n\t\t\t Jizzakh region \n\t\t\t | \n\t\t
| \n\t\t\t Navoi region \n\t\t\t | \n\t\t
| \n\t\t\t Samarkand region \n\t\t\t | \n\t\t
| \n\t\t\t Syrdarya region \n\t\t\t | \n\t\t
| \n\t\t\t Khorezm region \n\t\t\t | \n\t\t
| \n\t\t\t Tashkent city \n\t\t\t | \n\t\t
| \n\t\t\t Bukhara region \n\t\t\t | \n\t\t
| \n\t\t\t Kashkadarya region \n\t\t\t | \n\t\t
| \n\t\t\t Namangan region \n\t\t\t | \n\t\t
| \n\t\t\t Surkhandarya region \n\t\t\t | \n\t\t
| \n\t\t\t Ferghana region \n\t\t\t | \n\t\t
| \n\t\t\t Tashkent region \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\tdepartment \n\t\t\t | \n\t\t
| \n\t\t\t Total departments: 14 \n\n\t\t\tCentral department: 1 \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
The scope of this Project includes the optimization and automation of business processes of reporting systems. Automation and carrying out on a regular basis the process of loading data from operational sources into an existing database, to consolidate information from various sources, to provide centralized quick access to data for business users.
\n\n\n\n
The implementation of the System should be based on modern information technologies, as in the implementation of subject-oriented applied software systems that automate the execution of individual applied procedures and operations at all levels of the organizational hierarchy, a single information space based on a databank.
\n\nThe system should include the following subsystems:
\n\nThe system should provide opportunities for further development and modernization, including:
\n\nThe system should be organized as follows:
\n\nThe system should provide for the ability to integrate with external information systems and databases using publicly available protocols such as:
\n\n\n\n
The system should provide high interactivity of work
\nwith consolidated data, flexible reporting in the form of the ability to perform unplanned (arbitrary) queries to data, as well as provide an opportunity for users to work independently (self-configuration of new analytical reports).
General system requirements.
\n\nThe system should be able to:
\n\n\n\n
The system should contain the following subsystems:
\n\n\n\n
The reporting forms issued by the System must include:
\n\n| \n\t\t\t\t Consumers of information \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t WEB platforms of the Agency \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t Agency staff \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t Sources of information \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t Agency assets \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t WEB platforms of the Agency \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t DB tax and customs committee \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t The Agency's existing database \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t Data visualization subsystem \n\t\t\t\t | \n\t\t\t
| \n\t\t\t\t Administration module \n\t\t\t\t | \n\t\t\t
p 4.1. General software architecture
\n\n\n\n
Basic functional principles of the system
\n\nThe main principles that the Supplier should be guided by when choosing / designing the System are as follows:
\n\n\n\n
The architecture of the System assumes the use of client-server technology with the ability to connect remote users through the WEB interface, as well as through a mobile application for mobile operating systems based on Android and iOS.
\n\nFor the functioning of the System, the data will be loaded
\nfrom the existing DBMS of the Agency.
The composition of the software components of the Complex should correspond to the generally accepted structure of similar systems, and also represent an integral platform solution with a single metamodel, and not a set of disparate components.
\n\nThe main components of the platform:
\n\nThe system under development should include the following technological components:
\n\n\n\n
\n\n
Рис. 4.1.1.2.1. Hi-level architecture of the system of accounting and monitoring of the activities of SOEs
\n\nMore detailed requirements are indicated in clauses 4.1.9 and 4.2.
\n\n\n\n
Requirements for modes of operation
\n\nThe software tools of the complex of the systems being implemented must operate around the clock and provide the ability to work in the following modes:
\n\nNormal mode (continuous round-the-clock work);
\n\nNormal mode ensures the performance of system functions. This is the main mode of operation. In the normal operating mode of the system:
\n\nTo ensure the normal operation of the system, it is necessary to comply with the requirements and maintain the operating conditions of the software specified in the relevant technical documents (technical documentation, operating instructions, etc.).
\n\nService mode (for maintenance, reconfiguration and replenishment of new components).
\n\nThe service mode is intended for updating and preventive maintenance of software and hardware, changing the configuration of components.
\n\nThe service mode of operation is used to perform operations of preparation and conduct of regulations, tests or significant restructuring of the system.
\n\nThis mode also carries out maintenance, reconfiguration, modernization and improvement of the system.
\n\nThe mode allows diagnosing incidents or problems related to failures or accidents in the system.
\n\nThe service mode is intended primarily for routine maintenance and system maintenance:
\n\n\n\n
The use of the System implies the following scenario:
\n\nA tool for operational business analysis - data will be presented in a unified manner, allowing Users to form management and analytical reporting.
\n\nThe model includes two main scenarios:
\n\n\n\n
| \n\t\t\t СИСТЕМа УЧЕТА И мониторинга \n\t\t\t | \n\t\t
\n General model of using IS scripts:
\n\n
p. 4.1.4.1 “General Scenario Model”
\n\n\n\n
\n\n
p. 4.1.4.2 “Script Action Diagram”
\n\n\n\n
Analysis and reporting on data received from the Assets of the Agency 001.
\n\nThis scenario implies the receipt by the User of the Agency's management of data from SOEs, analysis of the enterprise and the formation of a report on the activities of the enterprise, taking into account the indication of the fulfillment of planned indicators.
\n\nProcess steps:
\n\n\n\n
This scenario implies the receipt by the User of the Central Office of the Agency of data on the analytical report generated by the User of the Agency's management. The user of the Agency's Central Office consolidates data according to various criteria, generates a consolidated analytical report and publishes it in order to form an opinion on making certain decisions.
\n\nProcess steps:
\n\nAdditional scenarios for the actions of each subsystem included in the delivery of the System will be reflected in the appropriate additions to this technical assignment at the design and development stage of the system.
\n\n\n\n
Software diagnostics should be performed using standard system operating system modes, individual workstation operating systems, and by running a test case.
\n\nSoftware modules must have components according to the testing and testing methodology, which allow to control the possibility of functioning of the main modes of operation of the modules.
\n\nDuring the operation of the system, testing and diagnostics of software and hardware should be carried out by the system administrator in automatic mode when it starts.
\n\nAs part of the development of the Program and Test Methodology, a test case must be formed to ensure that the nodes are operable and that interacting information systems are connected both during the initial installation and loading of the database, and in the course of daily work.
\n\nThe test procedure will be carried out in accordance with the work plan indicated in Table 5.
\n\n\n\n
The system must be modernized and without a radical change in structure and composition, if it is necessary to use more modern high-performance technologies. Provide the ability to add new modules and additional systems (subsystem) to the existing software package or the ability to support a stepwise update - meaning that newer modules can be used in an existing system with previously installed ones. A software modularity approach should be provided.
\n\nIn this case, the minimum allowable service life of the System must be at least 10 years.
\n\nInformation interaction between the components of the System will be carried out on the basis of standard exchange formats. Methods and means of communication should provide:
\n\nData exchange with other information systems should be carried out according to agreed formats and data transfer protocols.
\n\nThe interaction of the System with third-party information systems is planned to be carried out using industrial integration tools.
\n\nThe system must support the use of a WEB client. Provide the ability to use any device (smartphone, tablet or PC).
\n\nInformation exchange between the ACS and external information systems should be carried out by calling the services provided by the components and using message queues.
\n\nThe system should be able to interact with the following external information systems (if technically possible):
\n\nThe interaction of the System with third-party IS and scenarios of their use will be reflected in the corresponding technological instructions at the design stage. The technological instructions will indicate the protocols for receiving and transmitting data, the list and formats of the transmitted data and the lists of third-party databases used.
\n\nWhen interacting with third-party information systems included in the National Information System, the requirements of O'z DSt 2590 will be taken into account.
\n\nIn order to ensure a further increase in the functionality of the system, it should be possible to add a list of external information systems and the composition of information transmitted and received in the course of information exchange between participants in information interaction within the framework of the creation, operation and modernization of the System.
\n\n\n\n
\n\n
The preliminary number of users of the System is up to 200 internal users. The total number of personnel of users of the information system being implemented is determined by the Supplier at the stage of the Terms of Reference and is agreed upon by the protocol with the Agency. Detailed requirements for functional groups, composition, number, qualifications of personnel should be determined at the stage of development and Formation of requirements for the system in accordance with the organizational structure determined at the stage of inspection of the automation object.
\n\n\n\n
Below is the estimated planned number of users of the System.
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Department / Management \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t\t Number of users, people \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Internal departments of UzSAMA \n\t\t\t | \n\t\t\t\n\t\t\t Director, head, deputy \n\t\t\t | \n\t\t\t\n\t\t\t 30 \n\t\t\t | \n\t\t
| \n\t\t\t Specialist, employee \n\t\t\t | \n\t\t\t\n\t\t\t 70 \n\t\t\t | \n\t\t||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Territorial administrations \n\t\t\t | \n\t\t\t\n\t\t\t Director, head, deputy \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t
| \n\t\t\t Specialist, employee \n\t\t\t | \n\t\t\t\n\t\t\t 40 \n\t\t\t | \n\t\t||
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Other users of Ministries and departments \n\t\t\t | \n\t\t\t\n\t\t\t Director, head, deputy \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
| \n\t\t\t Specialist, employee \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t||
| \n\t\t\t Observer \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t||
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t Director, head, deputy \n\t\t\t | \n\t\t\t\n\t\t\t 60 \n\t\t\t | \n\t\t
| \n\t\t\t Specialist, employee \n\t\t\t | \n\t\t\t\n\t\t\t 130 \n\t\t\t | \n\t\t||
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Observer \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
Table 4.1.7.1. Planned number of users of the System
\n\nIn total, the approximate number of users of the System is 200 users involved in control, monitoring, analysis, and reporting, of which 60 are managers (directors, managers, deputies), 10 are observers. The system must assume at least 5 concurrent system administrators.
\n\n\n\n
In this case, the main roles between users are as follows:
\n\nObserver role: viewing reports;
\n\nRequirements for the procedure for training personnel of the System and control of knowledge and skills:
\n\n• The Supplier shall provide training separately for key users of the System;
\n\n• To control knowledge and skills in working with the System, questionnaires and a methodology for assessing the knowledge gained at the 5th stage should be developed (see Table 5.1).
\n\nDepending on the areas of activity, users study functional Systems and basic principles of administration.
\n\nIt is possible to organize user training according to their roles in the System. During training, an emphasis is placed on the functionality of the System that is most in demand for the user's role.
\n\nAdditional requirements are specified in clause 6.3 of this technical assignment.
\n\n\n\n
The staffing table of the System is also determined by the Supplier at the stage of development and Formation of requirements for the system and is agreed upon by the protocol with the Agency. The mode of operation of users is determined by the job descriptions of the personnel providing the solution of functional tasks.
\n\nThe operating mode of the service personnel should be determined based on the requirements for the time of the System operation.
\n\nIf it is necessary to ensure round-the-clock operation of the System, the organization of the on-call of the service personnel is required. Regardless of the operating mode of the System service personnel (normal or round-the-clock), the following must be ensured:
\n\n\n\n
The degree of adaptability of the system to changes in processes and management methods:
\n\nSystem performance:
\n\nAppointment indicators characterizing the degree of compliance of the System with the requirements for it for organizational and economic Informatization systems, in which the managerial decision and its implementation depend on the person, are difficult to Indicators of the degree of conformity of the System to the purpose
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t The name of the purpose indicators \n\t\t\t | \n\t\t\t\n\t\t\t Explanation \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Reliability indicators \n\t\t\t | \n\t\t\t\n\t\t\t They characterize the functional compliance of the System with the stated goals and the ability of the System to perform the specified functions in various conditions \n\t\t\t | \n\t\t
| \n\t\t\t 1.1 \n\t\t\t | \n\t\t\t\n\t\t\t Validity \n\t\t\t | \n\t\t\t\n\t\t\t The system must meet the stated goals and functional requirements of the technical specifications \n\t\t\t | \n\t\t
| \n\t\t\t 1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Security \n\t\t\t | \n\t\t\t\n\t\t\t The system must be able to prevent unauthorized access to data \n\t\t\t | \n\t\t
| \n\t\t\t 1.3 \n\t\t\t | \n\t\t\t\n\t\t\t Operability \n\t\t\t | \n\t\t\t\n\t\t\t The system should function in the specified modes in the absence of destabilizing influences \n\t\t\t | \n\t\t
| \n\t\t\t 1.4 \n\t\t\t | \n\t\t\t\n\t\t\t Consistency \n\t\t\t | \n\t\t\t\n\t\t\t The system and documentation must have unambiguous, consistent descriptions for the same objects, functions, terms, definitions, etc. \n\t\t\t | \n\t\t
| \n\t\t\t 1.5 \n\t\t\t | \n\t\t\t\n\t\t\t Sustainability \n\t\t\t | \n\t\t\t\n\t\t\t The system must have the ability to ensure continued operation of the System after the occurrence of deviations caused by destabilizing influences \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Performance indicators \n\t\t\t | \n\t\t\t\n\t\t\t They characterize the degree of satisfaction of the user's need for obtaining information, taking into account the economic, time and other resources of the System \n\t\t\t | \n\t\t
| \n\t\t\t 2.1 \n\t\t\t | \n\t\t\t\n\t\t\t Performance \n\t\t\t | \n\t\t\t\n\t\t\t The system must be able to perform actions in the time interval that meets the specified requirements \n\t\t\t | \n\t\t
| \n\t\t\t 2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Profitability \n\t\t\t | \n\t\t\t\n\t\t\t The system must be able to operate on the minimum resources of the System \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Manufacturability indicators \n\t\t\t | \n\t\t\t\n\t\t\t They characterize the technological aspects that make it easy to eliminate errors in the System \n\t\t\t | \n\t\t
| \n\t\t\t 3.1 \n\t\t\t | \n\t\t\t\n\t\t\t Modifiability \n\t\t\t | \n\t\t\t\n\t\t\t The system should be capable of providing ease of making the necessary changes and improvements to the System during operation. \n\t\t\t | \n\t\t
| \n\t\t\t 3.2 \n\t\t\t | \n\t\t\t\n\t\t\t Repeatability \n\t\t\t | \n\t\t\t\n\t\t\t The System should use typical design solutions or components \n\t\t\t | \n\t\t
| \n\t\t\t 3.3 \n\t\t\t | \n\t\t\t\n\t\t\t Structurality \n\t\t\t | \n\t\t\t\n\t\t\t The system should consist of complexes that perform interrelated functions \n\t\t\t | \n\t\t
Tab. 4.1.7.1 Indicators of the degree of conformity of the System to the purpose
\n\n\n\n
Reliability indicators for the system should be determined by the current requirements for the reliability of automated information systems for authorities and authorities and can be specified in the technical design. Also in the technical project, methods and means of performing work in the event of system failures must be determined.
\n\nSystem reliability indicators: - system availability factor 0.9997; - recovery time for the entire system is no more than 2 hours; - recovery time for individual subsystems is no more than 1 hour.
\n\nAvailability is determined by the ratio of the time spent by the system in a healthy state to the total operating time.
\n\nRecovery time includes the time to identify an accident (failure) and eliminate its consequences. Including (if necessary) - restoring databases from archive copies.
\n\nThe following requirements are imposed on the reliability of the equipment:
\n\nThe following requirements are imposed on the reliability of power supply:
\n\nThe reliability of software should be ensured through the following organizational measures:
\n\nThe reliability of the system being created is ensured by:
\n\nThe reliability of the first stage of the System should be ensured by the possibility of recovery in the event of emergencies related to:
\n\nFailures and malfunctions in the operation of software, hardware and (or) software and hardware of automated workstations of the System users should not lead to general destruction of the data stored in the System. The quantitative values of the reliability indicators for the subsystems of the System, the achievement of which must be ensured, are presented in table 4.1.8.1
\n\nThe composition and description of the reliability indicators of the System are indicated in table 4.1.8.2
\n\n\n\n
Values of reliability indicators
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Index \n\t\t\t | \n\t\t\t\n\t\t\t Meaning \n\t\t\t | \n\t\t
| \n\t\t\t The whole system \n\t\t\t | \n\t\t||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Time to identify and neutralize current threats to information security \n\t\t\t | \n\t\t\t\n\t\t\t no more than 5 hours (provided that the data is saved in the System) \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Recovery time of parameters of normal functioning after the implementation of a computer attack \n\t\t\t | \n\t\t\t\n\t\t\t no more than 10 hours (provided that the data is saved in the System) \n\t\t\t | \n\t\t
| \n\t\t\t Data visualization subsystem \n\t\t\t | \n\t\t||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Reliability \n\t\t\t | \n\t\t\t\n\t\t\t 10,000 hours \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Availability ratio \n\t\t\t | \n\t\t\t\n\t\t\t 0.9995 \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Availability \n\t\t\t | \n\t\t\t\n\t\t\t 99.95% \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Data loss tolerance \n\t\t\t | \n\t\t\t\n\t\t\t 1 hour in (provided that the data is saved in the System) \n\t\t\t | \n\t\t
| \n\t\t\t Subsystem of distribution of roles and differentiation of access rights \n\t\t\t | \n\t\t||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Reliability \n\t\t\t | \n\t\t\t\n\t\t\t 6000 hours \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Availability ratio \n\t\t\t | \n\t\t\t\n\t\t\t 0.99 \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Availability \n\t\t\t | \n\t\t\t\n\t\t\t 99.9% \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Data loss tolerance \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\t\t\t | \n\t\t
Tab. 4.1.8.1 Values of reliability indicators
\n\n\n\n
Composition of reliability indicators for the System
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Index \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Availability \n\t\t\t | \n\t\t\t\n\t\t\t Ability Systems perform coordinated function to within a specified time ((time operation systems - while idle) / time operation Systems * 100). Measured as a percentage \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Availability ratio \n\t\t\t | \n\t\t\t\n\t\t\t The probability of that system will be in good working condition at an arbitrary moment of time, except for scheduled periods in during which the use of systems for other purposes not provided \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Data loss tolerance \n\t\t\t | \n\t\t\t\n\t\t\t Allowable period of time for which System data may be lost . Measured in hours \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Time to recovery \n\t\t\t | \n\t\t\t\n\t\t\t Time interval from the moment of failure (detection of failure) of the System until the moment of restoration of its operational state. Measured in hours \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Reliability \n\t\t\t | \n\t\t\t\n\t\t\t The property of the System to continuously maintain an operational state for some time, or \n\n\t\t\tdevelopments. Measured in hours \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Time identifying and neutralization of actual threats to information security \n\t\t\t | \n\t\t\t\n\t\t\t The permissible period of time for which it is necessary to identify and neutralize the actual threats to the security of the System's information . \n\n\t\t\tMeasured in hours \n\t\t\t | \n\t\t
| \n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Restoration time of parameters of normal operation after \n\n\t\t\timplementation of a computer attack \n\t\t\t | \n\t\t\t\n\t\t\t The duration of the restoration of the System 's operational state after the implementation of a computer attack. \n\n\t\t\tMeasured in hours \n\t\t\t | \n\t\t
Tab. 4.1.8.2 Composition of reliability indicators for the System
\n\n\n\n
The required level of security must be ensured by the Agencythrough strict adherence to the rules of operation and maintenance of equipment recommended by the Suppliers and developers of informatization tools.
\n\nInstallation and commissioning of the system, as well as its subsequent maintenance should not be associated with exposure of personnel to dangerous values of electric current, electromagnetic fields, acoustic noise, vibrations, etc.
\n\nThe design of the technical means must ensure the protection of service personnel from electric shock in accordance with the requirements of GOST 12.2.003 and GOST 12.2.007.0.
\n\nThe premises where the technical means of the system will be located must comply with the requirements of the guidance document RH 45-201: 2011.
\n\nAll external elements of the Complex's technical means that are energized must be protected from accidental contact, and the technical means themselves must have grounding or protective grounding in accordance with GOST 12.1.030-81.
\n\nThe power supply system must provide protective shutdown in case of overloads and short circuits in order to load, as well as emergency manual shutdown.
\n\nThe design of technical means should provide free access to individual units and elements for their maintenance and repair, convenient connection of power cables.
\n\nAll equipment included in the Complex must be serial and have appropriate certificates of conformity.
\n\nThe security of the premises in which the technical means of the Complex will be located should be ensured by the appropriate working group at the enterprise, responsible for both the operation of the system as a whole and for the implementation of this Terms of Reference.
\n\n\n\n
The System should provide for control and management tools that restrict the rights of users of the System for accounting and monitoring the activities of SOEs.
\n\nAccess to the System for recording and monitoring the activities of SOEs should be provided only for registered users who have passed the identification and authentication procedure.
\n\n"Protection of information from unauthorized access" must be ensured by a set of technical (hardware and software) security means of the System, including:
\n\nThe information protection system of the system in terms of protecting local area networks and workstations must comply with the requirements of national standards:
\n\n\n\n
The system must meet the following requirements for managing data access rights within the system:
\n\nThe name of the roles, their rights and the description of access should be generated at the “Design” stage.
\n\n\n\n
The system of accounting and monitoring of the activities of SOEs should provide for the means of backing up, archiving and restoring data.
\n\nThe servers on which the information system operates must be provided with uninterruptible power supplies for at least 15 minutes to shut down the operating system and applications when the primary power supply is interrupted.
\n\nEmergency situations for which the safety of information in the System for recording and monitoring the activities of SOEs should be ensured:
\n\n\n\n
| \n\t\t\t Characteristics of the emergency \n\t\t\t | \n\t\t\t\n\t\t\t Measures to ensure the safety of information in the System \n\t\t\t | \n\t\t\t\n\t\t\t Emergency elimination time \n\t\t\t | \n\t\t
| \n\t\t\t Power outage \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Failure (failure) of hard disk drives (disk array) of the server \n\t\t\t | \n\t\t\t\n\t\t\t Backing up data to external media \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Failure (failure) of the server (processor, power supply, RAM, etc.) \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Automatic transition of all functioning systems to a backup platform \n\t\t\t | \n\t\t
| \n\t\t\t Failure (failure) of the system software \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Restore a saved backup within 15 minutes \n\t\t\t | \n\t\t
\n\n
A complete list of failures and their criteria will be clarified during the design and implementation of the project.
\n\n\n\n
In the premises with the located technical means, on which the System operates, climatic conditions must be ensured, determined by the requirements of the manufacturers of the used technical means.
\n\nSpecial requirements for protection against influence external influences are not presented.
\n\n\n\n
\n\n
While working with the system, the operating personnel of the system should not experience the inconvenience associated with improper organization of the workplace or human interaction with the elements of the system.
\n\nThe equipment of the workplaces of the administrative personnel of the subsystem should ensure a continuous operation in the normal mode (without the need to leave the workplace to carry out production operations) a cycle of work in accordance with the operational and technological documentation.
\n\nAWS of users of the System must be equipped in accordance with SanPiN No. 0205-06 "Sanitary rules and hygienic requirements when working on personal computers, display terminals".
\n\n\n\n
The system must be designed for operation as part of the Agency's software and hardware complex. Technical and physical protection of the hardware components of the System, data carriers, uninterrupted power supply, resource reservation, routine maintenance is carried out by the technical
\nand organizational means of the Agency.
Periodic maintenance of the used technical means must be carried out in accordance with the requirements of the technical documentation of the Supplier
\n\nIt must be possible to operate the Complex around the clock.
\n\nInstallation kits of the Complex should be kept by system administrators in rooms with limited controlled access.
\n\nTo store and restore data in the system, DBMS tools or internal software tools of the Complex must be used. The implementation of these requirements must be ensured by appropriate organizational measures - routine maintenance of the system.
\n\nRequirements for operation and maintenance procedures for technical means (equipment) of the system are determined by the relevant operational documents and instructions from the manufacturer of the relevant equipment.
\n\nRequirements for operation and maintenance procedures required for the functioning of the Complex, system software (operating system, database, etc.) are determined by the relevant operational documents and instructions from the software manufacturer.
\n\nRequirements for the permissible areas for accommodating the Service personnel of the Complex are determined in accordance with the requirements of labor protection and safety standards established in the Republic of Uzbekistan.
\n\nRequirements for the placement of technical means, the parameters of power supply networks and the operating conditions are developed on the basis of the corresponding technical conditions for the deployed hardware.
\n\n\n\n
The contractor must provide evidence of the patent frequency of the solution used in the form of licensing agreements or a license purchase agreement.
\n\nThe components of the System must be patent-free on the territory of the Republic of Uzbekistan.
\n\nThe components of the System must meet the requirements for patent purity in accordance with the current legislation of the Republic of Uzbekistan.
\n\nCopyright and property rights to the software provided are determined in accordance with the legislation of the Republic of Uzbekistan.
\n\nWhen using programs (software systems or modules) developed by third parties, the conditions on which the right to use (execute) these programs is transferred should not impose restrictions that prevent the use of the system for its intended purpose.
\n\nThe supplier is liable in case of violation of the rights of third parties to own the intellectual property and copyrights of third parties.
\n\nNon-exclusive rights to the software of the System are transferred to the extent that guarantees the absence of claims from third parties.
\n\nThe System must use licensed software.
\n\n\n\n
When implementing this project, the standards in force in the Republic of Uzbekistan should be accepted for guidance.
\n\nThe equipment should use standard interfaces, technologies and data transfer protocols. The use of non-standard solutions is allowed in case of a significant increase in the efficiency of the system or the impossibility of using standard approaches.
\n\nSoftware and hardware that are subject to mandatory certification in accordance with the current legislation of the Republic of Uzbekistan must have appropriate certificates.
\n\nUnification at the stage of implementation of the System should be ensured by a uniform approach to solving the same type of control and management tasks (typing algorithmic modules) and the creation of unified components of information, linguistic, software and hardware.
\n\nThe interaction of users with the application software included in the System should be carried out through a visual graphical interface (GUI).
\n\nCommunication should include:
\n\nAs part of the System software, uniform unified international classifiers and classifiers of the Republic of Uzbekistan should be used.
\n\n\n\n
It is necessary to provide for changes in the automation object:
\n\nTo provide flexible control over the movement of workplaces
\nwithin any one object, provide ways to reconfigure the system:
The operation of the system should not depend on the type of computing devices used (computing platform), and allow the possibility of their replacement with equipment of a different type.
\n\n\n\n
The technical support of the processing solution software should provide a service hotline 24 hours a day * 7 days a week * 365 days a year for telephone consultations and, if necessary, remote access to the system for urgent problem solving.
\n\nThe contractor must have a system for registering applications and monitoring them.
\n\nThe contractor provides a guarantee for a period of 12 months. During the warranty period, software errors are corrected free of charge.
\n\n\n\n
\n\n
The information system for accounting and monitoring the activities of SOEs will be designated from the following subsystems:
\n\nData visualization subsystem - designed to organize data presentation based on the data structure and develop the system user interface, including the development of data entry and display forms, reports and their printable forms, visualization tools for data samples in the form of diagrams and graphs. The subsystem should perform the following functions:
\n\n| \n\t\t\t Function \n\t\t\t | \n\t\t\t\n\t\t\t Task \n\t\t\t | \n\t\t
| \n\t\t\t The form \n\t\t\t | \n\t\t\t\n\t\t\t
\n\t\t\t | \n\t\t
| \n\t\t\t Analysis \n\t\t\t | \n\t\t\t\n\t\t\t
\n\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Performance \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
\n\n
The data visualization subsystem should be able to generate the following reporting groups:
\n\nThe methodological component of the reporting forms, with the exception of the IFRS reporting form and its disclosure, is provided by the Agencyat the Design stage.
\n\nInitially, the reporting forms in accordance with IFRS (enterprises and the financial and banking sector) will be filled out through the information portal kpi.davaktiv.uz by enterprises on the basis of their own calculations.
\n\n\n\n
List of reporting forms:
\n\nTable 4.2.1 - Forms of reporting in accordance with NAS
\n\n| \n\t\t\t Form No. 1 - balance sheet \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Long-term assets \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Current assets \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Sources of own funds \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Commitments \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Certificate of availability of valuables recorded on off-balance sheet accounts \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Deciphering overdue receivables and payables - overdue receivables \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Overdue payables \n\t\t\t | \n\t\t
| \n\t\t\t Form No. 2 - Statement of financial results \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Form -2 \n\t\t\t | \n\t\t
| \n\t\t\t Form No. 4 - statement of cash flows \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Operating activities \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Investment activities \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Financial activities \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Taxation \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Statement of cash flow in foreign currency \n\t\t\t | \n\t\t
| \n\t\t\t Form No. 5 - statement of equity capital \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Form No. 5 \n\t\t\t | \n\t\t
Table 4.2.2 - Forms of reporting on key performance indicators.
\n\n| \n\t\t\t Key Performance Indicators - Industrial \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t List of key KPIs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t List of additional key performance indicators \n\t\t\t | \n\t\t
| \n\t\t\t Key performance indicators - banking sector \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t Indicators of assets and liabilities \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Compliance with normative indicators in the bank \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Financial performance \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Trust Fund Tax and Payments \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Distribution of net profit \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t External credit lines / Eurobonds \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Sponsorship \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Amount of workers \n\t\t\t | \n\t\t
| \n\t\t\t Key performance indicators - insurance companies \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t Indicators of assets and liabilities \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Compliance with normative indicators \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Financial performance \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Trust Fund Tax and Payments \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Distribution of net profit \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t External debt \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Sponsorship \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Amount of workers \n\t\t\t | \n\t\t
\n\n
Table 4.2.3- Reporting forms - business plan
\n\n| \n\t\t\t Business plan \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t Production facilities (works and services) \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Production volume (Works and services) \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Financial performance \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Taxes and payments to trust funds \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Distribution of net profit \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Debentures \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t External debt \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Foreign trade and foreign economic activity of the enterprise. \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Important performance indicators \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Production of products included in the localization program \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Investment projects. \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Sponsorship \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t The number of employees \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Management and control bodies of SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Changes in the composition of the supervisory board, the executive body of the audit commission. \n\t\t\t | \n\t\t
\n\n
\n\n
Table 4.2.4 - Management reporting forms
\n\n| \n\t\t\t Management reporting \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t Information on the production indicators of enterprises \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Production indicators \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Financial performance \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t About business plans of SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t On the state of the analysis of the activities of SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Payment of dividends by SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t According to the results of 9 months of the reporting year, state enterprises operating in the territory of the republic. \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Financial recovery of SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Information about the labor resources of enterprises \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Production of products included in the localization program \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Investment projects. \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Sponsorship \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t The number of employees \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Management and control bodies of SOEs \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Changes in the composition of the supervisory board, the executive body of the audit commission. \n\t\t\t | \n\t\t
\n\n
Table 4.2.5 - Preliminary reporting forms in accordance with IFRS
\n\n| \n\t\t\t Preliminary IFRS reporting forms - enterprises \n\t\t\t | \n\t\t
\n\n
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of financial position \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of comprehensive income \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of changes in equity \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Cash flow statement (direct method) \n\t\t\t | \n\t\t
\n\n
| \n\t\t\t \n\n\t\t\t Preliminary reporting forms under IFRS - (financial and banking sector) \n\t\t\t | \n\t\t
\n\n
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of financial position \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of comprehensive income \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Profit or loss statement \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Statement of changes in equity \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Cash flow statement \n\t\t\t | \n\t\t
\n\n
At the same time, the tools of the business analysis system should allow generating reports in a graphical form with various levels of complexity. Below is the graphic design of this kind of reporting (dashboards, graphs, diagrams, territorial dashboards, etc.).
\n\n\n\n
\n\n
\n\n
\n\n
p. 4.2.1 – Example of visualization of predictive analysis
\n\n\n\n
\n\n
p. 4.2.1 – An example of visualization of a territorial dashboard
\n\n\n\n
\n\n
\n\n
p. 4.2.1 – An example of KPI visualization
\n\nTime schedule for the implementation of each function, tasks:
\n\n| \n\t\t\t Interim regulation requirements \n\t\t\t | \n\t\t\t\n\t\t\t Task \n\t\t\t | \n\t\t
| \n\t\t\t The entire period of operation of the system upon user initiation \n\t\t\t | \n\t\t\t\n\t\t\t Grouping data in different sections defined by the data hierarchy down to the lowest level of detail; \n\t\t\t | \n\t\t
| \n\t\t\t Grouping data from different levels of the hierarchy; \n\t\t\t | \n\t\t|
| \n\t\t\t Creation and saving of fixed groupings of data available in subsequent sessions of work with the system after the completion of the current one; \n\t\t\t | \n\t\t|
| \n\t\t\t Creation of templates defining the sequential steps of the analysis with the support of the interactive mode; \n\t\t\t | \n\t\t|
| \n\t\t\t Ranking, sorting and filtering by various categories and indicators; \n\t\t\t | \n\t\t|
| \n\t\t\t Creation of multi-section reports with different levels of data grouping; \n\t\t\t | \n\t\t|
| \n\t\t\t Ranking values of measurement categories by values of indicators; \n\t\t\t | \n\t\t|
| \n\t\t\t Analysis of trends over time; \n\t\t\t | \n\t\t|
| \n\t\t\t Pie charts; \n\t\t\t | \n\t\t|
| \n\t\t\t Column charts are two-dimensional; \n\t\t\t | \n\t\t|
| \n\t\t\t Column charts are three-dimensional; \n\t\t\t | \n\t\t|
| \n\t\t\t Line charts; \n\t\t\t | \n\t\t|
| \n\t\t\t Scatter plots; \n\t\t\t | \n\t\t|
| \n\t\t\t Simultaneous output of data in tabular and graphical form; \n\t\t\t | \n\t\t|
| \n\t\t\t Formation of balanced and unbalanced nested pivot tables; \n\t\t\t | \n\t\t|
| \n\t\t\t Calculations over the values of indicators for arbitrary groups of measurement categories; \n\t\t\t | \n\t\t|
| \n\t\t\t Conditional formatting of indicators depending on their values; \n\t\t\t | \n\t\t|
| \n\t\t\t Displaying indicators in the form of absolute values and shares of total values; \n\t\t\t | \n\t\t|
| \n\t\t\t Export of slices of multidimensional cubes in various formats. \n\t\t\t | \n\t\t|
| \n\t\t\t The entire period of operation of the system \n\t\t\t | \n\t\t\t\n\t\t\t Creation of a set of standard report templates that make it easier for the user to build standard reports; \n\t\t\t | \n\t\t
| \n\t\t\t Setting the parameters of reports in the interactive mode; \n\t\t\t | \n\t\t|
| \n\t\t\t Flexible data manipulation; \n\t\t\t | \n\t\t|
| \n\t\t\t Data scaling (drill-down); \n\t\t\t | \n\t\t|
| \n\t\t\t Possibilities of data aggregation by arbitrary indicators; \n\t\t\t | \n\t\t
Requirements for the quality of implementation of functions, tasks.
\n\nAll functions and tasks must have a characteristic of accuracy and execution time, determined by the operating regulations.
\n\n\n\n
\n\n
List of failure criteria for each function:
\n\n| \n\t\t\t Function \n\t\t\t | \n\t\t\t\n\t\t\t Refusal criteria \n\t\t\t | \n\t\t\t\n\t\t\t Recovery time \n\t\t\t | \n\t\t\t\n\t\t\t Availability ratio \n\t\t\t | \n\t\t
| \n\t\t\t The form \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 8 ocloc'k \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.85 \n\t\t\t | \n\t\t
| \n\t\t\t Analysis \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.75 \n\t\t\t | \n\t\t
| \n\t\t\t Performance \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.75 \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
The subsystem of distribution of roles and access rights is designed to provide the following functions:
\n\nThe subsystem should perform the following functions:
\n\n| \n\t\t\t Function \n\t\t\t | \n\t\t\t\n\t\t\t Task \n\t\t\t | \n\t\t
| \n\t\t\t User management and monitoring \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Access rights management \n\t\t\t | \n\t\t\t\n\t\t\t
\n\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Identification and authentication mechanisms \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
The time schedule for the implementation of each function, task is determined for the entire period of the system's operation.
\n\nRequirements for the quality of implementation of functions, tasks.
\n\nAll functions and tasks must have a characteristic of accuracy and execution time, determined by the operating regulations.
\n\nList of failure criteria for each function:
\n\n| \n\t\t\t Function \n\t\t\t | \n\t\t\t\n\t\t\t Refusal criteria \n\t\t\t | \n\t\t\t\n\t\t\t Recovery time \n\t\t\t | \n\t\t\t\n\t\t\t Availability ratio \n\t\t\t | \n\t\t
| \n\t\t\t User management and monitoring \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.75 \n\t\t\t | \n\t\t
| \n\t\t\t Access rights management \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.75 \n\t\t\t | \n\t\t
| \n\t\t\t Identification and authentication mechanisms \n\t\t\t | \n\t\t\t\n\t\t\t One of the tasks of the function is not being performed. \n\t\t\t | \n\t\t\t\n\t\t\t 8 ocloc'k \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 0.85 \n\t\t\t | \n\t\t
\n\n
\n\n
The sources with which the integration is performed satisfy the following assumptions:
\n\n\n\n
The software of the System must ensure the implementation of the functions listed in this TT, as well as the performance of configuration, programming, database management and documentation operations. The system must ensure the implementation of the required algorithms for control, regulation and protection, information display, signaling and data archiving.
\n\nThe software of the System should include:
\n\nTypical and developed methods and algorithms for collecting and processing information (including data entry into a PC, data reliability control, etc.);
\n\nSoftware algorithms must meet the following requirements:
\n\nAlgorithms for searching and sorting data used in solving almost all functional problems of the System should be based on procedures in the system software and used in the System. These algorithms should ensure the search for information by the specified values of the features, the formation of the specified information structures and the performance of the necessary operations on them.
\n\nAlgorithms for generating output documents should be as unified as possible, allow, if necessary, to quickly change the forms of documents and use standard procedures and software.
\n\nAlgorithms for solving problems, if necessary, can include optimization methods and heuristic procedures for specific problems.
\n\n\n\n
Information support should be sufficient to perform all automated functions of the System.
\n\nThe information support of the System should be a collection of data and data management tools, which are designed for integrated information processing and software solution of functional tasks.
\n\n\n\n
The software and hardware of the components of the information system being implemented must comply with the data exchange standards using the TCP / IP protocol stack.
\n\nInformation exchange between software components of subsystems should be carried out using standard protocols and technologies: web-services, JMS messaging, HTTP / HTTPS, EJB, file transfer (FTP, SFTP), LDAP, JDBC, etc.
\n\nInformation exchange between the software components of the subsystems and the browser should be carried out using the HTTP / HTTPS protocols.
\n\nThe software and hardware that ensure the interaction of the System with the users of the System must support the current versions of the following browsers supported by the manufacturer:
\n\nAt the time of the start of commercial operation of the System, consider the versions available for download on the download pages of the official websites of browser manufacturers as the current supported versions of browsers.
\n\nFor browsers that support two ways of browsing the web, a touch-optimized Windows user interface, and a familiar touch-based interface, the latter should be supported.
\n\n\n\n
The linguistic support of the System, whenever possible, should provide for the use of a single logical and conceptual interface for users and designers. Including:
\n\nThe information in the database must be stored in the language in which it was entered into it. The choice of the current data input language for the database depends on the current legislative acts of the Republic of Uzbekistan and must support input in Uzbek and Russian.
\n\nApplication software development should be carried out in high-level languages. Users must interact with the system at the graphical user interface level.
\n\nAll functions of the system, prior to their full implementation into industrial operation, must provide a Russian-language user interface.
\n\n\n\n
\n\n
The System software must have the following characteristics:
\n\nIf the software manufacturer does not have technical documentation in the state (Uzbek) language, the translation of the technical documentation into the state language is carried out by the Agency.
\n\nAll software must be guaranteed for at least 1 year.
\n\nThe systems should be able to interact with leading foreign IT systems:
\n\n\n\n
The composition of information, control functions of the system, measured parameters of the control object, their exact characteristics, metrological characteristics will be determined and agreed upon during the implementation of the project stage “Formation of requirements for the system”.
\n\nMetrological compatibility of the technical means of the system is ensured through the choice of compatible technical means by the developer.
\n\nThere are no additional requirements for metrological support.
\n\n\n\n
There are no requirements for the existing technical support.
\n\nThe optimal requirements for technical support for the proposed software product should be indicated in the technical proposal by the participants in the procurement procedure.
\n\nThe hardware, standard software, and network equipment for the implementation of the project are provided by the Agency
\n\nIn the process of developing and deploying an analytical reporting system, a test and production environment is required. These should be independent servers used for testing, training and deploying the system.
\n\nThe calculation methods used in solving system problems, as well as, if necessary, other specific requirements for the implementation of tasks, are detailed by the Supplier based on the results of a preliminary survey of the Agency's IT structure and are agreed with the Agency.
\n\nSystems should be implemented on the basis of current regulatory legal acts and organizational and administrative documents.
\n\nMethods and instructions for performing operations in the Systems by users must be developed and approved in the prescribed manner.
\n\nThe methodological support includes:
\n\nThe composition of the methodological support can be specified in the process of technical and detailed design and is agreed with the Agency.
\n\nNormative and technical documentation must comply with the requirements of regulatory legal acts and be developed in accordance with the following standards:
\n\nThe Supplier assumes obligations for quality assurance results obtained during the performance of work. The minimum period for providing a quality guarantee for work is 12 months plus 1 working day from the date of acceptance of the results of work by the Agency (the date of the signing by the Agencyof the Certificate of Acceptance of Works).
\n\nThe Supplier is responsible for defects and deficiencies found during the warranty period. In case of revealing defects and deficiencies during the warranty period, the Supplier performs work to eliminate them free of charge, including if during operation it is revealed that the System does not correspond to the purpose indicators declared in its Private Terms of Reference and / or Technical Design. The deadline for eliminating defects and deficiencies is established by agreement between the Agencyand the Supplier, but should not exceed one month.
\n\nThe implementation of the requirements of this TT should be carried out in several stages. The composition and content of the work by stages is shown in the table below. The list of stages and stages of the work performed on the implementation of the automated system is indicated in accordance with O'zDSt 1986: 2018 Information technology. Information Systems. Stages of creation.
\n\nPreliminary stages of work (table 5.1):
\n\n\n\n
List of stages and stages of work on the creation of the System
\n\n\n\n
| \n\t\t\t Stage number \n\t\t\t | \n\t\t\t\n\t\t\t Name of works and their content \n\t\t\t | \n\t\t\t\n\t\t\t Deadline \n\t\t\t | \n\t\t\t\n\t\t\t Supplier (organization) \n\t\t\t | \n\t\t\t\n\t\t\t How the stage ends \n\t\t\t | \n\t\t|
| \n\t\t\t Start \n\t\t\t | \n\t\t\t\n\t\t\t The ending \n\t\t\t | \n\t\t||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Formation of requirements for the System: \n\n\t\t\t
| \n\t\t\t\n\t\t\t October 2024 \n\t\t\t | \n\t\t\t\n\t\t\t November \n\n\t\t\t2024 \n\t\t\t | \n\t\t\t\n\t\t\t Executor \n\t\t\t | \n\t\t\t\n\t\t\t Site survey report; \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t System concept development: \n\n\t\t\t
| \n\t\t\t\n\t\t\t November \n\n\t\t\t2024 \n\t\t\t | \n\t\t\t\n\t\t\t December 2024 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Technical task: \n\n\t\t\tDrawing up the Terms of Reference for the creation of the system and its form \n\t\t\t | \n\t\t\t\n\t\t\t December2024 \n\t\t\t | \n\t\t\t\n\t\t\t January2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Terms of reference for data marts in terms of the received reporting on: \n\n\t\t\t
| \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Design: \n\n\t\t\t1. Development of design solutions for the system and its parts. Testing; \n\n\t\t\t2. Development of documentation for the System and its parts; \n\t\t\t | \n\t\t\t\n\t\t\t February2025 \n\t\t\t | \n\t\t\t\n\t\t\t August2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Development specifications, data mappings in terms of the received reporting on: \n\n\t\t\t
| \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Working documentation: \n\n\t\t\t
| \n\t\t\t\n\t\t\t August2025 \n\t\t\t | \n\t\t\t\n\t\t\t September 2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Working documentation for the development of reporting \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Commissioning: \n\n\t\t\t
| \n\t\t\t\n\t\t\t September 2025 \n\t\t\t | \n\t\t\t\n\t\t\t October 2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Reporting on: \n\n\t\t\t
Guides : \n\n\t\t\t
\n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t System Maintenance: \n\n\t\t\t
| \n\t\t\t\n\t\t\t November 2025 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Tab. 5.1 Preliminary stages of work.
\n\n\n\n
Preliminary work schedule (table 5.2):
\n\n| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Year \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|||||||||||||||||
| \n\t\t\t № \n\t\t\t | \n\t\t\t\n\t\t\t Stage \n\t\t\t | \n\t\t\t\n\t\t\t 10.24 \n\t\t\t | \n\t\t\t\n\t\t\t 11.24 \n\t\t\t | \n\t\t\t\n\t\t\t 12.24 \n\t\t\t | \n\t\t\t\n\t\t\t 01.25 \n\t\t\t | \n\t\t\t\n\t\t\t 02.25 \n\t\t\t | \n\t\t\t\n\t\t\t 03.25 \n\t\t\t | \n\t\t\t\n\t\t\t 04.25 \n\t\t\t | \n\t\t\t\n\t\t\t 05.25 \n\t\t\t | \n\t\t\t\n\t\t\t 06.25 \n\t\t\t | \n\t\t\t\n\t\t\t 07.25 \n\t\t\t | \n\t\t\t\n\t\t\t 08.25 \n\t\t\t | \n\t\t\t\n\t\t\t 09.25 \n\t\t\t | \n\t\t\t\n\t\t\t 10.25 \n\t\t\t | \n\t\t\t\n\t\t\t 11.25 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 11.26 \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Formation of requirements for the System \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t System concept development \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Technical task \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Design \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Working documentation \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Commissioning \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t System Maintenance \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Within 12 months \n\t\t\t | \n\t\t|||||
| \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t |
\n\n
\n\n
Tab. 5.2 Preliminary work schedule.
\n\n\n\n
\n\n
Control and acceptance of the System must be carried out in accordance with the requirements of O'zDSt 1986: 2018 Information technology. Information Systems. Stages of creation.
\n\nBoth the System as a whole and its individual stages (launch complexes), subsystems and individual tasks can be subject to control, testing and acceptance.
\n\nThe following main types of tests are established for the System:
\n\nConducting test tests must be carried out on a test environment. Pilot and operational work - on a productive environment.
\n\nTo plan the conduct of all types of tests, the documents "Program and Test Methodology" of the corresponding types of tests are being developed, which must establish the necessary and sufficient scope
\nand timing of tests to ensure the specified reliability of the results obtained. The test program and methodology can be developed
\nfor the System as a whole and (or) its parts. Tests (test cases) can be included as an attachment.
When testing the System, compliance with the Terms of Reference (TOR) for the creation of the System should be checked and established as follows:
\n\nSystem tests are carried out at the Agency's site. By agreement between the Agencyand the Supplier, preliminary tests and acceptance of the System software may be carried out on the Supplier's technical means when conditions are created for obtaining reliable test results.
\n\nThe status and composition of the acceptance committee is determined by the Agency.
\n\nBased on the test results, protocols are drawn up with a list of comments and acts of completion of tests, on the basis of which a decision is made on the possibility (or impossibility) of transition to the next type of test or acceptance of the System into permanent operation. The types of tests can be repeated until all comments to the System are eliminated and the operational documentation is corrected accordingly.
\n\nTests of the System are performed after debugging
\nand testing of the supplied software and hardware of the System
\nand the submission by the Supplier of the relevant documents about their readiness for testing, as well as after familiarization of the Agency's technical specialists with the operational documentation of the System.
In the process of operation and testing, the readiness of individual parts, complexes and tasks of the System, as well as the presented documentation, is checked for operation in real conditions. Operation of the System and its parts begins from the moment of approval of the acceptance certificate for operation.
\n\nAdditional requirements of the Agencyarising in the process of preliminary tests and operation, which are not provided for in the terms of reference, are not grounds for a negative assessment of the results of operation and testing. They can be satisfied by an additional agreement within an agreed time frame.
\n\n\n\n
At the first stage, the check should be carried out in accordance with the program
\nand methodology for preliminary tests of the experimental segment, developed by the Supplier and approved by the Agency.
At the stage of trial operation of the experimental segment, an assessment of the completeness of the adopted design decisions should be made, and requirements for revision to a standard replicated solution can be formulated.
\n\nAfter completing the modifications, in accordance with the addendum to the TT, a program and methodology for acceptance tests should be developed.
\n\nPreliminary tests
\n\nPreliminary tests of the System are carried out to determine its operability and to resolve the issue of the possibility of transferring the System into operation.
\n\nPreliminary tests are carried out at a specially equipped stand.
\n\nPilot industrial operation
\n\nPilot industrial operation of the System is carried out to determine the correctness of the design decisions and the constructed information model, to determine the degree of compliance of the System functionality with the users' requirements and the degree of convenience of working with the user graphical interface.
\n\nOperations management works include:
\n\nDuring the operation of the System, a work log is kept in which information is entered on the duration of operation, failures, failures, emergency situations, changes in the parameters of the modernization object, corrections of documentation and software, adjustment of technical means. The information is recorded in the journal with the date and the person in charge. The journal may contain staff comments on the convenience of the System operation.
\n\nInformation entered into the System at the stage of test operation must be deleted from the data warehouse during the transition to the stage of operation and cannot be used to generate any official reporting forms.
\n\nAcceptance tests
\n\nAcceptance tests are carried out in accordance with the program and methodology of acceptance tests, which indicate:
\n\nlist and completeness of acceptance test objects;
\n\n• list of requirements that the System and its parts must comply with (with reference to the clauses of the TT for the System);
\n\n• scope, conditions, procedure and methods of testing and criteria for evaluating results;
\n\n• list and sequence of checks to which the System must be subjected in accordance with the requirements of the TT for the System;
\n\n• methods of performing checks for compliance of the indicators of the System as a whole and its components with the requirements of the TT for the System;
\n\n• logistics and metrological support for testing;
\n\n• acceptance criteria for the System and its parts;
\n\n• details of the persons responsible for carrying out the tests;
\n\n• the procedure, methods and conditions for checking the functioning and interaction of parts of the System, the functioning of the System as a whole in accordance with the requirements of the TT for the System;
\n\n• ensuring safety during testing;
\n\n• list and types of reporting documentation.
\n\nThe program and methodology for acceptance testing are approved by the Agency.
\n\nAcceptance tests of the System or its corresponding phase put into permanent operation are carried out by a commission appointed by the Agency at the operating site in accordance with the program and test methodology approved by it.
\n\nThe timing of acceptance tests and the composition of the commission are determined by the Agency. The commission includes representatives of the developer.
\n\nTo carry out acceptance tests the following must be presented:
\n\n• notification of the readiness of the System or its corresponding queue for acceptance testing;
\n\n• TT for the System and TT for parts of the System (if available);
\n\n• The system or its corresponding queue being tested;
\n\n• documentation for the System;
\n\n• program and methodology for acceptance testing;
\n\n• agreed tests (test cases);
\n\n• software and equipment necessary for testing, and the corresponding operational documentation;
\n\n• acceptance certificate for trial operation;
\n\n• certificate of completion of trial operation
\n\nAcceptance tests should primarily include checking:
\n\n\n\n
• completeness and quality of implementation of functions at standard, limiting, critical values of parameters of the automation object and in other operating conditions of the System specified in the TT for the System;
\n\n• convenience of work for users and staff;
\n\n• means and methods for restoring the functionality of the System after failures;
\n\n• completeness and quality of operational documentation.
\n\nIt is recommended to check the completeness and quality of the System functions in two stages. At the first stage, individual functions (tasks, sets of tasks) are tested. At the same time, compliance with the requirements of the System Specifications for functions (tasks, sets of tasks) is checked. At the second stage, the interaction of tasks in the System is checked and the requirements of the TT for the System are met.
\n\nThe ease of use of users and staff is checked taking into account the completeness and quality of performance of the functions of the System as a whole.
\n\nThe following are subject to verification:
\n\n• completeness of messages and requests available to the user and their sufficiency for operating the system;
\n\n• the ability for users and personnel to work without special training;
\n\n• reaction of the System and its parts to user errors, functionality of service tools.
\n\n\n\n
Checking the means of restoring the functionality of the System after failures of technical means should include:
\n\n• checking the presence in the operational documentation of recommendations for restoring operability and the completeness of their description;
\n\n• practical feasibility of recommended procedures;
\n\nThe test results of objects provided for by the test program and methodology are recorded in protocols containing the following sections:
\n\n• the purpose of the tests and the number of the section of the requirements of the TT for the System, according to which the test is carried out;
\n\n• composition of hardware and software used during testing;
\n\n• indication of the checks in accordance with which the tests were carried out, processing and evaluation of the results;
\n\n• test conditions and characteristics of the initial data;
\n\n• testing tools used;
\n\n• generalized test results;
\n\n• conclusions about test results and compliance of the created System or its parts with a certain section of the requirements of the TT for the System.
\n\nTest protocols for objects are summarized in a single protocol, on the basis of which a conclusion is made about the system’s compliance with the requirements of the TT for the System.
\n\nIndustrial exploitation
\n\nOperation of the System, put into operation in accordance with the established procedure, in accordance with the project and the safety of which is confirmed by tests at the stage of pilot operation.
\n\n\n\n
Below are the main stages and stages performed by the Supplier for the implementation of IP, established in contracts and terms of reference based on O'zDSt 1986: 2018 Information technology. Information Systems. Stages of creation. The main stages of IS implementation are:
\n\n\n\n
\n\n
The project implementation methodology should be based on the Waterfall methodology.
\n\nRASCI matrix (distribution of responsibilities between project participants)
\n\n| \n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t Responsible | \n\t\t\t\n\t\t\t The Project Participant performing the Work to achieve the Project Result. Responsible for the achievement of the Result \n\t\t\t | \n\t\t
| \n\t\t\t A \n\t\t\t | \n\t\t\t\n\t\t\t Approver | \n\t\t\t\n\t\t\t A project participant who approves the correctness and completeness of the work. Accepts the Results of the Works. \n\t\t\t | \n\t\t
| \n\t\t\t S \n\t\t\t | \n\t\t\t\n\t\t\t Support | \n\t\t\t\n\t\t\t A project participant who provides support within his competence for the Responsible. \n\t\t\t | \n\t\t
| \n\t\t\t C \n\t\t\t | \n\t\t\t\n\t\t\t Consulted | \n\t\t\t\n\t\t\t A project participant whose opinion (resources) is taken into account to create the Project Results. Subject matter experts. \n\t\t\t | \n\t\t
| \n\t\t\t I \n\t\t\t | \n\t\t\t\n\t\t\t Informed | \n\t\t\t\n\t\t\t A project participant who is informed about the progress of the Work on the creation of the Project Results. \n\t\t\t | \n\t\t
Tab. 6.2.1 RASCI Matrix (Distribution of Responsibilities among
\nProject Participants)
\n\n
Responsibility matrix for project results
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Stage \n\t\t\t | \n\t\t\t\n\t\t\t Responsible \n\t\t\t | \n\t\t\t\n\t\t\t results \n\t\t\t | \n\t\t|
| \n\t\t\t Suppliers \n\t\t\t | \n\t\t\t\n\t\t\t Agency \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Formation of requirements for the System \n\t\t\t | \n\t\t\t\n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t 1. Terms of reference for a business analysis system; \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t System concept development \n\t\t\t | \n\t\t\t\n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t 1. Project charter; \n\n\t\t\t2. Schedule of the project; \n\n\t\t\t3. Report on the results of the work. \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\t\t\t | \n\t\t\t\n\t\t\t Technical task \n\t\t\t | \n\t\t\t\n\t\t\t R, A, C \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t Terms of reference for data marts in terms of the received reporting on: \n\n\t\t\t1. NAS; \n\n\t\t\t2. KPI; \n\n\t\t\t3. Fulfillment of the business plan, production indicators, personnel report; \n\n\t\t\t4. Management reporting; \n\n\t\t\t5. IFRS \n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\t\t\t | \n\t\t\t\n\t\t\t Design \n\t\t\t | \n\t\t\t\n\t\t\t R, A, C \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t Development specifications, data mappings in terms of the received reporting on: \n\n\t\t\t1. NAS; \n\n\t\t\t2. KPI; \n\n\t\t\t3. Fulfillment of the business plan, production indicators, personnel report; \n\n\t\t\t4. Management reporting; \n\n\t\t\t5. IFRS \n\t\t\t | \n\t\t
| \n\t\t\t 5. \n\t\t\t | \n\t\t\t\n\t\t\t Working documentation \n\t\t\t | \n\t\t\t\n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t 1. Working documentation for the development of reporting \n\t\t\t | \n\t\t
| \n\t\t\t 6. \n\t\t\t | \n\t\t\t\n\t\t\t Commissioning \n\t\t\t | \n\t\t\t\n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t R, A, C \n\t\t\t | \n\t\t\t\n\t\t\t Reporting on: \n\n\t\t\t1. NAS \n\n\t\t\t2. KPI \n\n\t\t\t3. Implementation of the business plan, performance indicators, personnel; \n\n\t\t\t4. Management reporting \n\n\t\t\t5. IFRS \n\n\t\t\tGuides: \n\n\t\t\t1. Business Analysis System User Guide \n\n\t\t\t2. Business Analysis System Administrator's Guide \n\n\t\t\t3. Acceptance test procedure \n\n\t\t\t4. Acceptance test report \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t System Maintenance \n\t\t\t | \n\t\t\t\n\t\t\t R \n\t\t\t | \n\t\t\t\n\t\t\t A, C, S \n\t\t\t | \n\t\t\t\n\t\t\t Warranty technical support \n\t\t\t | \n\t\t
Tab. 6.2.2 Responsibility matrix for project results
\n\nIn the Project, in order to effectively adapt employees to changes in processes, it is required to perform work on Organizational Change Management in the following areas:
\n\nCommunication
\n\nKey tasks:
\n\nEnsure general awareness and understanding of all stakeholders about the objectives, scope, benefits and achievements of the Project:
\n\nOrganizational Design
\n\nKey tasks:
\n\nEducation
\n\nKey tasks:
\n\nTraining of the system implementation project team:
\n\nPreliminary estimate of the number of employees for training:
\n\n• Professional training - business users: 50 people
\n\n• Professional training - technical specialists: 20 people.
\n\n• Training of employees should be conducted in the language agreed with the Agency.
\n\n• Training must be conducted in person on the territory of the Agency (by agreement with the Agency, the option of online training may be agreed upon).
\n\n• The skills acquired during the training must fully cover the functional skills of the Agency's specialists.
\n\n\n\n
Methodological support for Organizational Change Management
\n\nKey tasks:
\n\nAssess the impact of change and readiness for change
\n\n\n\n
\n\n
By the time the acceptance tests are carried out, all comments on the operation of engineering systems that ensure the functioning of the Agency's data center must be eliminated.
\n\nBy the end of the period of trial operation, the maintenance personnel of the system must fully master the practical skills of working with the software and hardware complex.
\n\nTo prepare the facility for commissioning the System, the Agencymust perform the following work:
\n\nTo prepare an object for commissioning the System, the executing company must:
\n\n\n\n
The sources for the development of this technical task are state industry standards of the Republic of Uzbekistan, guidelines and methodological materials:
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
During the execution of the Project, the following conditions are expected to be met:
\n\n\n\n
| \n\t\t\t Ministry of Internal Affairs \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(INDIVIDUAL CONSULTING SERVICES)
\n\n\n\n
| \n\t\t\t Grant No: \n\t\t\t | \n\t\t\t\n\t\t\t IDA-D3660 \n\t\t\t | \n\t\t
| \n\t\t\t Assignments and Reference Numbers: \n\t\t\t | \n\t\t\t\n\t\t\t Management Information System Annual Maintenance, TO-MIA-418539-CS-INDV \n\t\t\t | \n\t\t
The Ministry of Internal Affairs (MIA) have received financing from the World Bank toward the cost of the Skills and Employment for Tongans Project (SET) and intends to apply part of the proceeds for consulting services.
\n\nThe consulting services (“the Services”) include managing of various responsibilities under the SET Project. It is anticipated that this position will commence as soon as possible for 8 months period. The Consultant will be working closely with MIA to provide support in the implementation of Monitoring and evaluation of the project, communication and training under SET Project.
\n\nThe detailed Terms of Reference (TOR) for the assignment is attached at the end of the REOI or can be obtained by requesting a copy of the TOR from setprocurement@set-tonga.to
\n\nThe Ministry of Internal Affairs via the SET Project now invites eligible individual (“Consultants”) to indicate their interest in providing the Services by submitting: (a) cover letter, (b) CV to demonstrate that you meet the minimum requirements, and (c) statement of requirements/ criteria. The criteria for selecting the Consultants are provided in detail in each TOR but not limited to:
\n\n\n\n
The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” November 2020, setting forth the World Bank’s policy on conflict of interest. In addition, please refer to the following specific information on conflict of interest related to this assignment as per paragraph 3.17 of the Procurement Regulations.
\n\nA firm is eligible to nominate an individual and, under such situation, only the experience and qualifications of the nominated individual shall be used in the selection process, and that (their) corporate experience shall not be taken into account. The firm, if proposing an individual, must specify whether the contract would be signed with the firm or the proposed individual.
\n\nA Consultant will be selected in accordance with the Selection of Individual Consultants (INDV) method set out in the Procurement Regulations. Further information can be obtained via email request to the address provided below during office hours, 8:30am to 4:30pm.
\n\nAll expressions of interest must be delivered via email to the address provided below with attachments. Your application should be clearly marked as “Expression of Interest for [state assignment title]” by 10th May 2024.
\n\n| \n\t\t\t Attention: \n\t\t\t | \n\t\t\t\n\t\t\t ‘Ilisapesi Baker, SET Team Leader \n\t\t\t | \n\t\t
| \n\t\t\t Email: \n\t\t\t | \n\t\t\t\n\t\t\t setprocurement@set-tonga.to and copy teamleader@set-tonga.to \n\t\t\t | \n\t\t
| \n\t\t\t Address: \n\t\t\t | \n\t\t\t\n\t\t\t Level 2, Molisi Building, Salote Rd, Nukualofa, Tonga \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
Terms of Reference
\n\nAssignment: Conditional Cash Transfer Management Information System Administration Support
\n\nContract Reference: TO-MIA-418539-CS-INDV
\n\nEmployer: Skills and Employment for Tongan Project, Ministry of Internal Affairs
\n\nDuration: This contract will commence for 8-months and will be extended to the end of the project cycle based on satisfactory performance.
\n\nExpected Start Date: As soon as possible
\n\nBackground Information
\n\nTonga is implementing a Skills and Employment for Tongans (SET) project financed by the World Bank under the IDA 18 cycle. The total funding envelope is approximately US$20.90 million. The project is jointly implemented by the Ministry of Internal Affairs (MIA), the Ministry of Education and Training, and the Ministry of Finance and National Planning. The project aims to improve opportunities for secondary school progression and facilitate Tongans' transition to jobs in the domestic and overseas labor markets.
\n\nThe project has four interlinked components: (1) Conditional cash transfer program for secondary school enrolment and attendance; (2) Strengthening technical and vocational education and training (TVET) provision; (3) Enhancing opportunities for labor migration; and (4) Project management, monitoring and evaluation, and centralized support. The project will support the poorest decile (some 1,500 plus households) with cash transfers conditional on them, ensuring their secondary school-age children enroll and regularly attend classes. It will provide Quality Improvement Grants to 8 TVET providers and funds to cover tuition fees and living costs for some 600 TVET students from the poorest decile. Meanwhile, it will provide pre-departure training for some 8,000 Tongans and build a work-ready pool of 1,600 migrant workers.
\n\nThis contract centers on delivering specialized technical assistance as part of the SET Project's Component 1, aimed at bolstering the Management Information System (MIS) for the Conditional Cash Transfer (CCT) Program. The information management processes of the CCT Program, including the creation of the definitive beneficiary list for each disbursement cycle, are supported by an MIS developed by Convergence Solutions Limited. The appointed Consultant will oversee the CCT MIS's administration and upkeep within the CCT Program, guaranteeing its maximum efficiency and security. Additionally, the Consultant will focus on enhancing the skills and capabilities of the local CCT IT team to ensure the system's long-term sustainability.
\n\nObjectives of the Assignment
\n\nThe primary objectives of this assignment are to ensure the effective integration, optimal functioning, and sustainable management of the Conditional Cash Transfer Management Information System (CCT MIS) within the eGovernment infrastructure. The specific goals of the Consultant's role are as follows:
\n\nThrough these objectives, the assignment aims to foster a stable, secure, and efficient CCT MIS environment that will serve the CCT Program effectively and sustainably.
\n\nScope of Services and Tasks
\n\nThe Consultant shall provide a range of services and perform specific tasks to meet the objectives of this assignment regarding the CCT MIS. The scope of services includes, but is not limited to, the following:
\n\nSystem Familiarization and Integration
\n\nTroubleshooting and System Recovery
\n\nCapacity Building through Training and Documentation Enhancement
\n\nSystem Handover and Testing
\n\nSystem Testing and Independent Environment Configuration
\n\nData Security, Backup Strategy, and Cloud Services Coordination
\n\nOngoing Support and Documentation
\n\nAdditional Responsibilities
\n\nThe Consultant is expected to approach these services and tasks with professionalism, technical acumen, and dedication to the mission of the CCT Program, ensuring that the CCT MIS remains a reliable and valuable asset for the GoT.
\n\nExpected Outcomes/ Deliverables with timelines
\n\nThe key expected outcomes/ deliverables include inter alia:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Timeline \n\t\t\t | \n\t\t
| \n\t\t\t System Familiarization Report \n\t\t\t | \n\t\t\t\n\t\t\t A report detailing the Consultant's understanding of the CCT MIS functionalities, codebase, and operational framework. Documentation confirming the secure receipt of system credentials, VPN configurations, and access rights. \n\t\t\t | \n\t\t\t\n\t\t\t Month 1 \n\t\t\t | \n\t\t
| \n\t\t\t Troubleshooting and Recovery Documentation \n\t\t\t | \n\t\t\t\n\t\t\t Documentation outlining the corrective actions taken to rectify recent system issues, including detailed briefings and consultative meeting notes. \n\t\t\t | \n\t\t\t\n\t\t\t Month 1 \n\t\t\t | \n\t\t
| \n\t\t\t Training Program Completion \n\t\t\t | \n\t\t\t\n\t\t\t Evidence of completion of the two-day administrative management training, including an upgraded training manual and supplementary materials. \n\t\t\t | \n\t\t\t\n\t\t\t Month 1 \n\t\t\t | \n\t\t
| \n\t\t\t System Handover Protocol \n\t\t\t | \n\t\t\t\n\t\t\t A detailed handover checklist and documentation package, including system backup and redundancy measures, to facilitate the transition of the CCT MIS from CS to GoT. \n\t\t\t | \n\t\t\t\n\t\t\t Month 1 \n\t\t\t | \n\t\t
| \n\t\t\t System Testing Report \n\t\t\t | \n\t\t\t\n\t\t\t A report from the testing phase, including a structured testing protocol, outcomes, and the setup guide for the system in an independent environment. \n\t\t\t | \n\t\t\t\n\t\t\t Month 1 \n\t\t\t | \n\t\t
| \n\t\t\t Cloud Backup Strategy \n\t\t\t | \n\t\t\t\n\t\t\t Documentation outlining the cloud-based backup strategy, disaster recovery plan, and training materials for the local system administrator on backup management. \n\t\t\t | \n\t\t\t\n\t\t\t Month 2 \n\t\t\t | \n\t\t
| \n\t\t\t Ongoing Support Summary Reports \n\t\t\t | \n\t\t\t\n\t\t\t Monthly reports summarizing the administrative and technical support activities, system health checks, security assessments, and any coordinated system changes or updates. \n\t\t\t | \n\t\t\t\n\t\t\t Monthly, for 11 months \n\t\t\t | \n\t\t
| \n\t\t\t Emergency Support Protocol \n\t\t\t | \n\t\t\t\n\t\t\t A protocol document for emergency support, detailing the scope, response procedures, and associated costs for critical issues arising outside the scheduled maintenance. \n\t\t\t | \n\t\t\t\n\t\t\t As needed, within the contract period \n\t\t\t | \n\t\t
| \n\t\t\t Knowledge Transfer Session Records \n\t\t\t | \n\t\t\t\n\t\t\t Records of monthly knowledge transfer sessions with the local system administrator, reinforcing their capability to manage routine administration tasks. \n\t\t\t | \n\t\t\t\n\t\t\t Monthly, for 11 months \n\t\t\t | \n\t\t
| \n\t\t\t Operational Documentation Updates \n\t\t\t | \n\t\t\t\n\t\t\t Updated operational documentation, including system manuals, user guides, and maintenance protocols, reflecting any system changes, enhancements, or security improvements. \n\t\t\t | \n\t\t\t\n\t\t\t As needed, within the contract period \n\t\t\t | \n\t\t
Expertise Requirements
\n\nThe consultant or consulting team or firm engaged for this assignment must possess a combination of technical competencies, professional experience, and soft skills, including but not limited to:
\n\nTechnical Competencies:
\n\nProfessional Experience:
\n\nSoft Skills:
\n\nAdditional Requirements:
\n\nCandidates or teams are expected to provide evidence of their qualifications, such as certifications, portfolios of similar projects, and references, as part of their proposal submission for this ToR.
\n\nDuration of the Assignment and Estimated Level of Input
\n\nThe assignment is structured to align with the project's implementation phase for 8-months until December 2024.The Consultant is expected to initiate their engagement promptly, committing to a schedule that will be specified in the contract based on their proposals. Reporting requirements
\n\nThe Consultant is required to compile and submit quarterly reports highlighting significant achievements and outputs. These reports should be directed to the CEO of the MIA through the Head of the Social Protection and Disability Division. In addition to these quarterly reports, the Consultant will provide regular updates to the PMU Team Leader, ensuring a consistent flow of information and progress tracking throughout the duration of the assignment.
\n\n"},{"id":"OP00280017","notice_type":"Request for Expression of Interest","noticedate":"19-Mar-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-04-09T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Rwanda","project_id":"P171462","project_name":"Commercialization and De-Risking for Agricultural Transformation Project","bid_reference_no":"RW-RAB-322605-CS-QCBS","bid_description":"Hiring a Consultancy firm for detailed design study of Kageyo marshland","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Rwanda Agriculture and Animal Resources Development Board (RAB) and Development Bank of Rwanda","contact_ctry_name":"Rwanda","contact_email":"spiuwbkoica@rab.gov.rw","contact_name":"Sarah NYIRAMUTANGWA","contact_organization":"CDAT Project","contact_phone_no":"+250788876733","contact_web_url":"www.lwh-rssp.minagri.gov.rw","submission_date":"2024-03-19T00:00:00Z","notice_text":"
The Government of Rwanda has received financing from the International Development Association (IDA) toward the cost of the Commercialization and De-risking for Agricultural Transformation (CDAT) Project and intends to apply part of the proceeds for consulting services of hiring a Consultancy firm for detailed design study of Kageyo marshland
\n\nThe Terms of Reference (TOR) related to this assignment are attached to this request for expressions of interest.
\n\n\n\n
The Rwanda Agriculture and Animal Resources Development Board (RAB)/ Commercialization and De-risking for Agricultural Transformation (CDAT) Project now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the above Services. Interested Consultancy firms should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. Expression of Interest (EOI) will include: core business and years in business, relevant experience, technical and managerial capability of the firm.
\n\n\n\n
The shortlisting criteria are:
\n\nThe shortlist will contain Five (5) to Eight (8) firms.
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” Fourth Edition September,2023 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the criteria set out in the Request for Proposals.
\n\nExpressions of interest must be delivered through e-procurement system on www.umucyo.gov.rw by the time indicated in the system.
\n\nTerms of reference for hiring a consultancy firm to undertake
\n\nDetailed Design of Kageyo Dam and Irrigation with 2,442 ha command area
\n\nLocated in, Kageyo Sector, Kayonza District, Eastern Province
\n\n\n\n
The World Bank approved $300 million in financing under the International Development Association’s (IDA’s) grant, credit, and Scale Up Window to help the Government of Rwanda increase the use of irrigation and commercialization among producers and agribusiness firms in supported value chains, and to increase access to agricultural finance.
\n\nThe Commercialization and De-Risking for Agricultural Transformation Project (CDAT) will support the Government to provide services and create an enabling environment for the private actors throughout the agricultural value chain. It will finance public investments in the seeds sector, develop and rehabilitate irrigation systems on over 17,600 ha, and provide accompanying land husbandry development on about 11,000 ha in surrounding water catchment areas to increase productivity and promote climate-smart agriculture.
\n\nThe project will also support commercialization by helping farmers access markets and availing matching grants for investments in mechanization, post-harvest infrastructure, and processing equipment. A CDAT challenge fund will invest in particularly innovative solutions for the sector that can be brought to scale. The project is nationwide and is foreseen to directly benefit at least 235,000 households, including women and youth. In partnership with financial institutions, the Commercialization and De-Risking for Agricultural Transformation Project will seek to enhance access to affordable financial services and products in the agricultural sector by providing short and long-term financing and reducing risks and challenges faced by agricultural value chains through strengthening market linkages and scaling up agriculture insurance.
\n\nWith the support of the World Bank, the Rwanda Agriculture and Animal Resources (RAB) through the CDAT Project will develop 17,673 ha multiple irrigation schemes across the country. The Bank will finance the detailed design and irrigation development for Kageyo irrigation schemes, while the KIIWP has financed the Feasibility design study only.
\n\nKageyo dam site is proposed at the location of an existing small dam of 3.5MCM. The new dam will be constructed on top of the existing dam incorporating it into its upstream slope. The dam site is at the upstream end of the Kageyo village and will require some resettlement. The anticipated reservoir capacity according to the Feasibility Study is approximately 18 MCM for irrigating 2,442 ha command area, with a height of 11m, a crest length of 598m, and a crest width of 4m. The salient features of the dam and command area taken from the Feasibility Study are illustrated below:
\n\n\n\n
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t
Figure1: Dam layout and Cross Section
\n\n\n\n
The command area is situated downstream of Rwinkwavu rice scheme and shares Rujuga Stream draining from Rwinkwavu dam located 18 km upstream. The command area lays between Rwinkwavu, Mwiri, Gahini and Murundi, sectors of Kayonza District, East Province of Rwanda. The irrigation development is planned to increase the present net irrigated areas from 500 ha to around 1500 ha net of rice crops and 942 ha of other crops on the piedmonts on both sides of the valley. The source of water for the planned irrigation system is Kageyo dam which collects runoff from the catchment area (152 km2) and excess floods from Rujuga stream catchment (214 km2); an existing Rujuga river diversion weir located at 8500m from Kayego dam with water catchment area is proposed to be upgraded to be able to divert flood flow to Kageyo dam for irrigating net command area of 2,442ha. The total gross area of the project covers 2,596 ha out of which 26.5% (688 ha) is currently used for rice cultivation, 19.4% (504 ha) is to be developed for rice cultivation and 45% (1169 ha) is on the piedmont (adjacent slopes) and is to be developed for other seasonal crops and 9% (235ha) to be rehabilitated for efficient water management. The area of each subdivision of Kageyo watershed is presented in table below.
\n\nTable Error! No text of specified style in document.‑1: Subdivisions of Kageyo watershed
\n\n| \n\t\t\t Watershed subdivisions \n\t\t\t | \n\t\t\t\n\t\t\t Area (Ha) \n\t\t\t | \n\t\t\t\n\t\t\t % of Total \n\t\t\t | \n\t\t
| \n\t\t\t Catchment of reservoir \n\t\t\t | \n\t\t\t\n\t\t\t 15,200 \n\t\t\t | \n\t\t\t\n\t\t\t 21 \n\t\t\t | \n\t\t
| \n\t\t\t Catchment of diversion weir \n\t\t\t | \n\t\t\t\n\t\t\t 21,400 \n\t\t\t | \n\t\t\t\n\t\t\t 31 \n\t\t\t | \n\t\t
| \n\t\t\t Catchment of Command Area \n\t\t\t | \n\t\t\t\n\t\t\t 31,860 \n\t\t\t | \n\t\t\t\n\t\t\t 45 \n\t\t\t | \n\t\t
| \n\t\t\t Command area \n\t\t\t | \n\t\t\t\n\t\t\t 2,442 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t Total Watershed \n\t\t\t | \n\t\t\t\n\t\t\t 70,902 \n\t\t\t | \n\t\t\t\n\t\t\t 100 \n\t\t\t | \n\t\t
\n\n
The hillsides in the Kageyo site are mainly occupied by cattle farmland and partly cultivated for subsistence crops such as sorghum, maize, vegetables, banana, and fruit plantations. By introducing irrigation in this area it is expected that the farmers will shift from subsistence agriculture to commercial systems growing mainly rice and increase the area under high-value crops such as vegetables and fruit trees, and sell the products to the local or international markets. Introducing irrigation in this area will lead not only to increase crop productivity but also to taking advantage of the dry season, which usually cannot be used for agriculture because shortage of irrigation water even the drying up of streams. After introducing an irrigation system in the Kageyo area it will be possible to grow up to three crops each year, dramatically increasing the total quantities of vegetables and fruits in the Kayonza area and beyond. Further, other beneficial effects will be associated with the introduction of irrigation, such a an increase in farmers' income, a decrease in unemployment, and an increase of exports. The command area will receive support from land husbandry measures such as agroforestry tree plantations, infiltration ditches, and soil improvements by liming and applying organic compost/mineral fertilizer.
\n\n| \n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Location map in sectors \n\t\t\t | \n\t\t\t\n\t\t\t A part of Layout for command area \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Diversion weir from stream to Dam \n\t\t\t | \n\t\t\t\n\t\t\t Diversion weir in command area \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Hillside on-canal regulating reservoir \n\t\t\t | \n\t\t\t\n\t\t\t Irrigation offtake from hillside canal \n\t\t\t | \n\t\t
\n\n
Existing irrigation infrastructures
\n\nThe existing Kageyo scheme with 500ha of rice is irrigated by a small dam of 3.5MCM supplemented by drainage irrigation water from the Rwinkwavu scheme with 1,000ha irrigated by a dam of 6MCM, the table below summarize the status of existing hydraulic structures from Rwinkwavu to Kageyo scheme, however, the scope of this study includes only structures for Kageyo.
\n\n| \n\t\t\t Infrastructure \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Current Status \n\t\t\t | \n\t\t\t\n\t\t\t Comments and Proposed Improvement \n\t\t\t | \n\t\t
| \n\t\t\t Rwinkwavu scheme (1,000ha) developed by RSSP 3 in 2015 \n\t\t\t | \n\t\t|||
| \n\t\t\t Rwinkwavu Dam \n\t\t\t | \n\t\t\t\n\t\t\t Type: \n\n\t\t\tEarthen dam 6Mcm \n\n\t\t\tHeight: 9.5 m; \n\n\t\t\tCrest Length: 197m; \n\n\t\t\tStorage capacity: 6,000,000m3; \n\n\t\t\tRelated structures: sediment flushing gate, intake structure, spillway, dam is fed by runoff and money streams \n\t\t\t | \n\t\t\t\n\t\t\t Well operating \n\t\t\t | \n\t\t\t\n\t\t\t In recent years, many farmers started to pump from the reservoir and from the main canals to irrigate their crops on the hillsides. \n\n\t\t\tThe dam does not spill often so raising of the dam may not be beneficial. \n\t\t\t | \n\t\t
| \n\t\t\t Kadiridimba Dam \n\t\t\t | \n\t\t\t\n\t\t\t Small dam just upstream of the scheme \n\t\t\t | \n\t\t\t\n\t\t\t Outlet gate not operational \n\t\t\t | \n\t\t\t\n\t\t\t Because Rwinkwavu dam is 11 km upstream of the command area, this small reservoir could be used as a regulating reservoir to better control the flows into the scheme for improved water management and to reduce spills which will help reduce the water shortage during the dry season. \n\t\t\t | \n\t\t
| \n\t\t\t Weir intakes from Main canal \n\t\t\t | \n\t\t\t\n\t\t\t Type: Masonry \n\n\t\t\tNumber: 5 weir intakes \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t In good status and well operating \n\t\t\t | \n\t\t\t\n\t\t\t No improvement required \n\t\t\t | \n\t\t
| \n\t\t\t Main canal \n\t\t\t | \n\t\t\t\n\t\t\t Type: earthen; trapezoidal shape, \n\n\t\t\tlength: 27km, longitudinal slope: 0.003, \n\t\t\t | \n\t\t\t\n\t\t\t Good and well operating with some erosion on embankment \n\t\t\t | \n\t\t\t\n\t\t\t Lining of parts or all of the canal needs to be assessed. Lining will help reduce the water shortage during the dry season. Measuring water loss from the canals may help to make this assessment. \n\t\t\t | \n\t\t
| \n\t\t\t Kageyo scheme 500ha developed by RCSP in 2020 \n\t\t\t | \n\t\t|||
| \n\t\t\t Kageyo Dam (same location as the proposed Kageyo Dam) \n\t\t\t | \n\t\t\t\n\t\t\t Earth dam, height: 6 m, Crest length: 500m \n\n\t\t\tStorage capacity: 3.5MCM \n\t\t\t | \n\t\t\t\n\t\t\t Well operating \n\t\t\t | \n\t\t\t\n\t\t\t Since its completion farmers started to change from cattle farming to cropping and irrigating around the reservoir, and are still expanding rice and other crops downstream of the command area, the dam is no longer able to meet the increased irrigation water demand, \n\n\t\t\tNeed to increase the storage capacity to 18MCM to meet existing and proposed expansion irrigation requirements. \n\t\t\t | \n\t\t
| \n\t\t\t Kageyo feeder canal \n\t\t\t | \n\t\t\t\n\t\t\t Type: earthen trapezoidal shape, \n\n\t\t\tLength: 8.5 km from Rwinkwavu diversion to Kageyo Dam \n\t\t\t | \n\t\t\t\n\t\t\t Not operational \n\t\t\t | \n\t\t\t\n\t\t\t Needs to be enlarged, assessed for lining, a siphon added to avoid the model village, and inlet and outlet structures designed. \n\t\t\t | \n\t\t
| \n\t\t\t Weir intake on main canal \n\t\t\t | \n\t\t\t\n\t\t\t Type: masonry \n\n\t\t\tNumber: 3 \n\t\t\t | \n\t\t\t\n\t\t\t In good status and well operating \n\t\t\t | \n\t\t\t\n\t\t\t No improvement required \n\t\t\t | \n\t\t
| \n\t\t\t Main canal \n\t\t\t | \n\t\t\t\n\t\t\t Type: earthen; trapezoidal shape, \n\n\t\t\tlength: 12km, longitudinal slope: 0.001, \n\t\t\t | \n\t\t\t\n\t\t\t In good status and well operating \n\t\t\t | \n\t\t\t\n\t\t\t Due to flat slope infiltration rate mainly from weir to piedmont is high, lining of this section could reduce infiltration and increase the velocity \n\t\t\t | \n\t\t
| \n\t\t\t Access roads \n\t\t\t | \n\t\t\t\n\t\t\t Earthen road of 23 km in total for Rwinkwavu and Kageyo \n\t\t\t | \n\t\t\t\n\t\t\t Moderately in good condition \n\t\t\t | \n\t\t\t\n\t\t\t Regular maintenance is done by WUA, some sections are not well drained. Improvement of drainage is required \n\t\t\t | \n\t\t
Scheme management
\n\nBoth schemes (Rwinkwavu and Kageyo) are managed by one Water Users Association (WUA - Tugane Heza) and one Cooperative (Koperative Indatwa Kayonza: KOIKA) have a total member of 4,648. The existing WUA and Cooperative will continue to manage the scheme after its expansion. The chart below shows the organizational structure of the WUA and scheme arrangement.
\n\n\n\n
The objective of this assignment is to conduct an assessment of the existing Kageyo Feasibility Study, confirm the location and size of Kageyo Dam, size of command area, irrigation network layout, and to present the analysis and proposed improvement alternatives in the Interim Report for approval before preparing all Detailed Design documents including design report and drawings, bill of quantities, technical specifications, tender documents, irrigation operations and maintenance manual, self-standing plans for dam construction supervision, quality assurance, instrumentation, operations and maintenance, and emergency preparedness as required by OP 4.37.I.
\n\nThe study and designs should ensure the developments are technically feasible, economically and financially viable, socially acceptable and environmentally sustainable.
\n\nThe Consultant will conduct relevant technical investigations and studies to enable the Kageyo Dam with its command area irrigation scheme to be implemented. The consultant team must revisit and refine the recommendations of the feasibility reports including the following:
\n\nPresent the above findings, alternatives, and recommendations in the Interim Report for approval before proceeding to detailed design.
\n\nThe Consultant will also provide Terms of Reference for hiring both the contractor and construction supervisor and all documents required for tendering construction of the works.
\n\n4.1 Topographic survey
\n\nThe Consultant will carry out a detailed topographic field survey for all structure site plans at 1:500 scale with survey points taken on a minimum 25 x 25m grid for no more than 0.5m contour intervals for the proposed dam site, diversion works, hydraulic structures, post-harvest facilities and other infrastructures of the scheme. Topographic surveys for the irrigation area and any roads will be carried out at 1:1000 scale with survey points taken on a minimum 25 x 25m grid for no more than 0.25m contour intervals on the flat valley bottom areas and no more than 1.0m contour intervals on steep areas.
\n\nHigh-precision survey equipment will be required for these irrigation systems with almost flat slopes that rely on precise designs for water distribution. Survey methods will include traditional total station surveying, GPS (Global Positioning System) of high accuracy, and endorsed with more advanced technologies like LiDAR (Light Detection and Ranging) or drone-based surveys with Horizontal Accuracy of 0.1 to 0.5 meters and Vertical Accuracy of 0.02 to 0.1 meters.
\n\nUpon completion of the surveying, the Consultant shall produce the following deliverables:
\n\na) General plan showing the infrastructure and alignment of the proposed catchment areas and the dam and reservoir. (These shall be prepared in AutoCAD format as well as superimposed on Google Earth, Arc GIS readable format. The plans shall show features such as rivers, streams, farms, valleys, marshy areas, gullies, rocks (if visible), roads, settlements, etc.)
\n\nb) Provide detailed layouts of the command area showing all canals, drains, roads, structures, etc. that will also be the basis for any leveling and grading works by the contractors.
\n\nc) Prepare detailed plans and long section drawings for the main and secondary canals, main and secondary drains, and roads with not more than 500 meters per sheet. For the profiles, the vertical and horizontal shall have an appropriate scale ratio of no less than 1:5.
\n\nAll data on actual survey points shall be provided in soft copy in a format readable by AutoCAD, Civl3D, ArcGIS and other standard software design and surveying packages. All survey points shall have an x, y and z value tied to the local coordinate system. All font size used shall be readable on A3 drawings.
\n\nDrawings include topographical layouts and hydraulic structures drawings.
\n\nTopographical layouts (A0) include:
\n\nThe topographical layouts will include also:
\n\nThe drawings include:
\n\nImplementation layouts will be developed on the basis of topographical layouts and all the basic data allowing, on one hand to accurately calculate the volume of excavation related to constructing irrigation canals (primary and secondary), drainage channels and roads as well, and on other hand to determine the number of structures and estimate the size and the quantity. These include:
\n\nQuality assurance procedures are crucial to ensure the accuracy and reliability of topographic survey data for irrigation systems. The key steps and considerations for implementing quality assurance in topographic surveying for Kageyo irrigation project include but are not limited to the following:
\n\n4.2 Geotechnical Investigations
\n\nGeotechnical investigations are crucial in civil engineering projects to understand the subsurface conditions and provide essential information for design and construction. For Kageyo dam and command area the following key standards will be used but not be limited to:
\n\nThe scope of the required services for the Geological and Geotechnical investigations include geological mapping, test pit excavation with excavator/drilling rig, collection, and preservation of soil samples and accurate logging of the soil profiles for proposed Kageyo dam. The investigations include, but are not limited to the following activities:
\n\nNB: The tasks for the execution of this assignment have been outlined as detailed as possible. However, the Geotechnical Expert shall bear in mind that the list of tasks and activities can by no means be considered as a complete description of the Expert's duties. It is the Expert's responsibility to critically verify the scope of services indicated and to extend, reduce or amend it wherever deemed necessary in their own professional judgment and in agreement with the Client. It is to be understood that the Expert shall perform all work as necessary to meet the objectives of the project.
\n\n4.3 Review of Hydrology Studies
\n\nThe consultant will revisit the hydrology part provided in the feasibility studies reports for both the Rwinkwavu and Kageyo watersheds and carry out the following:
\n\n4.4 Review of Agronomy Study
\n\nRevisit and refine soil investigations, selected crops and corresponding cropping patterns report provided by the feasibility study. Confirm the cropping patterns according to the selected irrigation systems for the scheme with a focus on the crop rotation and budgets for the proposed crops. Revisit crop water requirements and irrigation water requirement to confirm the size of the irrigation system provided in feasibility study. Revisit and refine the estimates of irrigation requirements for the selected irrigation technologies to be applied, taking into account of various irrigation efficiencies that are likely to be achieved, prepare as separate file one for marshland other for hillside.
\n\n4.5 Review of Land Husbandry Study
\n\nThe consultant will revisit the land-husbandry part provided in the feasibility studies reports for both the Rwinkwavu and Kageyo watersheds and carry out the following:
\n\n4.6 Interim Report
\n\nPrepare the Interim Report including reports for topography, geotechnical, hydrology, and agronomy. Present findings of alternative analyses for improvements to the Rwinkwavu scheme including benefits of a new dam and improved water control, expansion of the command area by pumping, and amount of water that can be diverted to Kageyo dam for each alternative. Present finding of alternative analyses for Kageyo dam and irrigation area including but not limited to; dam design, water storage, sediment dead storage, irrigation alternatives, command area expansion options, irrigation and feeder canal lining, flood protection, economic and financial analysis and land husbandry of the catchments.
\n\n4.7 Detailed design of the dam and related infrastructures
\n\nThe design will include identification of houses and need to be removed and designs will be provided for any utilities and roads that need to be relocated.
\n\n\n\n
Designing irrigation infrastructures and irrigation dams involves adherence to specific codes and standards to ensure safety, reliability, and efficiency. During this stage of Kageyo dam and irrigation system design, the following codes will be referred to and followed:
\n\nSeismic design considerations are critical in the design of irrigation dams, as earthquakes can pose a significant threat to the stability and safety of such structures. Here are key seismic design considerations for Kageyo irrigation dam design to be analysed and confirm the safety of the dam:
\n\nConsider the geometry and configuration of the dam to minimize vulnerability to seismic forces.
\n\n4.7.1 Main intake structures, reservoirs and access roads
\n\nRevisit the proposed design and prepare the detailed design of the key water-intake structures (weirs, pipes and canals…). Provide detailed designs and drawings for different components including: (a) intake structure from the dam’s water reservoir, (b) diversion weirs; (b) main delivery pipes; (c) flood protection and sedimentation control structures, (d) on-canal regulating reservoirs, and; e) ancillary infrastructure such as electricity if necessary and access roads. Efforts should be made to design simple cost-effective structures and equipment that can easily be operated and maintained by the farmers. Assessment should be made of the need for cost-effective canal lining where technically required.
\n\n4.7.2 Main canals, secondary pipes and main delivery pipes
\n\nPrepare detailed designs for the main canals and related structures. The design should be prepared using (a) slope stability analysis for prevention of landslides along the canals; (b) hydraulic analyses including; and (c) suitable design parameters for the canals/pipes including side slopes, cross-sections, and freeboard, diameters, friction losses, protection drainage, crossing points etc. Assessment should be made of the need for cost-effective canal lining where recommended.
\n\n4.7.3 Secondary, tertiary canals and other hydraulic control structures
\n\nReview and refine the design capacity of the irrigation systems; prepare the design of secondary, tertiary and other distribution control structures; conduct hydraulic and stability analysis of the individual structures to ensure proper distribution of water in the canal/pipe networks for better valorisation of plots. Hydraulic and distribution structures are to be designed for their ability to control flows to their respective command areas. Determine suitable locations and prepare detailed design for structures that may be required along the canal/pipe. Recommend the type of construction materials to be used for structures such as culverts, road crossings, outlets, bridges, inverted siphons, flumes and drop structures. Use standard type of structures to facilitate future operation and maintenance.
\n\nIt is to be noted that the consulting firm should estimate the quantities and identify the source and location (with coordinates) of materials to be used during construction.
\n\n4.7.4 Irrigation detail design
\n\nPrepare detailed design drawings including longitudinal plans, profiles, and cross-sections of the main, secondary and tertiary canals/secondary pipes and typical designs for their respective structures. Prepare the detailed design of representative marshland and hillside irrigation blocks including tertiary canals and secondary pipes and appropriate on-farm distribution systems
\n\n4.7.5 Drainage and flood control structures
\n\nPrepare the detailed design of drainage and flood control networks. These will be mostly surface drainage and flood control structures. Sub-surface drainage may be proposed and designed when deemed necessary.
\n\n4.7.6 Post-harvest and office structures
\n\nFollowing the post-harvest and office structures need assessment conducted during feasibility stage, the Consultant will prepare the detailed design of such structures that meet community/users needs including roads, power, water distribution networks and office buildings, post-harvest and handling facilities with basic utilities, etc.
\n\n4.7.7 Technical specifications
\n\nPrepare suitable technical specifications for the use of materials, workmanship, inspection schedules, equipment, etc. Reference to brand names, catalogue numbers or other details that limit any materials or items to a specific manufacturer is not allowed unless the term “or equivalent” is used.
\n\n4.7.8 Cost estimates
\n\nConsultant shall prepare bills of quantities and project cost estimates for the final detailed design report based on unit price market survey. Lump sum quantities should be avoided as much as possible. The market survey report will be attached to the report as an appendix.
\n\n4.7.9 Implementation schedules
\n\nThe consultant shall prepare a detailed implementation schedules for activities to be carried out by the contractor.
\n\n\n\n
4.8 Environmental consideration
\n\nThe detailed design should consider and fulfil the following key environmental considerations to ensure sustainable and responsible development:
\n\n•Conduct a comprehensive ecological impact assessment to understand the potential effects of the irrigation project on local flora and fauna.
\n\n•Identify and protect sensitive habitats, endangered species, and biodiversity.
\n\n2. Water Quality Management:
\n\n•Implement measures to monitor and manage water quality in the irrigation system.
\n\n•Consider sediment control, nutrient runoff, and the potential use of agrochemicals, aiming to minimize negative impacts on water quality.
\n\n3. Sustainable Water Use:
\n\n•Design the irrigation system to promote efficient and sustainable water use.
\n\n•Incorporate water-saving technologies in accordance with project viability, precision irrigation methods, and water recycling practices.
\n\n4. Soil Conservation and Erosion Control:
\n\n•Implement soil conservation measures to prevent erosion and maintain soil fertility.
\n\n•Use appropriate land management practices to reduce the risk of sedimentation in water bodies.
\n\n5. Wetland and Riparian Zone Protection:
\n\n•Preserve and protect wetlands and riparian zones to maintain ecosystem functions.
\n\n•Establish buffer zones along water bodies to protect against pollution and habitat disruption.
\n\n6. Climate Resilience:
\n\n•Consider the potential impacts of climate change on the irrigation system.
\n\n•Design infrastructure that is resilient to extreme weather events, changes in precipitation patterns, and temperature fluctuations.
\n\n7. Waterway Crossings and Aquatic Habitat Protection:
\n\n•Implement measures to protect aquatic habitats during the construction of waterway crossings.
\n\n•Consider fish-friendly designs for culverts bridges and weir intakes.
\n\n8. Community Engagement and Social Impact:
\n\n•Engage with local communities to understand their concerns and expectations.
\n\n•Address social and cultural impacts, ensuring that the project benefits local populations and respects their rights.
\n\n9. Invasive Species Management:
\n\n•Implement measures to prevent the introduction and spread of invasive plant and animal species.
\n\n•Develop strategies for the control and eradication of invasive species if they pose a threat.
\n\n10. Habitat Restoration and Enhancement:
\n\n•Develop plans for habitat restoration and enhancement in areas affected by the irrigation project.
\n\n•Consider re-vegetation programs and the creation of wildlife corridors.
\n\n11. Energy Efficiency:
\n\n•Incorporate energy-efficient technologies in the irrigation system.
\n\n•Explore renewable energy sources for pumping and distribution.
\n\n12. Waste Management:
\n\n•Develop waste management plans for construction and operational phases.
\n\n•Minimize the generation of construction waste and implement recycling practices.
\n\n13. Compliance with Environmental Regulations:
\n\n•Ensure compliance with local, national, and international environmental regulations and standards.
\n\n•Obtain necessary permits and approvals from regulatory authorities.
\n\n4.8. Operation and Maintenance Manual
\n\nTo ensure the safe and efficient functioning of all infrastructure, the consultant will produce an operation and maintenance manual for the dam and irrigation system. The manual will provide the below general outlines that will be updated by the contractor after completion of construction considering the as-built documents.
\n\n4.9 Preparation of draft detailed dam and irrigation designs Reports
\n\n4.10 Conduct stakeholder meeting/coordination workshop
\n\nTo ensure stakeholder wide appreciation and ownership of the assignment outputs and recommendations, the consultant is expected to organize a coordination workshop to present the draft designs to the client and stakeholders. The client will ensure all related logistics of participants for the workshop.
\n\n4.11 Preparations of final designs, costed BOQs and technical specifications
\n\nBased on the comments provided on the draft detailed designs and outcome of the stakeholder workshop, the consultant shall prepare detailed designs of Kageyo dam and irrigation and related structures. These include preparations of detailed drawings, detailed BOQs, technical specifications, cost estimates, O&M manuals, dam safety plans, and bidding documents.
\n\n4.12 Conduct stakeholder meeting/coordination workshop
\n\nAfter incorporating the comments in the final designs, the consultant is expected to organize a technical workshop to present the final designs and outputs to the client. The client will ensure all related logistics of participants for the workshop.
\n\n4.13. Monitoring and Adaptive Management:
\n\n•Implement monitoring programs to assess the environmental impacts during and after construction.
\n\n•Develop adaptive management strategies to address unforeseen environmental issues.
\n\nWhile conducting this assignment, the consultant will provide the client with short periodic progress updates. However, the client may request the consultant at any time to present any desired clarification about the progress of the assignment when it is determined to be necessary.
\n\nThe Consultant will produce a series of reports in English during the assignment. All the reports will be prepared in Word format with tables and graphs prepared in Excel format as well as Maps and design drawings in shapefile and CAD formats. All reports to be of internationally accepted standards. All the raw data (calculation notes) collected during the three Phases will be submitted to Client (RAB) during final design submission. The reports will make full use of diagrams, Gantt Charts, photos, tables etc to make the reports accessible to a wide readership, also whose first language might not be English. The report will be submitted to SPIU-CDAT/RAB in printed copies, along with an electronic copy for evaluation and approval.
\n\nThe Consultant shall arrange and make PowerPoint presentations, of the reports, maps, and drawings, to the Client and other key stakeholders at workshops no more than 2 weeks after each submission.
\n\nThe Consultant will:
\n\nThe Client will:
\n\nThe detailed design will be under the supervision and control of the Rwanda Agricultural and Animal Resource Development Board (RAB), through SPIU -CDAT Project. The Ministry of Agriculture and Animal Resources (MINAGRI) is the owner of the study.
\n\nThe Consultant shall appoint a team leader who will be responsible for liaison with the Client and for the organization and management of the study.
\n\nGiven the level of complexity of the proposed studies, it is envisaged that a multidisciplinary team will be required. The key staff (i.e., excluding support staff), as well as their required qualifications and experience, will be as follows:
\n\nANNEX 1:KEY PERSONNEL AND EXPERTISE REQUIRED
\n\n| \n\t\t\t Profession \n\t\t\t | \n\t\t\t\n\t\t\t Required Professional Discipline \n\t\t\t | \n\t\t\t\n\t\t\t Responsibilities \n\t\t\t | \n\t\t\t\n\t\t\t Required Minimum Years of Experience \n\t\t\t | \n\t\t\t\n\t\t\t Time input (Months) \n\t\t\t | \n\t\t
| \n\t\t\t Irrigation Specialist &Team Leader \n\t\t\t | \n\t\t\t\n\t\t\t MSC in Irrigation Engineering, Civil engineering/ soil and water resource engineering and or management / hydraulic engineering / Irrigation & Drainage engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Team coordination, synchronizing the project studies within the different disciplines, guiding the team to perform the various activities in each project development stage/phases, organize reports and establish synergies within the different disciplines, together with the whole team, the TL will perform hydraulic design of irrigation structures and other duties associated with irrigation component. \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 15 years, with specific experience of at least 5 years with proven experience as team leader in studies of planning design and implementation of irrigation projects in developing countries \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t
| \n\t\t\t Civil Engineer \n\t\t\t | \n\t\t\t\n\t\t\t BSC in Geotechnical engineering /Structural Engineering or Civil engineering \n\t\t\t | \n\t\t\t\n\t\t\t Perform detail design works for selected technology/alternative for the respective schemes. Specific design work include: foundation design, structural design and reservoir design and access road network facilities, post-harvest, office building within the command areas of the respective schemes, perform all geotechnical assignment related to the different infrastructures. \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 10 years, with specific experience as civil Engineer of at least 3 years with proven experiences as structural engineer in studies on planning design and implementation of irrigation projects in developing countries \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
| \n\t\t\t Hydrologist \n\t\t\t | \n\t\t\t\n\t\t\t MSC in Water Resources Engineering/ Hydrology engineering/ soil and water engineering. \n\t\t\t | \n\t\t\t\n\t\t\t Revisit and refine both meteorology/climate and hydrometric/hydrograph data used in feasibility studies for available gauging stations within the project area and in the vicinity of the respective schemes; review and refine the analysis works on water sources potential for the watersheds of the respective schemes performed during feasibility studies; revisit and refine dependable water sources/base flows, fix design floods/peak flows for watersheds of the respective schemes; perform analysis for fixing drainage modules for command areas in the respective schemes; use different models for hydrologic simulation works and select appropriate model that best suits the project area for the respective schemes; revisit and refine sediment transportation and dam reservoir sediment estimates, and reservoir sediment distribution for scheme. \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 10 years, with specific experience of at least 3 years with proven similar experience as a hydrologist on studies for the planning, design, and implementation of irrigation projects in developing countries \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Agriculturalist \n\t\t\t | \n\t\t\t\n\t\t\t BSC degree in soil science /in Plant Science /in crop production. \n\t\t\t | \n\t\t\t\n\t\t\t Revisit and refine soil investigation, selected crops, and corresponding cropping patterns report provided by the Feasibility Studies report. Design the cropping patterns according to the selected irrigation systems for both schemes focusing on the crop rotation and cost estimation for the proposed crops. \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 8 years, with specific experience of at least 3 years with proven similar experiences in agriculture projects, preferably in Rwanda. \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Land husbandry specialist \n\t\t\t | \n\t\t\t\n\t\t\t BSC degree in soil science /agroforestry/Environmental management. \n\t\t\t | \n\t\t\t\n\t\t\t Revisit and refine the land-husbandry Feasibility Studies report. Design the land husbandry intervention technologies for the hot spots and buffer zones and cost estimation for the proposed technologies. \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 8 years, with specific experience of at least 3 years with proven similar experiences in land-husbandry projects, preferably in Rwanda. \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Surveyor Engineer & AutoCAD/GIS Crew supporting \n\t\t\t | \n\t\t\t\n\t\t\t BSC in Surveying Engineering; Geomatics and Remote sensing engineering; Drafting/AutoCAD/GIS technology. \n\t\t\t | \n\t\t\t\n\t\t\t Carry out a detailed topographical field survey for the selected blocks at 1:100; 1:500; and 1:1000 scales for different following structures but not limited to this proposed dam axis locations, diversion works, hydraulics structures networks, drainage structures, access roads, post-harvest facilities and other different infrastructures of the schemes. Provide detailed layouts, plans, maps which will be the basis for any levelling and grading works by the contractors and contracting engineers. Perform the base maps and drawing albums for the scheme \n\t\t\t | \n\t\t\t\n\t\t\t Having general experience of at least 7 years, with specific experience of at least 3 years with proven similar experiences in agriculture projects, preferably in Rwanda. \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t
\n\n
Proposals should indicate how the funds will be best utilized to achieve the objectives of the assignment. Whilst all of the Consultant’ costs incurred in their participation, supporting the arrangement and running of national and district workshops must be included in the Consultant’s financial proposal, the costs of holding the workshops themselves (costs of venue, stakeholder participants’ expenses such as transport and accommodation, materials etc.) will be met by the Client and should not be included in the Consultant’s financial proposals. The costs of all other consultations, meetings etc. required by the Consultant to adequately complete the assignment must be included in the financial proposals.
\n\nThe Consultant shall operate their own project office and shall bear all accommodation, local transportation, visas, and other costs necessary to carry out the assignment.
\n\nThe Consultant's fees shall cover the salaries of the entire staff of the Consultant employed on the study. The fees will include provision for all supporting staff and services necessary to carry out the work; hire of vehicles; procurement of equipment and direct costs for travel, freight, accommodation, report production and other expenses. The contract will be for a fixed lump sum and the Consultant will not claim any additional payments to compensate for exchange rate fluctuations or price escalation and delays in payments of not more than 90 days on the part of the Client.
\n\nThe amount and schedule of payment of fees will be in accordance with the terms and conditions of the contract agreement finally made between the Consultant and RAB/SPIU/CDAT Project. Notwithstanding this, the following schedule will be used as a basis for negotiation:
\n\n\n\n
| \n\t\t\t Payment Number \n\t\t\t | \n\t\t\t\n\t\t\t Event \n\t\t\t | \n\t\t\t\n\t\t\t Percentage (%) \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Submission of approved inception Report, after addressing the comments from presentation workshop \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Submission of approved Interim Report, after addressing the comments from presentation workshop \n\t\t\t | \n\t\t\t\n\t\t\t 30 \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Submission of approved final design Report, after addressing the comments from presentation workshop \n\t\t\t | \n\t\t\t\n\t\t\t 50 \n\t\t\t | \n\t\t
"},{"id":"OP00272633","notice_type":"Request for Expression of Interest","noticedate":"08-Feb-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-02-16T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"St Maarten","project_id":"P167339","project_name":"Sint Maarten Emergency Recovery Project I","bid_reference_no":"SX-NRPB-399352-CS-INDV","bid_description":"Office Coordinator","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Walter Nisbeth Road 57\nPhilipsburg, St, Maarten","contact_ctry_name":"St Maarten","contact_email":"procurement@nrpbsxm.org","contact_name":"Santiago Ibarguen","contact_organization":"National Recovery Program Bureau","contact_phone_no":"+17215428886","contact_web_url":"https://nrpbsxm.org/","submission_date":"2024-02-08T00:00:00Z","notice_text":"
National Recovery Program Bureau
TERMS OF REFERENCE
Staff Role
Office Coordinator
Background
Following the devastation caused by hurricanes Irma and Maria in September 2017, the Government of Sint Maarten embarked on a large-scale recovery and reconstruction program, based on the principle of building back better.
Since January 2018, the World Bank is assisting the Government of Sint Maarten. A significant part of Sint Maarten’s ongoing recovery and reconstruction program is financed through a Trust Fund financed by the Netherlands, managed by the World Bank, and implemented by Sint Maarten.
To support the implementation of the Trust Fund, the Government of Sint Maarten established the National Recovery Program Bureau (NRPB), which serves as the Project Implementation Unit (PIU) for the Government of Sint Maarten.
Role of the Office Coordinator
The Office Coordinator is responsible for the efficient management of office support operations, ICT, and facility maintenance. This role requires a high level of organization, attention to detail, and effective communication to ensure a smooth workplace environment.
Key Responsibilities:
Contractual Arrangements. Duration of the Assignment and Performance
The start date of the contract will be March 2024 or soon thereafter. The contract’s duration will be 36 months (about 3 years), with a probation period of 2 months, renewable on an annual basis until the closing date of the project (i.e. 2028). The Office Coordinator is expected to work full time – 8 hours/day within Philipsburg, Sint Maarten unless work is required for travel abroad.
The performance of the Office Coordinator will be appraised by the Director of Operations based on the timely implementation and execution of tasks described under the key responsibilities for the role.
Remuneration for this function is per the remuneration policy for civil servants on Sint Maarten and falls in scale 11 (ranging from, US$ 3,300 – 4,800 US$ gross per month). Scaling is done according to education and relevant experience.
Qualification requirements
Minimum Requirements:
Preferred experience and skills:
Strategic Competencies – brief description
NRPB as an organization is committed not only to what we must achieve but also to how we are going to reach our objectives. Therefore, for this position, we are looking for a profile that displays the following competencies:
Professional Acumen - Intermediate Level
Looking at the bigger picture – Strategic outlook – Intermediate Level
• Considers whether short-term goals will support the long-term objectives.
• Advises on process improvement initiatives.
• Analyzes data for making recommendations in their area of expertise.
• Develops the ability to apply principles of social policy building in day-to-day activity.
Leading myself and the others – Intermediate Level
Respect for diversity - Intermediate level
Successful Communication – Intermediate level
Relationship Building. Consultation and Collaboration – Advanced level
Courage and Integrity – Intermediate level
How to Apply?
Interested applicants can send their English CVs by email ONLY to the email address stated below. Applicants should ensure that their CV is received before Friday, February 16, 2024, 17h00 AST. Any CV coming in after this date and time may not be considered.
Before you proceed to apply, please consider the following requirements:
In the subject line, clearly state the position you are applying for.
In the subject line, clearly state the position you are applying for. National Recovery Program Bureau jobopportunity@nrpbsxm.org
The CV should clearly show the relevant experience and competences outlined in the terms of reference above
"},{"id":"OP00270909","notice_type":"Request for Expression of Interest","noticedate":"08-Feb-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-02-16T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"St Maarten","project_id":"P167339","project_name":"Sint Maarten Emergency Recovery Project I","bid_reference_no":"SX-NRPB-399375-CS-INDV","bid_description":"Communication Consultant","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Walter Nisbeth Road 57\nPhilipsburg, St, Maarten","contact_ctry_name":"St Maarten","contact_email":"procurement@nrpbsxm.org","contact_name":"Santiago Ibarguen","contact_organization":"NRPB","contact_phone_no":"+17215428886","contact_web_url":"https://nrpbsxm.org/","submission_date":"2024-02-08T00:00:00Z","notice_text":"
National Recovery Program Bureau
TERMS OF REFERENCE
Staff role
Communications Officer
Background
Following the devastation caused by Hurricane Irma and Hurricane Maria in September 2017, the Government of Sint Maarten embarked on a large-scale recovery and reconstruction program, based on the principle of building back better.
Since January 2018, the World Bank is assisting the Government of Sint Maarten. A significant part of Sint Maarten’s ongoing recovery and reconstruction program is financed through a Trust Fund financed by the Netherlands, managed by the World Bank, and implemented by Sint Maarten. To support the implementation of the Trust Fund, the Government of Sint Maarten established the National Recovery Program Bureau (NRPB), which serves as the Project Implementation Unit (PIU) for the Government of Sint Maarten.
Role of the Communications Officer
The NRPB is seeking a full-time, experienced, and versatile Communications Officer with a specialty in digital media. This role will require the development and execution of comprehensive communications strategies across various platforms, with a strong emphasis on digital content creation and brand management.
Key Duties and Responsibilities:
Under the direction of the Head of the Communication Department of the NRPB, the Communication Officer is expected to perform the following tasks:
Contract arrangements. Duration of the Assignment and Performance
The start date of the contract will be March 2024 or soon thereafter. The contract’s duration will be 36 months (about 3 years), with a probation period of 2 months, renewable on an annual basis until the closing date of the project (i.e. 2028). The Communication Officer is expected to work full time – 8 hours/day within Philipsburg, Sint Maarten unless work requires for travel abroad.
The performance of the Communication Officer will be appraised by the Head of the Communication Department based on the timely implementation and execution of tasks described under the key responsibilities for the role.
Remuneration for this function is in accordance with the remuneration policy for civil servants on Sint Maarten and falls in scale 9 (ranging from, US$ 2,425 – 3,782 US$ gross per month). Scaling is done according to education and relevant experience.
Qualification requirements
Minimum Requirements
Preferred Experience
Strategic Competencies – brief description
NRPB as an organization is committed not only to WHAT we must achieve but also to HOW we are going to reach our objectives. Therefore, for this position we are looking for a profile that displays the following competencies:
Professional Acumen - Intermediate Level
Looking at the bigger picture – Strategic outlook – Intermediate Level
Leading myself and the others – Intermediate Level
Respect for diversity - Intermediate level
Successful Communication – Intermediate level
Relationship Building. Consultation and Collaboration – Intermediate level
Courage and Integrity – Intermediate level
How to Apply?
Interested candidates can send their CV in English by e-mail ONLY to jobopportunity@nrpbsxm.org. In the subject line, please state, “Communications Officer”. The CV should clearly present relevant experience to meet minimum requirements and preferred requirements, as outlined in the terms of reference.
Applicants should ensure that their CV is received before Friday, February 16, 2024, at 17h00 AST. Any CVs received after this deadline may not be considered.
When applying, please consider the following requirements:
• Upon selection for an interview, applicants will be requested to produce evidence of the educational and professional qualifications pertaining to the minimum requirements. References may be asked for.
• Applicants may also be subject to satisfactory background checks.
"}]}