REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES - FRAMEWORK AGREEMENT – SELECTION OF FIRMS)
\n\nGeorgia
\n\nProject Name: The Relief and Recovery for Micro, Small and Medium Enterprises (MSMEs)
\n\nProject No: P173975
\n\nLoan No. 9239-GE
\n\nAssignment Title: Provision of Consulting Services in Finance and Accounting through Consulting Centers (Growth Hubs)
\n\nReference No. GE-EG-CS-QBS-2026-03
\n\nLEPL Enterprise Georgia within the Relief and Recovery for Micro, Small and Medium Enterprises (MSMEs) Project supported by the World Bank intends to apply part of the loan proceeds for consulting services in the area of Finance and Accounting. The purpose of this call is to create a qualified companies that can deliver these services.
\n\nAll potential consultants which express interest to receive the Request for Proposal (RfP), will be sent the document. However, the evaluation of the submitted proposal shall be made only for those consultants, which meet the below stated evaluation criteria, and the consultants will be selected in accordance with the Framework Agreement arrangements described in the Procurement Regulations and specifically set out in the Request for Proposals (RfP). Therefore, it is advised that the potential consultants assess their profile relevance against the required criteria prior to requesting the RfP, in order to save time and resources.
\n\nThe Project will be implemented nationwide and will consist of four components:
\n\nComponent 1 – Financial relief and recovery for MSMEs
\n\nComponent 2 – Digital payments & financial infrastructure upgrading
\n\nComponent 3 – Project management and monitoring
\n\nComponent 4 – Contingent Emergency Response Component
\n\nA substantial portion of the Project activities fall under Component 1. Component 1 will be implemented by LEPL Enterprise Georgia (hereinafter – Agency), which is a government economic development agency operating under the Ministry of Economy and Sustainable Development of Georgia. It comprises of the following sub-components:
\n\nThe GHs established under the Sub-component 1.4 offer MSMEs three main services:
\n\n1. Consulting Services – this entails (1) identifying the problems, obstacles, and opportunities facing a specific business (hereinafter – beneficiary MSME) in terms of growth and productivity through a comprehensive diagnostic interview, (2) offering a service of a consulting company (hereinafter - Consultant) to remedy these problems and design specific solutions, and (3) co-financing the cost of this service. At the first stage, the Consulting service covers the following six areas:
\n\n2. Improving Business Skills – this covers delivering seminars, talks, trainings, and workshops that match the needs of the businesses, organizing business meetings, and providing necessary infrastructure for these purposes.
\n\n3. Providing Information – this means providing businesses access to information about ongoing business support programs, business sector news, and the latest available research.
\n\nThe consulting services (hereinafter - the Services) in the area of Finance and Accounting include 4 basic packages developed by the Agency with respective lists of deliverables and preliminary descriptions of the work scope. These packages are:
\n\n\n\n
This list can be further expended and/or modified as needed to meet any other needs of beneficiaries, provided that additional services will not go beyond the scope of services as defined in the ToR. Accordingly, upon agreement between the Consultant and the beneficiary in the Call-Off Contract, the Consultant may tailor the consulting services related to the above packages to the specific needs of the beneficiary in order to improve the packages and make them more fit to the beneficiary.
\n\nThe Terms of Reference (TOR) for the primary procurement stage of this assignment can be found at the link below:
\n\nhttps://docs.google.com/document/d/1QNwGgdq7gBAm0ivu8Vqu7vOT-dmfX2On/edit?usp=sharing&ouid=114433811295150382465&rtpof=true&sd=true
\n\nThe Agency now invites eligible consulting firms (Consultants) to indicate their interest in providing the Services in the area of Finance and Accounting. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\nThe evaluation criteria are:
\n\n1. Registered as a business entity - in line with the Law of Georgia on Entrepreneurs, registered as a legal or individual entrepreneur, excluding the enterprises where shareholders are state or self-government authorities. (The Consultant must submit latest Extract from the Registry of Entrepreneurial and Non-entrepreneurial (Non-commercial) Legal Entities)
\n\n2. Does not have a tax debt to the state (except for the cases when the payment of the tax debt is postponed or the obligation to pay is suspended in accordance with the law); (The Consultant must submit latest Verification from the Revenue Service regarding not having tax debt to the state (or an agreement about its postponement/suspension of payment)
\n\n3. Is not registered in the Debtor Registry.
\n\n4. Is not in the process of liquidation or recognized as economically insolvent (bankrupt);
\n\n5. The Consultant has served contracts with a total value of at least 200,000 GEL within the last 3 years in the area of finances, accounting, or similar; (The Consultant must submit proof of completion of contract, i.e. contracts, respective delivery and acceptance certificates and payment certificates on the RfP stage). Experience in the projects relevant to the assignment should be submitted in the Form N1 on the following link:
\n\nhttps://drive.google.com/file/d/1efb3T6xdt7EvotIWpGeFBN7tPpXU0-Cb/view?usp=sharing
\n\n6. Adequacy and quality of the proposed approach and methodology in responding to the Terms of Reference (details of evaluation methodology and respective scoring are indicated in the RfP) ;
\n\n7. Key Experts’ qualifications and competence for the Assignment (details of evaluation scoring are indicated in the RfP).
\n\nThe potential Consultants which consider that they meet the above-mentioned qualification criteria, may submit a formal letter requesting RfP document.
\n\nAfter receiving the RfP document, based on it, the Consultant shall prepare Technical Proposal and submit it to EG within the deadline indicated in the RFP.
\n\nEG will evaluate the Consultant’s qualifications and experience vis-à-vis required criteria, and if the Consultant qualify, their Technical Proposal will be evaluated as well.
\n\nRequirements for the Consultant’s Staff
\n\nIn order to provide quality services Consultant should mobilize qualified personnel (key experts). The Consultant is liable for the quality of the provided Service.
\n\nList of required experts and narrative of minimum qualification requirements is given in the table below:
\n\n| \n\t\t\t Expert Position (Quantity) \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Specific Experience (Years) \n\t\t\t | \n\t\t\t\n\t\t\t Area of Minimum Specialization, Qualification \n\t\t\t | \n\t\t
| \n\t\t\t KEY EXPERTS \n\t\t\t | \n\t\t||
| \n\t\t\t Team Leader (1) \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t At least 5 years of experience in the field, and prior experience in the management of similar projects; \n\n\t\t\tMinimum Master’s degree in finances, accounting, or other relevant field; \n\t\t\t | \n\t\t
| \n\t\t\t Specialist (2) \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 At least 3 years of experience in the field; \n\n\t\t\tMinimum Bachelor’s degree in finances, accounting, or other relevant field; \n\t\t\t | \n\t\t
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, revised August 2018 and revised November 2020 (“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: The Consultant shall not receive any remuneration in connection with the assignment except as provided in the contract. The Consultant and its affiliates shall not engage in consulting or other activities that conflict with the interest of the client under the contract. The contract shall include provisions limiting future engagement of the Consultant in other services resulting from or directly related to the firm’s consulting services in accordance with the requirements of paragraphs 3.16, 3.17 and 3.18 of the Regulations.
\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\nThe Agency will co-finance up to 90% of the Service(s) with a maximum amount of 10,000 GEL. The cost of the Service(s) offered by the Consultant may exceed the given amount.
\n\nThe Formal Letter of Expressions of Interest in English language must be submitted electronically. The Consultants are requested to clearly indicate in the letter the area of Consultancy service(s) they are applying for.
\n\nThe Potential Consultants may express their interest till April 03, 2026.
\n\nAttn To: Ms. Guranda Maisuradze, Procurement Specialist
\n\nE-mail To: gmaisuradze@enterprise.gov.ge
"},{"id":"OP00431889","notice_type":"Request for Expression of Interest","noticedate":"11-Mar-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-03-25T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Moldova","project_id":"P177895","project_name":"MSME Competitiveness Project","bid_reference_no":"MD-CEP-537241-CS-CQS","bid_description":"Developing the training curricula and materials, and implementing the training of trainer’s program in the field of inspections","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"180, Stefan cel Mare, office 815, Chisinau","contact_ctry_name":"Moldova","contact_email":"piu@mded.gov.md","contact_name":"Aureliu Casian","contact_organization":"Project Implementation Unit of the Competitiveness Enhancement Project","contact_phone_no":"+373022296723","contact_web_url":"www.uipac.md","submission_date":"2026-03-11T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST
\n\n\n\n
CONSULTING SERVICES: DEVELOPING THE TRAINING CURRICULA AND MATERIALS, AND IMPLEMENTING THE TRAINING THE TRAINER’S PROGRAM IN THE FIELD OF INSPECTIONS
\n\n\n\n
\n\n
REPUBLIC OF MOLDOVA
\n\nMICRO, SMALL AND MEDIUM-SIZED ENTERPRISES COMPETITIVENESS PROJECT
\n\nSector: General industry and trade sector
\n\nIDA Credit No. 71740
\n\nIBRD Loan No. 94230
\n\nProject ID No. P177895
\n\nReference No. MD-CEP-537241-CS-CQS
\n\n\n\n
The Republic of Moldova has received financing from the World Bank toward the cost of the Micro, Small and Medium-Sized Enterprise Competitiveness Project (MSME) and intends to apply part of the proceeds for consulting services.
\n\n\n\n
The consulting services (“the Services”) include assistance to the Government of Moldova in designing a training curricula, training materials and to build local training capacity, so as to support the reform by ensuring that inspectors (both existing and newly recruited) have a common foundation of knowledge and competences that match the needs of a modern, compliance-focused, risk-based inspections, and a common culture that supports and enables the transformation of the overall control system.
\n\n\n\n
The assignment will be performed in the period April – December 2026.
\n\nThe Terms of Reference (TOR) for the assignment is attached to this request for expressions of interest.
\n\n\n\n
The Project Implementation Unit of the MSME Competitiveness Project now invites eligible local 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 (required qualifications and experience of the firm, but not individual experts’ bio data).
\n\n\n\n
This assignment will require a local consulting firm, or a consortium of such firms enhanced with foreign experts and inspector(s) from authorities who have demonstrated experience with a proven track record in the field of the assignment, which:
\n\n\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 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest. A Consultant will be selected in accordance with the „Consultant’s Qualification-based Selection” method set out in the Procurement Regulations.
\n\n\n\n
Consultants 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 Expression of Interest shall clearly state the name of the Consultant (individual Firm, Joint Venture or sub-consultancy). The Consultant shall provide relevant references (assignment name, Client, time frame, the role of the firm (main Consultant/Partner in JV/sub-consultant, contract amount, tasks performed etc.) to confirm its experience and qualifications.
\n\n\n\n
Further information can be obtained at the address below during office hours.
\n\n\n\n
Expressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by March 25, 2026, COB.
\n\n\n\n
Project Implementation Unit of the MSME Competitiveness Project
\n\n180, Stefan cel Mare Ave., office 815, MD-2004, Chisinau, Republic of Moldova
\n\nTel: + 373 22 296-723
\n\ne-mail: piu@mded.gov.md
\n\nweb: www.uipac.md
\n\n\n\n
E-mail for submission of the clarifications: piu@mded.gov.md
\n\n\n\n
E-mail for submission of the EoIs: procurementmgf@gmail.com
\n\n\n\n
Only the notification of EoI submission must be sent to piu@mded.gov.md
\nTerms of Reference
Consultancy assignment - “Developing the training curricula and materials, and implementing the training the trainer’s program in the field of inspections”
\n\n(MSME Competitiveness Project)
\n\n\n\n
A. Introduction
\n\nThe Government of the Republic of Moldova (GoM) is pursuing a policy agenda to support export-led economic growth. In this regard, an improved business environment is essential to foster sustainable private sector growth. Significant regulatory and institutional weaknesses in the business environment have been identified by the recently conducted Investment Climate Assessment as major obstacles to the private sector’s ability to perform efficiently and grow, and they also negatively affect investor confidence. The presence of cumbersome regulations undermines the competitiveness of private Moldovan enterprises and prevents increased investment by increasing the cost of doing business, and ultimately providing fertile ground for corruption, favoritism, and the informal economy.
\n\nThe World Bank has been supporting the Government in its competitiveness and reform efforts through the CEP II project, which have resulted in approximately $215 million in new exports, more than 1,000 jobs, an estimated $15 million in savings to the private sector associated with the implementation of the electronic one-stop-shop for permits, as well as other reforms.
\n\nIn order to sustain the results of the CEP II and other programs implemented and to support the continued implementation of reforms to improve business environment and facilitate export promotion, GoM is currently implementing a new project, the Micro, Small, Medium Enterprises (MSME) Competitiveness Project, which takes a more comprehensive approach to business competitiveness with funding from the International Development Association and the International Bank for Reconstruction and Development.
\n\nSupervision of business activities through an inspections system is a key component of a government’s regulatory apparatus. Effective and efficient supervision ensures public policy objectives, such as consumer protection and food safety, are achieved with minimum burdens on businesses. A country’s inspections system comprises all laws and regulations, institutions, strategies, operational tools, human resources, and digital solutions that support realization of its objectives. In many economies, businesses complain about the insufficient technical expertise of inspectors, lack of coordination, overlap or duplication of inspection-related activities, insufficiently transparent and predictable processes, and at times even harassment and corruption. If not properly managed, inspections become burdens on the private sector and are ineffective at achieving regulatory objectives. Moreover, inefficient or unfair inspections can create an uneven playing field. When similar businesses receive different treatment, the business receiving less favorable treatment is hampered in its ability to compete and grow.
\n\nB. Project Description
\n\nThe MSME’s project development objectives (PDO) are: (i) to reduce the regulatory burden, increase access to finance, increase the export competitiveness of Moldovan enterprises, and (ii) in case of an Eligible Crisis or Emergency, to respond promptly and effectively to it.
\n\nThe PDO will be achieved through a set of activities that aim to: (a) digitize government-to-business services and inspections, streamline permits, and enhance national quality infrastructure to reduce the regulatory burden enterprises face; (b) support access to finance for enterprises through credit guarantees and enhance the capacity of the Credit Guarantee Fund (CGF), and (c) support the development of MSMEs and enhance their export competitiveness; d) support project management; e) support the government's response in case of an emergency.
\n\nThe project consists of the following components:
\n\nComponent 1 – Regulatory reform and Digitization. This component supports GoM in reducing the regulatory burden on businesses by further digitization both at the national and local levels, enhancing and digitizing inspection services, improving interoperability and integrated service delivery for businesses, improving the National Quality Infrastructure System, activities linked with scaling up digitization of Government-to-Business (G2B) services, enhancing and digitizing inspection services, improving interoperability and integrated service delivery for enterprises, as well as simplifying the regulatory environment to reduce regulatory burden.
\n\nComponent 2 – Access to Finance. This component aims to support the CGF under the Organization for Entrepreneurial Development[1] (hereinafter ODA) in providing financial guarantees to MSMEs, to deliver more effective programs and assistance that have positive spillovers for the growth of MSMEs and export-oriented sectors to expand the business, enter new markets, start new export activities, and introduce new technologies needed for productivity gains.
\n\nComponent 3 – MSME Development and Export Competitiveness, focusing on supporting firms through matching grants, export readiness, supplier linkages, and export promotion programs. The objectives of this component are linked with GoM’s goals of simplifying the rules for MSME operation, supporting business establishment, growth and internationalization, enabling more efficient support programs for MSMEs, as well as facilitating the inflow of investments.
\n\nComponent 4 – Contingency Emergency Response (CERC). This is an unfunded contingency component that can be activated in case of a relevant emergency event. Following an eligible crisis or emergency, the Borrower may request the World Bank to reallocate Project funds to support an emergency response. Once triggered, this component will be drawn from the uncommitted loan resources under the Project to address the emergency.
\n\nThe project implementation is delegated to the Project Implementation Unit (PIU), an autonomous legal entity established by the Government. The PIU will act as the “Client” for the proposed assignment and will handle contract signing and processing the payments. The contract will be implemented in collaboration with the State Control Supervision (SCS) department within the State Chancellery as Beneficiary of the assignment.
\n\n\n\n
C. Background to the assignment
\n\nThe necessity for the implementation of this assignment comes from the fact that there is insufficient institutional and staff capacity among public authorities empowered with control functions and of the State Control Supervision department at the moment, particularly theoretical and practical aspects as regards to:
\n\n(iii) Understanding of specific guidelines and rules to properly implement and use new tools for inspections, applying risk-focused and outcomes-based principles, specifically:
\n\nIndeed, there is a challenge in terms of smooth implementation of reform principles and relevant legislation, and harmonization of the internal rules and procedures applied by the inspectorates empowered with control functions.
\n\nIn order to eliminate the gap between reform objectives and practice, the MSME project should develop sustainable local training capacities by training the local trainers and building training capacities in national institutions such as universities, for instance. It is envisaged that a local higher education institution, such as the Academy of Public Administration or similar, may be considered as a future training provider to develop the course and to deliver it to the government officials and other stakeholders upon successful piloting and validation of the current program.
\n\nWithin this framework and due to the necessity to strengthen the institutional, human and operational capacities of public authorities empowered with control functions, which requires filling the capacity gap within key inspectorates to follow best practice and requires building sustainable training curricula for current and future civil servants, the Government is seeking the services of an experienced Consultant to assist in achieving the mentioned objectives.
\n\nD. Goal, objectives and approach of the Assignment
\n\nThe overall goal of the assignment is to assist the Government of Moldova in designing a training curricula, training materials and to build local training capacity, so as to support the reform by ensuring that inspectors (both existing and newly recruited) have a common foundation of knowledge and competences that match the needs of a modern, compliance-focused, risk-based inspections, and a common culture that supports and enables the transformation of the overall control system.
\n\nThe main objectives of the current assignment are the following:
\n\n\n\n
During the implementation of the assignment, specifically while designing the approach, delivery methods and materials, the Consultant shall follow the existing best practices and main principles reflected, but not limited to, in the World Bank Group Inspection Publications and Toolkits, (as example refer to reference below) [2] and shall consider other important aspects as follows:
\n\nE. Tasks to be performed by the Consultant (Scope of Work)
\n\nThe Consultant will be in charge of identifying detailed training needs/ topics, based on the current ToRs (and including any additional needs identified, as applicable), for the existing and newly recruited inspectors, which will serve as a basis for the elaboration of the courses curricula and training materials to be delivered. The Consultant will be also in charge of delivering training to the staff at the State Chancellery, as well as building training capacities through demonstrative course delivery and support and guidance to identified local trainers.
\n\nThe scope of work is built around the following pillars to be reflected in the curricula and training materials:
\n\nDuring the preparatory phase, with the support of the World Bank CJET Project, in coordination with the Sate Chancellery SCS department, a thorough assessment of inspectors’ training needs has been conducted. The assessment identified a list of topics (refer to Annex 1), which shall be considered by the Consultant while developing the training curricula and materials.
\n\nOver the period of the contract the Consultant will perform the following Tasks:
\n\nIt is expected that the Consultant will base its activities, inter alia, on Law no. 131/2012 on State Control, Government Decree No. 355/2020 on approving the methodology for establishing objectives and performance indicators of state control bodies.
\n\nG. Period of the Assignment and Reporting Lines
\n\nThe assignment is expected to be implemented in the period April-December 2026. The Consultant shall coordinate the reports/deliverables with the State Chancellery and PIU for MSME Project. The payments will be made by PIU based on the reports approved by the State Chancellery.
\n\nG. Reporting and Deliverables
\n\nWithin the time frame of this assignment, the Consultant will be expected to develop the following deliverables:
\n\n\n\n
Under Task I
\n\n\n\n
Under Task II
\n\n\n\n
Under Task III
\n\n\n\n
The State Chancellery will review and comment on the deliverables developed by the Consultant. Normally, it will not take more than 10 working days for the State Chancellery to review and comment on the reports.
\n\n\n\n
The Consultant will be expected to submit the following reports:
\n\n1st Progress Report to be presented within one month after commencing the assignment following the receipt of the State Chancellery comments to the report. This report will include as component parts deliverables foreseen under Task I of the ToR.
\n\n2nd Progress Report to be presented within five months after commencing the assignment following the receipt of the State Chancellery comments to the report. This report will include as component parts deliverables foreseen under Task II of the ToR.
\n\n3rd Progress Report to be presented within eight months after commencing the assignment following the receipt of the State Chancellery comments to the report. This report will include as component parts deliverables foreseen under Task III of the ToR.
\n\nAll deliverables and reports will be provided electronically and in hard copies (if required). The languages of the deliverables and reports shall be Romanian and English.
\n\n\n\n
H. Requirements for the assignment and Consultant’ qualification
\n\nThis assignment will require a local consulting firm, or a consortium of such firms enhanced with foreign experts and inspector(s) from authorities who have demonstrated experience with a proven track record in the field of the assignment.
\n\nThe Consultant shall furnish documentary evidence to demonstrate that it meets the following experience requirements:
\n\n\n\n
I. Terms of payment
\n\nThe Contract will be the Standard Lump-sum contract in accordance with World Bank standards. Payments will be made as follows:
\n\n\n\n
\n\n
\n\n
\n\n
ANNEX 1. Identified training topics
\n\n\n\t\t\t
| \n\t\t
| \n\t\t\t Purpose of regulation: achieving effective positive results for the common good | \n\t\t
| \n\t\t\t Role of inspections in regulatory system: ensure the outcomes are achieved | \n\t\t
| \n\t\t\t Inspector’s role in maximizing regulatory outcomes | \n\t\t
| \n\t\t\t Common conceptions of regulation, inspections, and inspectors – why is the proper role not “check whether rules are respected and punish if they are not”? | \n\t\t
\n\t\t\t
| \n\t\t
| \n\t\t\t The Law (in general, in the meaning of “all legislation”) is essential for the inspector of course – both as the framework of his/her work, and as his/her instrument: | \n\t\t
| \n\t\t\t Key components of applicable legislation for inspectors: | \n\t\t
| \n\t\t\t Understanding the purpose of legislation: what the legislation is adopted to do should guide our interpretation of it and the way we make enforcement decisions \n\t\t\t | \n\t\t
| \n\t\t\t Dealing with conflicting legal requirements | \n\t\t
\n\t\t\t
| \n\t\t
| \n\t\t\t Understanding risk | \n\t\t
| \n\t\t\t Assessing risks | \n\t\t
| \n\t\t\t Selecting the right intervention to address risks | \n\t\t
| \n\t\t\t Risk-based tools: risk-based targeting, checklists, responsive enforcement, risk-based complaints management | \n\t\t
| \n\t\t\t D. Practical applications: working with inspections legislation and the State Register of inspections to reduce risks and achieve better outcomes \n\t\t\t | \n\t\t
| \n\t\t\t Using the State Register to improve targeting and preparation of inspections: availability of data, information from other inspection bodies \n\t\t\t | \n\t\t
| \n\t\t\t Using inspections legislation to foster collaborative relationships with businesses who show that they are ready to improve | \n\t\t
| \n\t\t\t Group work on case studies | \n\t\t
\n\t\t\t
| \n\t\t
| \n\t\t\t Gradual transformation: understanding strategic planning – it is about acknowledging limitations of what can be achieved and defining realistic, achievable targets | \n\t\t
| \n\t\t\t Risk-based: identify key risks, assess, prioritize, define intervention choice etc. | \n\t\t
| \n\t\t\t Performance assessment: are we reaching the outcomes? | \n\t\t
[1] Public institution under the Ministry of Economic Development and Digitalization with the mission to support the development of the entrepreneurial environment, including small and medium enterprises.
\n\n[2] Source: The World Bank Group “Approaches-to-Integrated-Inspections-Reforms”
\n\n\n\n
"},{"id":"OP00414803","notice_type":"Request for Expression of Interest","noticedate":"30-Jan-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-02-13T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Uzbekistan","project_id":"P168180","project_name":"Institutional Capacity Building Project","bid_reference_no":"AMC-TRAININGCL-CQS","bid_description":"Сonducting series of trainings for economic and administrative judges on new Competition Law enforcement","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"29., Istiklol street, 100017 Tashkent","contact_ctry_name":"Uzbekistan","contact_email":"piu_mof@mail.ru","contact_name":"Sirojiddin Imanov","contact_organization":"Ministry of Economy and Finance of the Republic of Uzbekistan","contact_phone_no":"712023113 (05493)","contact_web_url":"info@imv.uz","submission_date":"2026-01-30T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n
Country: Republic of Uzbekistan
\n\nProject name: Institutional Capacity Building Project
\n\nCredit No.: IDA 6431-UZ
\n\nAssignment Title: Conducting series of trainings for economic and administrative judges on new Competition Law enforcement
\n\nReference No.: AMC-TRAININGCL-CQS
\n\nThe 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 the conducting series of trainings for economic and administrative judges on new Competition Law enforcement (“Services”).
\n\nThe training program aims to enhance enforcement of the new Competition Law by providing judges with seminars led by local and international experts, strengthening their understanding of prohibited conduct, improving their grasp of economic principles used in competition cases, promoting consistency in judicial decisions, developing their ability to assess quantitative evidence, encouraging cooperation with international counterparts, and fostering a broader culture that supports competition, market efficiency, and consumer welfare.
\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 by submitting directly to the piu_mof@mail.ru.
\n\nThe Qualification requirements for the Consultants are:
\n\n- At least 5 years of proven experience in judicial capacity building in competition law or related regulatory areas, preferably for economic and administrative judges.
\n\n- Proven expertise and familiarity with local legal framework of competition law enforcement, including judicial system and procedures of Uzbekistan or preferably comparable jurisdictions and EU, Korea or Japan and availability of qualified local and foreign experts. Experience in similar projects will be a plus.
\n\n- Demonstrated ability to design and deliver training programs, including development of curriculum, interactive case studies, training materials, and post-training assessment tools.
\n\n- Capacity to provide training in Uzbek and/or Russian, including simultaneous interpretation for sessions conducted by international experts.
\n\n- Proven experience in post-training evaluation and reporting, including recommendations for strengthening judicial capacity.
\n\n- Organizational capacity to conduct at least 20 training sessions over a three-month period for a minimum of 200 participants, ensuring high-quality delivery and logistical management.
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The attention of interested Consultants is drawn to Section III of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 (“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 Consultant Qualification Selection (CQS) 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 13 February 2026.
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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: +998712023113 (05493) /+998903311662
\n\nE-mail: piu_mof@mail.ru
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As part of the EOI, the consultant should include the following information:
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| \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
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| \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
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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.
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Project References - highlight the technical qualifications of your entity/consortium in undertaking similar assignments. Provide details of past experiences working with similar project authorities
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Project References, present experiences in similar geographic areas.
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Present relevant projects to demonstrate the firm’s technical qualifications and geographical experience (maximum 10 projects).
\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 Period \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
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| \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 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 Description \n\t\t\t | \n\t\t\t\n\t\t\t (indicate your role and input in man-months) \n\t\t\t | \n\t\t
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We, the undersigned, certify to the best of our knowledge and belief:
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Terms of Reference
\nfor conducting a series of trainings for economic and administrative judges on Competition Law and Policy
1. Introduction
\n\nThe Republic of Uzbekistan, in its ongoing efforts to enhance economic competitiveness and regulatory effectiveness, adopted a new edition of the Law “On Competition”, № LRU-850, on July 3, 2023. This legislative update represents a significant step towards aligning the country’s competition policies with international standards and addressing the dynamic challenges of today’s global market environments.
\n\nThe new law introduces comprehensive revisions and modern provisions aimed at preventing anti-competitive practices, promoting fair market conditions, and ensuring consumer protection. These changes necessitate a thorough understanding and adept enforcement by the judiciary to translate legislative intent into practical impact.
\n\nKey revisions and changes introduced in the law include:
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The law introduces modern terminology and concepts, including:
\n\nThe law revises the criteria for recognizing dominance in the commodity or financial market. Dominance is now recognized in the following cases:
\n\nTo reduce administrative burdens, the financial threshold for mandatory merger and acquisition approvals has been increased from 100,000 base calculated values (BCVs), equivalent to approximately USD 2.7 million, to 500,000 BCVs, equivalent to approximately USD 13.4 million.
\n\nThe law defines “state aid” to include tax and customs benefits, subsidies, grants, state guarantees, preferential loans, exclusive rights, and other privileges such as preferential prices for state property leases and land use.
\n\nThe Competition Promotion and Consumer Protection Committee of the Republic of Uzbekistan (hereinafter referred to as the Committee) is responsible for enforcing competition law. This includes creating a level playing field for market participants, ensuring fair competition, and safeguarding consumers from anti-competitive practices. The Committee’s efforts are aimed at fostering a competitive economic environment that promotes innovation, efficiency, and consumer welfare.
\n\nIn response to these developments, there is a pressing need to equip economic and administrative judges with the knowledge and tools required to effectively interpret and enforce the new law. This training program is designed to meet that need, ensuring that judges are well-prepared to oversee cases involving complex competition disputes and contribute to a fair and thriving economic landscape in Uzbekistan.
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2. Objectives
\n\nThe Institutional Capacity Building Project (ICBL) brings together professionals in different areas of public management to develop innovative, integrated solutions
\nto complex institutional problems. The practice utilizes a problem-driven, diagnostic approach, combining global comparative knowledge of reform successes and failures with a keen understanding of the institutional challenges and opportunities of developing countries.
The Competition Promotion and Consumer Protection Committee of the Republic of Uzbekistan (hereinafter referred to as the Committee) is a recipient under Component 3: Improving Support Mechanisms for Reforms, Technical Assistance to Regulatory Agencies and Other Public Sector Agencies performing economic regulatory functions.
\n\nA key component of this project is the specialized training conducted by distinguished consultants. The Contractor possessing a thorough knowledge of Uzbekistan’s legislation, as well as extensive international experience will lead seminars that incorporate global perspectives and practices. This aspect of the training aims to introduce innovative approaches and methodologies that have been successful in other jurisdictions and will facilitate seminars that delve into national laws and their application in economic contexts. These sessions are designed to provide participants with a deeper understanding and practical skills necessary to navigate the complexities of local economic regulations.
\n\nThe objectives for conducting a series of trainings for economic and administrative judges on the enforcement of the new Competition Law are as follows:
\n\nOrganize seminars led by experts to provide comprehensive insights into the new Competition Law and its enforcement.
\n\nEquip judges with the knowledge to make fair and informed decisions regarding actions deemed unlawful under the Competition Law.
\n\nProvide training on economic concepts relevant to competition cases to improve judicial analysis and decision-making.
\n\nPromote uniformity in the application of competition law principles across different cases and jurisdictions.
\n\nTrain judges to effectively evaluate economic and quantitative evidence presented in competition cases.
\n\nFacilitate exchanges with international counterparts to share best practices and experiences in competition law enforcement.
\n\nInstill an understanding of the importance of competition law in promoting market efficiency and consumer welfare.
\n\nThese objectives aim to ensure that judges are equipped with the necessary knowledge and skills to enforce the new Competition Law effectively and in alignment with international best practices.
\n\n3. Scope of work
\n\nTo achieve the objectives outlined in Section 2, the services of a consultancy contractor or a consortium of consultancy companies (hereinafter referred to as the “Contractor”) will be required. The Contractor shall carry out the following tasks:
\n\n3.1. The Contractor will conduct a needs assessment to evaluate the judges’ understanding of the new competition law and its practical application. This will involve surveys and interviews to identify areas where judges require further clarity. The contractor will also review recent cases involving competition law to pinpoint any inconsistencies or gaps in enforcement. Additionally, consultations will be held primarily with the Committee, as well as other relevant stakeholders, including competition law experts, legal practitioners, and government bodies, to ensure that the training program addresses all relevant gaps and issues.
\n\n3.2. Development jointly with the Committee of the training curriculum, training plan, and agreement on the selection of the scope of supervised work based on the assessment.
\n\n(a) Specific topics will be based on the provisional training programme provided in Annex 1 to these Terms of Reference and can be changed according to the needs of stakeholders. The contractor's consultants will collaborate with the Committee to design a detailed curriculum and delivery plan that ensures the training program fully meets the needs of judges while aligning with the Committee's expectations. The Committee may request the WB advice as needed.
\n\n3.3. Delivery of a training program on competition law and economics. The series of training sessions will be conducted over a period of three months, targeting at least 200 economic and administrative judges. (The Contractor should deliver 20 training sessions; each session will last around 3 hours, with a 20-minute break, amounting to a total of 60 hours of training.)
\n\n(a) While the final detailed curriculum will be developed by the Contractor and presented for approval by the Committee, it is expected that each module should include relevant interactive case studies demonstrating the application of the concepts in practice, drawing from international best practices, including examples from advanced jurisdictions.
\n\n(b) To increase the efficiency of the training events, the training sessions will be conducted mainly offline. Only in special cases, as agreed with the Committee, the Contractor will provide online links for a limited number of participants.
\n\n(c) The consultancy contractor will engage various niche specialists, as informed by the needs assessment and agreed with the Committee, as the new competition law encompasses multiple areas, including digital markets, state aid, natural monopolies, and market dominance. This multidisciplinary approach will ensure comprehensive coverage of all aspects of the new competition law.
\n\n3.4. Post-training assessment of the impact of the training programs on enhancing the capacity of economic and administrative judges on the enforcement of the new Competition Law.
\n\n(a) Undertake an assessment of the capacity, knowledge, and skills of economic and administrative judges in areas covered by the program immediately following the training program. The Contractor's consultants will propose the optimal assessment methods for the skills covered during the training and present these methods to the Committee for approval in advance. This assessment will include case tests for judges, reflecting real-world scenarios to evaluate the application of the competition law in practice. The case tests are an integral part of the assessment method and will be used to inform the final report.
\n\n(b) Provide a final report (the Final Report) on the extent to which the training program had the desired impact in terms of enhancing the knowledge and skills of economic and administrative judges in handling competition issues and strengthening their capacity to review cases and make informed decisions. Include recommendations for the further enhancement of the skills and capacity of economic and administrative judges in their roles.
\n\n(c) The final report shall include qualitative and quantitative assessment results and recommendations for integrating competition law modules into national judicial training programs.
\n\n3.5. The Contractor will provide Uzbek or Russian versions of the relevant background materials and slides used as part of this training program.
\n\n3.6. Language and Interpretation Services. If an international expert participating in the program speaks a language other than Uzbek or Russian, the Contractor will arrange translation services. The interpreter, along with the translation of the consultants’ lectures, will ensure that the documentation is maintained in Uzbek/Russian to facilitate effective learning for all participants. All training sessions will prioritize delivery in Uzbek or Russian to accommodate participants effectively.
\n\n4. Contractor Qualification Requirements
\n\n4.1 The Contractor shall demonstrate the following qualifications and experience to be eligible for this assignment:
\n\n5. Assignment Implementation
\n\n5.1. The Committee, in cooperation with the Academy of Justice under the Supreme Judicial Council of the Republic of Uzbekistan, will designate CPCPC staff to guide the Contractor and facilitate coordination for the training program. The Academy of Justice under the Supreme Judicial Council of the Republic of Uzbekistan, will identify participants in the training sessions and provide relevant information regarding their professional and educational backgrounds upon request.
\n\n5.2. The training program will be delivered in person. The Contractor will be responsible for providing simultaneous interpretation. Additionally, the Contractor will ensure video recordings of each training module are made available, along with background materials and slides, in Uzbek or Russian.
\n\n5.3. The Contractor shall provide suitable and comfortable premises for conducting the training sessions, accommodating the number of participants effectively. If necessary, the premises may be rented to ensure that the facilities meet the required standards for a conducive learning environment.
\n\n6. Deliverables and project schedule.
\n\n6.1 The schedule of activities and deliverables is set out below (with an indicative timeline). The activities are expected to start in Q1 2026 and last for up to six months (subject to further consultation and confirmation of the final curriculum by the Committee). The timing below assumes continued support and commitment from the Committee and its staff. The timetable also depends on contractual and administrative procedures.
\n\n6.2 The project shall start with a kick-off meeting, in which all key parties – the Committee, the Academy of Justice, and the selected consultancy contractor – will participate.
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| \n\t\t\t № \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 \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 \n\n\t\t\t Preliminary timeline \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Kick off meeting to agree on the implementation plan and key milestones \n\t\t\t | \n\t\t\t\n\t\t\t Within one (1) week after contract signing \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 assessment to evaluate the judges’ understanding of the new competition law and its practical application. \n\t\t\t | \n\t\t\t\n\t\t\t According to the agreed timeline and the final curriculum. \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Inception report with the detailed training curriculum, planned timeline for the assignment, and proposed method for the post-training assessment of its outcomes \n\t\t\t | \n\t\t\t\n\t\t\t Within two (2) weeks after completion of the training needs assessment \n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Delivery of the training programme (and the relevant training material) \n\t\t\t | \n\t\t\t\n\t\t\t According to the agreed timeline and the final curriculum \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 report assessing the impact of the programme on the capacity of economic and administrative judges and recommendations on further enhancement of their capacity \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t According to the agreed timeline, but no later than one (1) month after the delivery of the final training activity \n\t\t\t | \n\t\t
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6.3 No deliverables will be considered final until approved by the Committee as of an acceptable quality.
\n\n6.4 Organizational meetings as part of this assignment are expected to be conducted in Uzbek/Russian and English. Depending on the needs of the participants from the Committee, the contractor will provide interpretation from English to Uzbek/Russian.
\n\n7. Confidentiality
\n\nThe Contractor agrees to strict confidence with respect to their findings, information given by the national stakeholders, or the WB. WB may decide to make the information available to other interested parties on a case-by-case basis. The Contractor shall also adhere to the Law “On Combating Corruption” No. ЗРУ-419 dated 3 January 2017 and relevant codes of ethics applicable to interactions with the judiciary and public authorities
\n\nAll intellectual property rights related to the training program, including all materials, curricula, and any other content created or developed for the program, shall exclusively belong to the Committee.
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The payment for the services rendered under this Assignment shall be made in stages, based on the completion and approval of specific deliverables. The payment structure shall be as follows:
\n\nAll payments will be made within 15 calendar days following the Committee’s written confirmation of acceptance of each deliverable. No payment shall be due until the Committee has formally approved the deliverable as meeting the quality standards set out in Section 6.3 of this ToR.
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Annex 1.
\n\nProvisional Programme
\nof Judges Training on Competition Law and Policy
Module 1: Foundations of Competition Law and Policy
\n\nSession 1: Introduction to Competition Law and Policy
\n\nSession 2: The Competition Development and Consumer Protection Authority and Judicial Review
\n\nSession 3: Key Economic Concepts for Judges
\n\nModule 2: Anti-Competitive Agreements (Cartels)
\n\nSession 4: Prohibited Agreements and Their Legal Framework
\n\nSession 5: Evidence and Proof in Cartel Cases
\n\nSession 6: Leniency Programs and Sanctions
\n\nModule 3: Abuse of a Dominant Position
\n\nSession 7: Defining and Assessing Dominance
\n\nSession 8: Abusive Practices (Exclusionary and Exploitative)
\n\nSession 9: Justifications and Efficiencies
\n\nModule 4: Merger Control
\n\nSession 10: Introduction to Merger Control
\n\nSession 11: Substantive Analysis of Mergers
\n\nSession 12: Remedies and Conditions
\n\nModule 5: State Aid and Competition Advocacy
\n\nSession 13: State Aid and its Impact on Competition
\n\nSession 14: Competition Advocacy
\n\nSession 15: The Digital Economy
\n\nModule 6: Judicial Procedure and Enforcement
\n\nSession 16: Competition Litigation and Judicial Review
\n\nSession 17: Civil and Criminal Enforcement
\n\nSession 18: Remedies and Damages
\n\nModule 7: Special Topics and Review
\n\nSession 19: Unfair Competition and Consumer Protection
\n\nSession 20: Program Synthesis and Mock Trial
\n\nRenewable Energy Generation and Access INcrease Project (REGAIN)
\n\n(P181250)
\n\nMarshalls Islands
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REQUEST FOR EXPRESSIONS OF
\n\nINTEREST
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SELECTION OF AN INDIVIDUAL CONSULTANT
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Grant No.: E331-MH
\n\nAssignment Title: Solar PV Engineer – Individual Consultant
\n\nReference No. MH-MEC-CS-04
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January 2026
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1. Background
\n\nThe Government of the Republic of Marshall Islands (RMI) has received financing from the World Bank (WB) toward the cost of the Renewable Energy Generation and Access INcrease Project (REGAIN) and intends to apply part of the proceeds for consulting services.
\n\nThe Marshalls Energy Company (MEC) now invites eligible individuals ("Consultants") to express their interest in providing services as a Solar PV Engineer under the REGAIN Project.
\n\n2. Assignment Overview
\n\nPosition: Solar PV Engineer – On-Island Technical Expert
\n\nContract Duration: 24 months (initial), extendable through September 2030
\n\nEngagement Model: Intermittent basis with mandatory on-site presence during critical phases
\n\nExpected Start: March 2026
\n\nSelection Method: Consultant's Qualification Selection (CQS)
\n\nRole Summary:
\n\nThe Solar PV Engineer will serve as MEC's on-island technical expert and "guru" for all renewable energy systems, following a proven "resident engineer" model. This is a hands-on technical position focused on:
\n\nTechnical Leadership:
\n\nCapacity Building (Critical Focus):
\n\nSuccess Measure: MEC staff can independently operate, maintain, and troubleshoot solar-BESS systems without ongoing international support after the consultant's engagement ends.
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3. Terms Of Reference (TOR) Summary
\n\nThe complete TOR is attached to this REOI and provides comprehensive details on:
\n\nCandidates MUST review the attached TOR carefully before applying. The TOR is an integral part of this solicitation and contains essential information for preparing your expression of interest.
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4. Mandatory Minimum Requirements
\n\nAll candidates MUST meet ALL of the following requirements (Pass/Fail). Candidates who do not meet any single requirement will be automatically disqualified:
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Education:
\n\nTechnical Experience:
\n\nSystems & Controls:
\n\nProject Delivery:
\n\nTroubleshooting:
\n\nCapacity Building:
\n\nCommissioning:
\n\nCommunication & Leadership:
\n\nNote: Professional certifications, development partner experience, and other qualifications are highly desirable and contribute to scoring but are not mandatory. See attached TOR for complete details.
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5. Evaluation and Scoring
\n\nSelection Process:
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Scoring Criteria:
\n\nCandidates will be evaluated based on a 100-point scoring matrix covering:
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**Minimum Passing Score: 70 points**
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**For the complete detailed scoring matrix and evaluation criteria, please refer to the attached
\n\nTerms of Reference.**
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6. Submission Requirements
\n\nDeadline: 5:00 PM Majuro time, February 5, 2026
\n\nRequired Documents:
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Submission Format:
\n\n\n\n
Email Subject Line: "Solar PV Engineer - [YOUR FULL NAME]" Submit to:
\n\nJack S. Chong-Gum, CEO
\n\nMarshalls Energy Company (MEC)
\n\nEmail: jack.chonggum@mecrmi.net Phone: (692) 625-3827/9 Cc:
\n\nPatricia Helkena
\n\nProject Implementation Officer
\n\nEmail: patriciahelkena@gmail.com Phone: (692) 625-3827/9
\n\n7. World Bank Procurement Regulations
\n\nConsultants are advised to review paragraphs 3.14, 3.16, and 3.17 of the World Bank's Procurement Regulations for IPF Borrowers (February 2025) regarding conflict of interest policies.
\n\nThis assignment will be procured using the Consultant's Qualification Selection (CQS) method under REGAIN Sub-component 3.2 (MEC and KAJUR Capacity Building).
\n\n8. Important Notes for Applicants
\n\nCapacity Building is Critical: This position emphasizes sustainable knowledge transfer. Candidates must demonstrate genuine commitment to building local technical capacity that enables MEC staff to independently operate systems after the consultant departs.
\n\nResident Engineer Model: This is a hands-on technical role, not high-level consulting. The consultant will work directly with equipment and mentor local staff on-site.
\n\nIntermittent Engagement: While structured on an intermittent basis, the role requires mandatory extended on-site presence during:
\n\nTechnical Depth Required: You must be the "go-to expert" who can diagnose and fix problems with solar PV, BESS, EMS, SCADA, and PLC systems in a remote island environment with limited external support.
\n\nCultural Fit Matters: Experience working effectively in Pacific Island or similar small island communities is highly valued.
\n\n\n\n
TEMPLATE FOR CURRICULUM VITAE (CV)
\n\nName: _______________________________________________________________
\n\nNationality: ________________ Email: ________________ Phone: ________________
\n\n\n\n
1. EDUCATION
\n\nList degrees with institutions, dates, and fields of study
\n\n\n\n
2. PROFESSIONAL CERTIFICATIONS
\n\nList relevant certifications (NABCEP, PE, PMP, etc.) with dates
\n\n\n\n
3. EMPLOYMENT HISTORY
\n\nList current and previous positions relevant to this assignment in reverse chronological order
\n\nFor each position include:
\n\n\n\n
4. SOLAR PV AND BESS PROJECT EXAMPLES
\n\nProvide 3-5 specific project examples demonstrating your qualifications
\n\nFor each project:
\n\n\n\n
5. EMS, SCADA, AND PLC EXPERIENCE
\n\nDescribe your hands-on experience with these systems:
\n\n\n\n
6. CAPACITY BUILDING EXPERIENCE
\n\nDocument your training and knowledge transfer activities:
\n\n\n\n
7. TROUBLESHOOTING EXAMPLES
\n\nProvide 2-3 examples of complex technical problems you diagnosed and resolved:
\n\n\n\n
8. SIDS / REMOTE LOCATION EXPERIENCE
\n\nList projects in Small Island Developing States or remote environments:
\n\n\n\n
9. THERMAL/DIESEL GENERATION EXPERIENCE (if applicable)
\n\nDescribe experience with diesel gensets or hybrid systems
\n\n\n\n
10. PROFESSIONAL MEMBERSHIPS AND PUBLICATIONS
\n\nList associations, papers, presentations
\n\n\n\n
11. LANGUAGE SKILLS
\n\n\n\n
12. AVAILABILITY
\n\n\n\n
13. PROFESSIONAL REFERENCES
\n\nProvide at least 3 references who can verify your technical competence and work quality
\n\nReference 1:
\n\nReference 2: [Same format]
\n\nReference 3: [Same format]
\n\n\n\n
14. CERTIFICATION
\n\nI certify that this CV accurately describes my qualifications and experience. I am available to undertake the assignment if selected. I understand that misrepresentation may lead to disqualification or dismissal and authorize verification of all information provided.
\n\nI confirm I have read and understood the Terms of Reference and believe I meet all mandatory minimum requirements.
\n\nName: _____________________________
\n\nSignature: _____________________________
\n\nDate: _____________________________
\n\n\n\n
ATTACHMENTS
\n\nPlease ensure the following are attached to your submission:
\n\n\n\n
END OF REQUEST FOR EXPRESSIONS OF INTEREST
\n\n\n\n
IMPORTANT: The detailed Terms of Reference (TOR) is attached to this REOI. Candidates must review the TOR for complete information on scope of work, technical requirements, deliverables, and performance expectations before submitting an
\n\nRenewable Energy Generation and Access INcrease Project (REGAIN)
\n\n(P181250)
\n\nMarshalls Islands
\n\n\n\n
\n\n
REQUEST FOR EXPRESSIONS OF
\n\nINTEREST
\n\n\n\n
SELECTION OF AN INDIVIDUAL CONSULTANT
\n\n\n\n
\n\n
\n\n
Grant No.: E331-MH
\n\nAssignment Title: Solar PV Engineer – Individual Consultant
\n\nReference No. MH-MEC-CS-04
\n\n\n\n
\n\n
January 2026
\n\n\n\n
\n\n
1. Background
\n\nThe Government of the Republic of Marshall Islands (RMI) has received financing from the World Bank (WB) toward the cost of the Renewable Energy Generation and Access INcrease Project (REGAIN) and intends to apply part of the proceeds for consulting services.
\n\nThe Marshalls Energy Company (MEC) now invites eligible individuals ("Consultants") to express their interest in providing services as a Solar PV Engineer under the REGAIN Project.
\n\n2. Assignment Overview
\n\nPosition: Solar PV Engineer – On-Island Technical Expert
\n\nContract Duration: 24 months (initial), extendable through September 2030
\n\nEngagement Model: Intermittent basis with mandatory on-site presence during critical phases
\n\nExpected Start: March 2026
\n\nSelection Method: Consultant's Qualification Selection (CQS)
\n\nRole Summary:
\n\nThe Solar PV Engineer will serve as MEC's on-island technical expert and "guru" for all renewable energy systems, following a proven "resident engineer" model. This is a hands-on technical position focused on:
\n\nTechnical Leadership:
\n\nCapacity Building (Critical Focus):
\n\nSuccess Measure: MEC staff can independently operate, maintain, and troubleshoot solar-BESS systems without ongoing international support after the consultant's engagement ends.
\n\n\n\n
3. Terms Of Reference (TOR) Summary
\n\nThe complete TOR is attached to this REOI and provides comprehensive details on:
\n\nCandidates MUST review the attached TOR carefully before applying. The TOR is an integral part of this solicitation and contains essential information for preparing your expression of interest.
\n\n\n\n
4. Mandatory Minimum Requirements
\n\nAll candidates MUST meet ALL of the following requirements (Pass/Fail). Candidates who do not meet any single requirement will be automatically disqualified:
\n\n\n\n
Education:
\n\nTechnical Experience:
\n\nSystems & Controls:
\n\nProject Delivery:
\n\nTroubleshooting:
\n\nCapacity Building:
\n\nCommissioning:
\n\nCommunication & Leadership:
\n\nNote: Professional certifications, development partner experience, and other qualifications are highly desirable and contribute to scoring but are not mandatory. See attached TOR for complete details.
\n\n\n\n
5. Evaluation and Scoring
\n\nSelection Process:
\n\n\n\n
Scoring Criteria:
\n\nCandidates will be evaluated based on a 100-point scoring matrix covering:
\n\n\n\n
**Minimum Passing Score: 70 points**
\n\n\n\n
**For the complete detailed scoring matrix and evaluation criteria, please refer to the attached
\n\nTerms of Reference.**
\n\n\n\n
6. Submission Requirements
\n\nDeadline: 5:00 PM Majuro time, February 5, 2026
\n\nRequired Documents:
\n\n\n\n
\n\n
Submission Format:
\n\n\n\n
Email Subject Line: "Solar PV Engineer - [YOUR FULL NAME]" Submit to:
\n\nJack S. Chong-Gum, CEO
\n\nMarshalls Energy Company (MEC)
\n\nEmail: jack.chonggum@mecrmi.net Phone: (692) 625-3827/9 Cc:
\n\nPatricia Helkena
\n\nProject Implementation Officer
\n\nEmail: patriciahelkena@gmail.com Phone: (692) 625-3827/9
\n\n7. World Bank Procurement Regulations
\n\nConsultants are advised to review paragraphs 3.14, 3.16, and 3.17 of the World Bank's Procurement Regulations for IPF Borrowers (February 2025) regarding conflict of interest policies.
\n\nThis assignment will be procured using the Consultant's Qualification Selection (CQS) method under REGAIN Sub-component 3.2 (MEC and KAJUR Capacity Building).
\n\n8. Important Notes for Applicants
\n\nCapacity Building is Critical: This position emphasizes sustainable knowledge transfer. Candidates must demonstrate genuine commitment to building local technical capacity that enables MEC staff to independently operate systems after the consultant departs.
\n\nResident Engineer Model: This is a hands-on technical role, not high-level consulting. The consultant will work directly with equipment and mentor local staff on-site.
\n\nIntermittent Engagement: While structured on an intermittent basis, the role requires mandatory extended on-site presence during:
\n\nTechnical Depth Required: You must be the "go-to expert" who can diagnose and fix problems with solar PV, BESS, EMS, SCADA, and PLC systems in a remote island environment with limited external support.
\n\nCultural Fit Matters: Experience working effectively in Pacific Island or similar small island communities is highly valued.
\n\n\n\n
TEMPLATE FOR CURRICULUM VITAE (CV)
\n\nName: _______________________________________________________________
\n\nNationality: ________________ Email: ________________ Phone: ________________
\n\n\n\n
1. EDUCATION
\n\nList degrees with institutions, dates, and fields of study
\n\n\n\n
2. PROFESSIONAL CERTIFICATIONS
\n\nList relevant certifications (NABCEP, PE, PMP, etc.) with dates
\n\n\n\n
3. EMPLOYMENT HISTORY
\n\nList current and previous positions relevant to this assignment in reverse chronological order
\n\nFor each position include:
\n\n\n\n
4. SOLAR PV AND BESS PROJECT EXAMPLES
\n\nProvide 3-5 specific project examples demonstrating your qualifications
\n\nFor each project:
\n\n\n\n
5. EMS, SCADA, AND PLC EXPERIENCE
\n\nDescribe your hands-on experience with these systems:
\n\n\n\n
6. CAPACITY BUILDING EXPERIENCE
\n\nDocument your training and knowledge transfer activities:
\n\n\n\n
7. TROUBLESHOOTING EXAMPLES
\n\nProvide 2-3 examples of complex technical problems you diagnosed and resolved:
\n\n\n\n
8. SIDS / REMOTE LOCATION EXPERIENCE
\n\nList projects in Small Island Developing States or remote environments:
\n\n\n\n
9. THERMAL/DIESEL GENERATION EXPERIENCE (if applicable)
\n\nDescribe experience with diesel gensets or hybrid systems
\n\n\n\n
10. PROFESSIONAL MEMBERSHIPS AND PUBLICATIONS
\n\nList associations, papers, presentations
\n\n\n\n
11. LANGUAGE SKILLS
\n\n\n\n
12. AVAILABILITY
\n\n\n\n
13. PROFESSIONAL REFERENCES
\n\nProvide at least 3 references who can verify your technical competence and work quality
\n\nReference 1:
\n\nReference 2: [Same format]
\n\nReference 3: [Same format]
\n\n\n\n
14. CERTIFICATION
\n\nI certify that this CV accurately describes my qualifications and experience. I am available to undertake the assignment if selected. I understand that misrepresentation may lead to disqualification or dismissal and authorize verification of all information provided.
\n\nI confirm I have read and understood the Terms of Reference and believe I meet all mandatory minimum requirements.
\n\nName: _____________________________
\n\nSignature: _____________________________
\n\nDate: _____________________________
\n\n\n\n
ATTACHMENTS
\n\nPlease ensure the following are attached to your submission:
\n\n\n\n
END OF REQUEST FOR EXPRESSIONS OF INTEREST
\n\n\n\n
IMPORTANT: The detailed Terms of Reference (TOR) is attached to this REOI. Candidates must review the TOR for complete information on scope of work, technical requirements, deliverables, and performance expectations before submitting an
"},{"id":"OP00413856","notice_type":"Request for Expression of Interest","noticedate":"04-Dec-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-12-17T00:00:00Z","submission_deadline_time":"12:30","project_ctry_name":"Gambia, The","project_id":"P179233","project_name":"The Gambia Resilience, Inclusion, Skills, and Equity Project","bid_reference_no":"GM-CPCU - MOFEA-519498-CS-CQS","bid_description":"Consultancy for the Preparation of an Environmental and Social Impact Assessment (ESIA) for MoHERST","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Ministry of Finance and Economic Affairs","contact_ctry_name":"Gambia, The","contact_email":"ataal@cpcumof.gm","contact_name":"Ndey Anta Taal","contact_organization":"Central Project Coordinating Unit","contact_phone_no":"7666557","submission_date":"2025-12-04T00:00:00Z","notice_text":"Request for Expressions of Interest for Consulting Service
\n\nCountry: The Republic of the Gambia
\n\nProject Title: Resilience, Inclusion, Skills, and Equity (RISE) Project
\n\nGrant Number: IDA-V4880
\n\nProject ID NO: P179233
\n\nAssignment Title: Consultancy for the Preparation of an Environmental and Social Impact Assessment (ESIA) for the two TVET CoEs for Fisheries in Tujeren and Agribusiness in Nbambane
\n\nProcurement Method: Consultants’ Qualifications Selection (CQS)
\n\nReference No. GM-CPCU - MOFEA-519498-CS-CQS
\n\nThe Gambia, with its vibrant youth population and commitment to development, is poised for a promising future, yet faces several challenges. In the realm of basic education, the focus is on improving learning outcomes, particularly in the early grades, to ensure every child acquires necessary foundational skills. Especially for the youth, technical and vocational education, and training (TVET) must be of higher quality and relevance to meet labor market demands, a challenge recognized and prioritized by the Government of The Gambia. For the large population living in poverty, the goal is to provide a second chance through access to social protection measures, skills training, and income-generating opportunities. These challenges, while significant, are being addressed with determination and a vision for a resilient, inclusive, skilled, and equitable Gambia.
\n\nTo address these challenges, The Gambia Resilience, Inclusion, Skills, and Equity Project (The Gambia RISE Project – P197233) is a multi-sectoral, five-year initiative of The Government of The Gambia, funded by the World Bank. The project aims to increase the foundational skills of students in early grades (Component 1), provide job-relevant training to youth (Component 2), and boost income-generating opportunities, including for the poor and vulnerable (Component 3), in The Gambia. The planned activities are closely aligned with the Education Sector Strategic Plan (ESSP) 2016-2030 and The Gambia National Social Protection Policy (NSPP) 2015-2025. The project will be implemented by multiple Implementing Entities (IEs): the Ministry of Basic and Secondary Education (MoBSE), the Ministry of Higher Education, Research, Science and Technology (MoHERST), and the National Nutrition Agency/National Social Protection Secretariat (NaNA/NSPS). Each of these IEs will lead technical activities within their respective domains. The RISE Project is coordinated and managed by a Central Project Coordination Unit (CPCU) within the Ministry of Finance and Economic Affairs.
\n\nThe project aims to increase the foundational skills of children in early grades in The Gambia. The planned activities are closely aligned with the Education Sector Strategic Plan (ESSP) 2016-2030. The Gambia’s National Development Plan 2023-27 prioritizes Human Capital Development (Pillar IV) and Empowerment, Social Inclusion and Leaving No One Behind (Pillar VI).
\n\nThe Gambia RISE Subcomponent 2.2 is focus on the Establishment of two TVET Centers of Excellence focused on priority economic sectors/trades. This subcomponent will support the establishment, construction, and operationalization of two TVET CoEs in the inland regions of The Gambia, creating strong links with the local labor markets and addressing regional skill gaps through programs aligned with priority sectors. These CoEs will be focus on Agribusiness to be built in Ndembane, WCR and Fisheries to be built in Tujereng community, WCR.
\n\nThe CoEs detail architectural designs are currently ongoing and will generally cater for the following specifications:
\n\nThe consultant is expected to consult the draft architectural and engineering layout concepts (Master plan) details the specific schematic drawings (floor plans, elevations, sections) and technical notes of the respective CoEs. The tangible integration of climate resilience measures (e.g., building orientation for passive cooling, rainwater harvesting integration) and safeguard measures (e.g., accessible routes, gender-sensitive facilities) to be ensured.
\n\n2.1 Specific Objectives:
\n\nDuration:
\n\nThe duration of the consultancy will be 3 to 4 months months. The starting date is upon contract signature.
\n\nFull TOR Availability Notice
\n\nThe full Terms of Reference (TOR) will be made available upon request. Please send your request via email to the address provided below.
\n\nSubmission of Expressions of Interest:
\n\nThe Ministry of Finance and Economic Affairs (MoFEA) through the Gambia Resilience Inclusive Skills and Equity Project (RISE), now invites eligible consulting firms 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\nConsulting Firm Requirements:
\n\nFirm Requirements
\n\nThe assignment will be conducted by a Firm comprised of personnel with E&S backgrounds in each of the following profiles. The firm must have performed at least 3 similar assignments in The Gambia and composed of personnel’s familiar with the local regulations and context. The Lead Consultant should be locally based with a minimum of 10 years’ working experience in Environment and Social issues related to the assignment.
\n\n\n\n
Evidence of Attestations/References of successfully performing three similar assignments in The Gambia must be provided.
\n\n\n\n
The team should be composed of the profiles:
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Key Expert \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Qualification & 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 Team Leader- Senior Environmental and Social specialist \n\t\t\t | \n\t\t\t\n\t\t\t Qualification and Skills \n\n\t\t\tMust hold a master’s degree or equivalent in Environmental Science or Environmental Engineering with at least 10 years of working experience in environmental activities particularly in Environment and Social Impacts on Infrastructure projects. \n\n\t\t\t
| \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Environmental specialist \n\t\t\t | \n\t\t\t\n\t\t\t Qualification and Skills \n\n\t\t\t
\n\n\t\t\t Experience \n\n\t\t\t
| \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Social and Gender Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Qualification and Skills \n\n\t\t\t
\n\n\t\t\t Experience \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 Occupational Health and Safety Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Must hold at least a master’s degree in a relevant field related to the prevention, assessment and management of risks in occupational health and safety or in the public health sector or related fields (environment, occupational medicine and civil engineering), with proven experience of at least 5 years in the management of health problems related to the environment and society. \n\t\t\t | \n\t\t
\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” dated February 2025 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nA Consultant will be selected in accordance with Consultant Qualification Selection (CQS) method set out in the Consultant Guidelines. Further information and Terms of Reference can be obtained at the address below during office hours from 09:00 to 16:00 Monday to Thursday and 09:00 to 12h30 on Friday.
\n\nExpressions of interest should be delivered in a written form to the address below (in person, or by mail) on or before 17th December 2025 at 12h30 GMT
\n\nCentral Project Coordination Unit
\n\nRoyal Insurance Building
\n\n2nd Floor, Kotu Bertil Harding Highway
\n\nThe Gambia
\n\nEmail: nsosseh@cpcumof.gm , mktouray@cpcumof.gm and ygassama@cpcumof.gm
"},{"id":"OP00404510","notice_type":"Request for Expression of Interest","noticedate":"27-Oct-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-11-14T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Uzbekistan","project_id":"P168180","project_name":"Institutional Capacity Building Project","bid_reference_no":"MEF-LOCBUD-CQS","bid_description":"Engagement of Consultants to Support the Further Improvement of the Local Budget System","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"29., Istiklol street, 100017 Tashkent","contact_ctry_name":"Uzbekistan","contact_email":"piu_mof@mail.ru","contact_name":"Sirojiddin Imanov","contact_organization":"Ministry of Economy and Finance of the Republic of Uzbekistan","contact_phone_no":"903311662","contact_web_url":"info@imv.uz","submission_date":"2025-10-27T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST
\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n
Country: Republic of Uzbekistan
\n\nProject name: Institutional Capacity Building Project
\n\nCredit No.: IDA 6431-UZ
\n\n\n\n
Assignment Title: Engagement of Consultants to Support the Further Improvement of the Local Budget System.
\n\n\n\n
Reference No.: MEF-LOCBUD-CQS
\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 Engagement of consultants to support the further improvement of the local budget system (“Services”) for the Ministry of Economy and Finance of the Republic Uzbekistan.
\n\n\n\n
Uzbekistan’s 2025–2030 strategy aims to improve the local budget system by:
\n\n\n\n
The 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 by submitting directly to the piu_mof@mail.ru.
\n\n\n\n
The Qualification requirements for the Consultants are:
\n\n- At least 10 years of work experience in the field of public administration and public finance management in countries with economies in transition
\n\n- At least 7 completed assignments (contracts) in providing technical support to the Government in the field of fiscal decentralization.
\n\n- An institutional track record of successfully providing high-level expert advice to governments and international organizations in the field of local governance.
\n\nGiven the nature of the Services, it is desirable that the consultant firm shall have a physical presence in Uzbekistan.
\n\n\n\n
The attention of interested Consultants is drawn to Section III of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 (“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\n\n\n
A Consultant will be selected in accordance with the Consultant Qualification Selection (CQS) method set out in the Procurement Regulations.
\n\n\n\n
Further information can be obtained at the address below during office hours from 9:00 a.m. to 18:00 p.m. Tashkent time.
\n\n\n\n
Expressions 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 14th November 2025.
\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: +998 90331662/ 901741711
\n\nE-mail: piu_mof@mail.ru
\n\n\n\n
\n\n
\n\n
As part of the EOI, the consultant should include the following information:
\n\n\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\n
\n\n
| \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.
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Project References - highlight the technical qualifications of your entity/consortium in undertaking similar assignments. Provide details of past experiences working with similar project authorities
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Project References, present experiences in similar geographic areas.
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Present relevant projects to demonstrate the firm’s technical qualifications and geographical experience (maximum 10 projects).
\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 Period \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
| \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 |
| \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 |
| \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\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\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
\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 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 Description \n\t\t\t | \n\t\t\t\n\t\t\t (indicate your role and input in man-months) \n\t\t\t | \n\t\t
\n\n
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We, the undersigned, certify to the best of our knowledge and belief:
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\n\n
\n\n
Terms of Reference (ToR)
\n\nEngagement of Consultants to Support the Further Improvement of the Local Budget System
\n\n\n\n
I. BACKGROUND INFORMATION
\n\n\n\n
In recent years, with the support and recommendations of international financial institutions, comprehensive reforms have been implemented aimed at radically increasing the efficiency of local government bodies, increasing their effectiveness in solving the most pressing problems raised by the population of the relevant region, ensuring the independence of local budgets and independent management of their funds.
\n\nIn particular, within the framework of the Strategy for Improving the State Finance Management System of the Republic of Uzbekistan for 2020-2024, the following results have been achieved in further improving the local budget system:
\n\nSpecific types of income were attached to regional budgets and district (city) budgets;
\n\nLocal representative bodies were granted the authority to set increasing or decreasing coefficients for tax rates allocated to local budgets;
\n\nThe structure of expenditures to be implemented primarily from the district (city) budget, in accordance with the tasks and obligations assigned to local government bodies, was approved;
\n\nIn order to ensure the full implementation of the tasks of the state in the organization of education and social protection and to reduce the excessive burden on the budgets of districts (cities), the financing of salaries and social tax expenses of employees of pre-school and general secondary educational institutions, as well as the expenses of paying child allowances and financial assistance to low-income families was transferred to the republican budget;
\n\nby expanding the scope of budget and tax reports, making the budget process and information available to the general public in a simple and understandable form, and by launching the initiative budget project, citizens' participation in the budget process was achieved;
\n\nthrough the introduction of the internal audit system in the public sector, internal audit services were established in local governments and they moved to the stage of evaluating their activities.
\n\nToday, as a logical continuation of the reforms, the formation of local government bodies as structures that primarily organize quality services for the population and implement state policy in key areas, provide them with stable financial resources to fulfill the tasks assigned to them, form budget revenues and thereby increase their interest and responsibility in financing budget expenditures, requires the assistance and recommendations of international financial institutions in formulating proposals. Based on this, the Ministry of Economy and Finance of the Republic of Uzbekistan plans to hire an international consultant (expert, team of experts, consulting company) for a period of 12 months in a mixed format (with remote and physical participation) to fulfill the tasks set out in this technical assignment.
\n\n\n\n
II. THE NEED TO CONTINUE REFORMS
\n\n\n\n
As part of the Strategy for Improving the Public Finance Management System of the Republic of Uzbekistan in 2025-2030, the following are envisaged as a logical continuation of the reforms to further improve the local budget system:
\n\nImproving the powers of local government bodies in the field of budget management;
\n\nExpanding the powers and independence of local executive bodies in the process of forming and approving local budget parameters balanced with the increased responsibility;
\n\nRevising the powers distributed between the republican and local budgets in order to strengthen inter-budgetary relations;
\n\nImproving the procedure for determining the amounts of inter-budgetary transfers and the mechanisms for their allocation and ensuring the balance of local budgets;
\n\nDeveloping a procedure for developing budget programs for local budget organizations, compiling monitoring reports, and submitting them;
\n\nTransitioning to the practice of gradually forming local budget expenditures within the framework of budget programs;
\n\nEnsuring budget discipline by strengthening local budget regulation mechanisms.
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III. SCOPE OF WORK OF THE INTERNATIONAL CONSULTANT.
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3.1. Analysis of the powers of local government and representative bodies in the budget sphere, selecting benchmark model. (2,5 months)
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Tasks:
\n\na) Review and present the experience of successful implementation of fiscal decentralization reforms in at least 4 post-Soviet states (Georgia, Estonia, Armenia, Lithuania) and 3 other countries (USA, UK, South Korea), to select a fitted and justified country model of fiscal decentralization that could serve as a benchmark model for Uzbekistan (For suggesting international experience or benchmark model pay attention to the existing capacities of local authorities in Uzbekistan and readiness for moving towards more decentralized model of PFM);
\n\nb) Review and analyze the current system of local and state governance, its prospects and government plans of any changes in the current governance model.
\n\nc) Review and analyze the current state of the distribution of powers and responsibilities of local and state government bodies, local representatives in budgeting, taxation and transfers.
\n\nd) Prepare a gap analysis (key differences from the selected benchmark model) and an action plan agreed with the Ministry of Finance to provide an in-depth analysis of the various levels of state control over budgeting, taxation and transfers.
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3.2. Analysis of local budget revenues (2 months)
\n\nTasks:
\n\na) Sources of revenue of local budgets
\n\n• Identify and classify the types of revenues currently allocated to the budgets of regions and districts (cities), including local taxes;
\n\n• Assess the legal and institutional framework regulating the distribution of these sources of revenue/taxes;
\n\n• Assess the adequacy, sustainability and predictability of these revenue sources to finance local expenditure obligations.
\n\nb) Inter-budget revenue allocation
\n\n• Analyze the distribution of revenues between the republican, regional and district (city) budgets;
\n\n• Review the criteria and formulas used in revenue allocation (if any);
\n\n• Assess whether current distribution mechanisms contribute to equity, efficiency and local fiscal autonomy;
\n\nc) Efficiency of local budget revenues
\n\n• Assess the role and efficiency of budget revenues in supporting regional socio-economic development.
\n\n• Study how revenue structures affect the incentives of local authorities to mobilize resources, suggest changes and improvements in a current system, to enhance the incentives of local authorities;
\n\n• Identifying the mismatch between identified revenue and expenditure needs
\n\nd) Potential revenue reserves
\n\n• Identify unused or underutilized local revenue sources, including local taxes, fees, and non-tax revenues;
\n\n• Assess the feasibility of expanding the local revenue base without creating unnecessary burdens for citizens or businesses;
\n\n• Explore opportunities for digitization and improving tax administration at the local level;
\n\ne) Impact of tax incentives
\n\n• Analyze existing tax incentives provided nationwide or to individual regions and their fiscal and economic results. Assess the extent to which the incentives have achieved their stated goals (e.g., attracting investment, developing small and medium-sized businesses, and promoting economic growth).
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3.3. Analysis of local budget expenditures (3 months):
\n\nTasks:
\n\na) Structure of local budget expenditures
\n\n• Identify and classify expenditure obligations assigned to regional and district (city) budgets on the basis of current legal and institutional framework.
\n\n• Assess the adequacy of expenditure assignments in relation to local needs and functions.
\n\n• Examine the compatibility, duplication or gaps in the tasks and responsibilities of the central and local government bodies.
\n\nb) Distribution of expenditures between budgets
\n\n• Analys the current distribution of expenditure obligations between the republican, regional and district (city) budgets.
\n\n• Assess whether the distribution of expenditures corresponds to revenue opportunities and local service needs.
\n\n• Identify areas where expenditure obligations are not financed or are underfinanced.
\n\nc) Expenditure planning methodology
\n\n• Review existing methodologies and procedures for planning local budget expenditures.
\n\n• Assess whether expenditure planning is based on objective needs assessment and strategic priorities.
\n\n• Identify difficulties in planning medium-term expenditures and linking them to national strategic frameworks.
\n\nd) Effectiveness of expenditures spent on regional development
\n\n• Analyze the role and effectiveness of local budget expenditures in supporting the socio-economic development of regions.
\n\n• Distinguish between expenditures within the approved budget parameters and expenditures financed from additional resources (for example, transfers, grants or external sources).
\n\n• Assess whether the distribution of expenditures supports balanced territorial development and reduces regional disparities.
\n\ne) Efficiency of spending
\n\n• Review the systems and methods currently used to assess the efficiency of local budget spending.
\n\n• Assess whether monitoring and evaluation mechanisms provide results and value for money.
\n\n• Identify and propose improvements to best practices for assessing the efficiency of spending.
\n\nf) Participation and oversight in spending management
\n\n• Assess the role of representative bodies (e.g. local councils) and the public in planning, approving and overseeing local budget spending.
\n\n• Review transparency and accountability mechanisms (public consultations, participatory budgeting, reporting).
\n\n• Propose measures to strengthen citizen participation and institutional oversight in planning and implementing spending.
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3.4. Interbudgetary transfers (2.5 months):
\n\n\n\n
Tasks:
\n\na) Mechanisms and methods of allocation of interbudgetary transfers
\n\n• Review the legal and institutional framework regulating interbudgetary transfers (equalization grants, subsidies, subventions, targeted programs).
\n\n• Analyze the methodology used to determine the funds transferred to the sub-budget (based on the criteria of fiscal opportunities, expenditure needs and demographic/economic indicators).
\n\n• Assess the transparency, predictability and objectivity of the interbudgetary transfer allocation system.
\n\nb) Effectiveness for regional development
\n\n• Assess the importance and effectiveness of interbudgetary transfers in supporting regional socio-economic development and reducing the gap between rich and poor regions.
\n\n• Assess the extent to which current transfers strengthen or weaken the fiscal autonomy and responsibility of local authorities, recommend actions for improvement.
\n\n• Examine whether the transfer allocation system creates dependency or encourages local revenue mobilization.
\n\n• Compare Uzbekistan’s approach with international (benchmarked) practice and propose alternative models that are appropriate for local conditions.
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3.5. Fiscal Decentralization Reform strategy: (2 months)
\n\nTasks:
\n\n
\n• Ensure the roadmap and action plan include clear priorities, responsible institutions, expected results, and monitoring mechanisms to track progress.
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IV Expected results – Deliverables:
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\n\n
\n\n
\n\n
5. (15% of Contract Price) – Final Report, covering consolidated results of previous work performed, with the full-fledged recommendations on sequenced fiscal decentralization reform and time bound action plan directed on improving the local budget system, in line with the Strategy for Improving the Public Finance Management System of the Republic of Uzbekistan in 2025-2030
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V Management and reporting
\n\nThe Department for Improving the Local Budget System of the Ministry of Economy and Finance has been designated as responsible for working with the international consultant.
\n\nThe international consultant (team of experts, consulting company) will:
\n\nSubmit short interim reports every month on the work done;
\n\nAlong with the submitted inception and phase reports, make a presentation
\n\nSubmit a final report, recommendations and make presentations on the technical terms of reference.
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VI Required qualifications and experience
\n\nRequirements for a consultant (Firm)
\n\nThe consultant must meet the following requirements:
\n\n• At least 10 years of work experience in the field of public administration and public finance management in countries with economies in transition
\n\n• At least 7 completed assignments (contracts) in providing technical support to the Government in the field of fiscal decentralization.
\n\n• An institutional track record of successfully providing high-level expert advice to governments and international organizations in the field of local governance.
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Requirements for a consultant’s Team:
\n\nThe team should consist of five highly qualified experts with good knowledge and experience in the field of public administration and public finance management. The team should consist of:
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VII. Provision of Logistics and Resources
\n\nThe Department for Improvement of the Local Budget System of the Ministry of Economy and Finance will be responsible for providing the international consultant with all necessary information.
\n\n\n\n
VIII. Organizational issues
\n\nThe Client is Ministry of Economy and finance (MEF) of the Republic of Uzbekistan, as well as the “Project Implementation Unit” (PIU) of the RoU Ministry of Economy and Finance. The Ministry of Economy and Finance shall be responsible for the acceptance of works performed by the Consultant under this assignment, as well as for signing the Act of Acceptance of works.
\n\nPIU of the MEF shall be responsible for effecting payments on basis of the Act of Acceptance of works signed by the Ministry of Economy and Finance of Uzbekistan and the Consultant’s original request for payment.
\n\nAll costs including local and international taxes shall be covered by the Consulting Company.
"},{"id":"OP00376045","notice_type":"Request for Expression of Interest","noticedate":"29-Aug-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-09-29T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Brazil","project_id":"P168634","project_name":"Parana Public Sector Modernization and Innovation for Service Delivery Operation","bid_reference_no":"BR-SPPE-340218-CS-QCBS","bid_description":"Plano de Dimensionamento da Força de Trabalho - Contratação de consultoria para elaboração de dimensionamento da força de trabalho da administração direta e autárquica do estado do Paraná.","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Rua Jacy Loureiro de Campos - Centro Cívico, Curitiba - PR, 82590-300","contact_ctry_name":"Brazil","contact_email":"licita.bird@seap.pr.gov.br","contact_name":"Wellington Dias de Paula","contact_organization":"Secretaria de Estado da Administração e da Previdência / State Secretariat for Administration and Social Security (SEAP)","contact_phone_no":"(41) 3313-6362","contact_web_url":"www.administracao.pr.gov.br","submission_date":"2025-08-29T00:00:00Z","notice_text":"NOTICE OF REQUEST FOR EXPRESSION OF INTEREST IN SELECTION
\n\nBASED ON QUALITY AND COST – SMI 003/2025
\n\n\n\n
SELECTION OF CONSULTANCY IN PROJECT FINANCED BY THE IBRD TO PREPARE A WORKFORCE SIZING PLAN FOR THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n\n\n
Brazil
\n\nInnovation and Modernization Project for Public Management in Paraná - EFFICIENT PARANÁ PROJECT
\n\nLoan Agreement: N°. 9378-BR[1] - BIRD
\n\nContract Object: Preparation and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, aiming at providing subsidies for the entry policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver the public services they are responsible quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.
\n\n\n\n
Reference N°.: BR-SPPE-340218-CS-QCBS
\n\n\n\n
1. The State of Paraná received a loan from the International Bank for Reconstruction and Development (IBRD) under the Paraná Public Management Innovation and Modernization Program – Efficient Paraná for the Development of Paraná. The program was structured to respond the challenges faced by the State of Paraná in providing health and other priority public services, in addition to supporting the implementation of the economic recovery plan in response to the short, medium, and long term impacts of the COVID-19 pandemic. The project's main overall objective is to mitigate the impacts of COVID-19 on health and improve the efficiency and effectiveness of health service delivery, environmental management, and public administration through management reforms and the use of information technology.
\n\n2. This request for Expression of Interest is in accordance with the General Procurement Notice for this Project, published on Development Business online (UNDB online), on: 19/02/2024.
\n\n3. Thus, the State of Paraná, through the State Secretariat for Planning - SEPL and the Department of Human Resources and Social Security - DRH of the State Secretariat for Administration and Social Security - SEAP, inform that they will prepare a Short List of institutions for selection of Consulting in the Preparation of the Workforce Sizing Plan, in accordance with the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition operations of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
\nThe State Secretariat of Administration and Social Security invites eligible consulting institutions to express their interest in providing the Services. Interested consulting firms must provide information demonstrating their required qualifications and relevant experience to perform the Services. The Short List criteria are as follows: core business, number of years in the business, and relevant experiences. Lead Specialists will not be evaluated at the Short list stage.
4. The consulting services covered by the Terms of Reference (TDR) cover the diagnosis, sizing, and planning of the State of Paraná's workforce within 11 (eleven) agencies and entities, including the collection of information and standards, interviews, diagnostics, and flows and tools available within the agencies involved. The services include the development of an Information System for managing workforce planning.
\n\n5. The consulting services to be contracted aim to develop and implement a methodology for sizing and adequacy plan of the workforce (replacement, expansion and optimization) of the Direct Administration and Autonomous Agencies of the State of Paraná, indicating the priority sectors and their respective costs, as well as suggestions for improving management that allow for more efficient use of resources related to personnel expenses in accordance with the structures contained in Annexes I and II of the Terms of Reference, which provide subsidies for the recruitment policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver their respective public services quickly and efficiently, and also the formulation and implementation of an information technology system that includes the means for continuous management and monitoring through system development and integration of software tools.
\n\n6. The full implementation of this project is expected to last 21 (twenty-one) months.
\n\n7. The details of the Terms of Reference (TDR) for these Services are attached to this Notice of Request for Expression of Interest and available on the website: https://www.administracao.pr.gov.br/Compras.
\n\n8. Eligible institutions interested in providing these services must express their interest by submitting information demonstrating the experience and expertise required to perform the requested services. To this end, they must submit:
\na. Characterization of the company/institution containing all data according to model “A”.
\nb. List of completed and completed work similar to the subject matter of the TDR, with proof of services provided. Submit a completed table according to model "B."
\nc. Declaration of intent to form a consortium, if appropriate. In this case, identify the institution with which you intend to establish the consortium relationship, according to model "C." The required information must include the identification of each potential consortium member, as well as their respective legal representatives. Formalization of the consortium is required only upon signing the contract, whereby the members will be equally responsible.
\nd. Documentation grouped and numbered in a unique, continuous and sequential way.
\ne. The pages corresponding to the documentation supporting the information included in the tables (models A, B and C) must be numbered in sequence.
\nf. Other information or documents that the company/institution considers relevant to demonstrate its experience in services related to the subject of the TDR;
\ng. Documentation that is not presented in accordance with models “A”, “B” and “C” and as follows will be disregarded:
\n• Tables must be submitted in PDF format and in editable format (Excel);
\n• If necessary, add rows to the table;
\n• Documents not indicated in the table will not be considered.
9. This Request for Expression of Interest, as well as the expression itself, does not imply any commitment to hiring.
\n\n10. Institutions will be selected according to the evaluation criteria for the composition of the “Short List”, according to their proven experience.
\n\n11. World Bank standards require consultants to provide professional, objective, and impartial advice, always prioritizing the client's interests without considering the possibility of future work. When offering consultancy, they must avoid conflicts with other services or their own corporate interests. Consultants may not be hired to perform any task that conflicts with their current or previously undertaken obligations to other clients, nor may it place them in a position that prevents them from performing the service in a manner that best serves the borrower's interests.
\n\n12. The selection and hiring of the consultancy will follow the provisions of the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
\n\nAvailable at:
\nPortuguese -
\nhttps://www.planejamento.pr.gov.br/sites/default/arquivos_restritos/files/documento/2022-12/Regulamento_de_Aquisi%C3%A7%C3%B5es_2020_PORT_reduced.pdf
English -
\nhttps://thedocs.worldbank.org/en/doc/1783315330658711950290022020/original/ProcurementRegulations.pdf
13. Consulting firms may associate with other institutions to enhance their qualifications; however, they must clearly indicate whether the association will be a joint venture (consortium) or subcontracting. In the case of a joint venture (consortium), all members must be jointly and severally liable for the entire contract if the joint venture (consortium) is selected.
\n\n14. Without limiting the general nature of the above, consultants will not be hired in the situations described in the clauses dealing with conflicts of interest in the Procurement Regulation.
\nIt is the Bank's policy to require all borrowers, contractors and their agents, as well as all employees linked to them, to maintain the highest ethical standards during the selection and execution of contracts financed by the Bank under item 3.33 of the Procurement Regulations for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, arising from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
15. Further information can be obtained by calling: (41) 3313-6221 and email: licita.bird@seap.pr.gov.br.
\n\n16. Expressions of interest will be received necessarily electronically, from August 29, 2025 to September 29, 2025 at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in .pdf format, and must be accompanied by tables and supporting documents, as per Models A, B and C.
\n\n16.1. The tables relating to Models A, B and C will be received necessarily electronically, at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in PDF and 1 (one) editable copy in Excel.
\n\n17. Expressions of interest will be received until 5:00 p.m. (five o'clock in the afternoon) on the last day of the deadline established as per the official publication of the bidding process.
\n\n
\nCuritiba, 29 of august of 2025.
\n\n
[1] Source: https://www.planejamento.pr.gov.br/Pagina/Parana-Eficiente-Banco-Mundial
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MODEL “A” - Characterization of the company/institution
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Company/Institution Data \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 Page N°. \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Interested Institution \n\t\t\t | \n\t\t\t\n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Segment \n\t\t\t | \n\t\t\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 Date of incorporation \n\t\t\t | \n\t\t\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 Legal nature \n\t\t\t | \n\t\t\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 Size (Number of employees) \n\t\t\t | \n\t\t\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 Legal representative \n\t\t\t | \n\t\t\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 8 \n\t\t\t | \n\t\t\t\n\t\t\t Full address \n\t\t\t | \n\t\t\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 9 \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 \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 Telephone \n\t\t\t | \n\t\t\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 11 \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\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 12 \n\t\t\t | \n\t\t\t\n\t\t\t Website address \n\t\t\t | \n\t\t\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 13 \n\t\t\t | \n\t\t\t\n\t\t\t Your company's main area of activity \n\t\t\t | \n\t\t\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 14 \n\t\t\t | \n\t\t\t\n\t\t\t Consulting areas of activity: Public Management, People Management, others (specify) \n\t\t\t | \n\t\t\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 15 \n\t\t\t | \n\t\t\t\n\t\t\t What services do you offer (Recruitment and Selection, HR Consulting, Training and Development etc.) \n\t\t\t | \n\t\t\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 16 \n\t\t\t | \n\t\t\t\n\t\t\t How long has the company been operating in Human Resources Management Consulting? \n\t\t\t | \n\t\t\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 17 \n\t\t\t | \n\t\t\t\n\t\t\t Approximate number of contracts signed in the last 12 months: \n\t\t\t | \n\t\t\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 18 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
\nDocuments not indicated in the table will not be considered.
\nAll documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
MODEL “B” - Main projects similar to the subject of the TDR executed and under completion in the last 36 months
\n\nProject 1: Name (fill in the table for each project).
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Data \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 Page No. \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Contractor \n\t\t\t | \n\t\t\t\n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Segment \n\t\t\t | \n\t\t\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 Size (Number of employees) \n\t\t\t | \n\t\t\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 Full address \n\t\t\t | \n\t\t\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 Municipality \n\t\t\t | \n\t\t\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 State \n\t\t\t | \n\t\t\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 8 \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 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Telephone \n\t\t\t | \n\t\t\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|
| \n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t Website address \n\t\t\t | \n\t\t\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 12 \n\t\t\t | \n\t\t\t\n\t\t\t Sphere (Private, Municipal, State, Federal) \n\t\t\t | \n\t\t\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 13 \n\t\t\t | \n\t\t\t\n\t\t\t Legal regime (Statutory or Employment Law) \n\t\t\t | \n\t\t\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 14 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\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 15 \n\t\t\t | \n\t\t\t\n\t\t\t Contract/supporting document \n\t\t\t | \n\t\t\t\n\t\t\t Object \n\t\t\t | \n\t\t\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 16 \n\t\t\t | \n\t\t\t\n\t\t\t Project Area \n\t\t\t | \n\t\t\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 17 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce sizing (yes/no) \n\t\t\t | \n\t\t\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 18 \n\t\t\t | \n\t\t\t\n\t\t\t Other area (specify) \n\t\t\t | \n\t\t\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 19 \n\t\t\t | \n\t\t\t\n\t\t\t Number of servers/employees covered by the contract/project \n\t\t\t | \n\t\t\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 20 \n\t\t\t | \n\t\t\t\n\t\t\t Products delivered \n\t\t\t | \n\t\t\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 21 \n\t\t\t | \n\t\t\t\n\t\t\t System development (yes/no) \n\t\t\t | \n\t\t\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 22 \n\t\t\t | \n\t\t\t\n\t\t\t Contract signature date \n\t\t\t | \n\t\t\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 23 \n\t\t\t | \n\t\t\t\n\t\t\t Start date of execution \n\t\t\t | \n\t\t\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 24 \n\t\t\t | \n\t\t\t\n\t\t\t End date of execution \n\t\t\t | \n\t\t\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 25 \n\t\t\t | \n\t\t\t\n\t\t\t Duration in months \n\t\t\t | \n\t\t\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 26 \n\t\t\t | \n\t\t\t\n\t\t\t Total contract value \n\t\t\t | \n\t\t\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 27 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
\nDocuments not indicated in the table will not be considered.
\nPresent the data from the table above for each project.
\nAll documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
\n\n
MODEL “C” – Companies/institutions intending to form the consortium
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Consortium Company/Institution Data \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 Page No. \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t MAIN/LEADER CONSORTIUM MEMBER \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Country \n\t\t\t | \n\t\t\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 Declaration of intention to form a consortium \n\t\t\t | \n\t\t\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\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM MEMBER 1 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Country \n\t\t\t | \n\t\t\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 Declaration of intention to form a consortium \n\t\t\t | \n\t\t\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\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM 2 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Country \n\t\t\t | \n\t\t\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 Declaration of intention to form a consortium \n\t\t\t | \n\t\t\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\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM 3 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\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 CNPJ \n\t\t\t | \n\t\t\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 Country \n\t\t\t | \n\t\t\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 Declaration of intention to form a consortium \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Present the information/data from models “A” and “B” for each company/institution intending to form the consortium.
\nInsert lines if necessary
\nDocuments not indicated in the table will not be considered.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
TERMS OF REFERENCE
\n\n\n\n
\n\n
HIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n\n\n
\n\n
SUMMARY
\n1. CONTEXT 4
\n2. JUSTIFICATION 4
\n3. OBJECTIVES 7
\n3.1. GENERAL OBJECTIVE 7
\n3.2. SPECIFIC OBJECTIVES 7
\n4. GENERAL GUIDELINES AND SCOPE 8
\n4.1. WORKFORCE 9
\n4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS: 9
\n5. PRODUCTS INCLUDED IN THIS TERM 10
\n5.1. PHASE 1: WORK PLAN 10
\n5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE 12
\n5.2.1. Survey of the Current Situation 12
\n5.2.2. Workforce Sizing 14
\n5.3. PHASE 3: WORKFORCE ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN 17
\n5.3.1. The Adequacy and Implementation Plan for Replacement, Expansion and Optimization 17
\n5.3.1.2. Main Activities for Execution: 18
\n5.3.2. The Workforce Planning Institutionalization Plan 18
\n5.4. PHASE 4: COMMUNICATION AND TRAINING PLAN FOR MANAGERS WORKING IN THE TECHNICAL AREA AND PEOPLE MANAGEMENT. 19
\n5.5. PHASE 5: FORMULATION AND IMPLEMENTATION INFORMATION OF TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. 20
\n5.5.1. Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems. 21
\n5.5.1.1. System Project Plan 22
\n5.5.1.2. Business Process Modeling 22
\n5.5.1.3. Data Load Module 22
\n5.5.1.4. Sizing Module 23
\n5.5.1.5. Global Integration (final delivery) 23
\n6. PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF PRODUCTS 24
\n7. FORM OF PRESENTATION AND DELIVERY OF PRODUCTS (TABLE 2) 25
\n8. AVAILABLE INPUTS 25
\n9. EXECUTIVE GROUP RESPONSIBLE FOR MONITORING AND APPROVAL OF PRODUCTS 26
\n10. KEY TEAM 26
\n11. SUPPORT TEAM 27
\nANNEX I - LIST OF AGENCIES/ENTITIES OF DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ 28
\nANNEX II - NUMBER OF POSITIONS/FUNCTIONS PER CAREER CADRE 29
\nANNEX III - GUIDELINES AND REQUIREMENTS SPECIFICATION FOR SOFTWARE DEVELOPMENT 30
\n(PHASE 5 –5.5) 30
\n1. SCOPE AND LIMITS OF THE PRODUCT 30
\n1.1. GENERAL DEFINITIONS ABOUT SYSTEM PROJECT 30
\n1.2. PHYSICAL VIEW OF THE SYSTEM 31
\n1.2.1 SEAP SYSTEMS TO BE INTEGRATED 32
\n2. ACTIVITIES TO BE DEVELOPED 33
\n2.1. SYSTEM PROJECT PLAN 33
\n2.2. DESIGN AND DEVELOPMENT 34
\n2.2.1. BUSINESS PROCESS MODELING 34
\n2.2.2. SYSTEMS ANALYSIS AND DESIGN 34
\n2.2.3. SOFTWARE ANALYSIS AND DESIGN 35
\n2.3. INTEGRATION AND QUALIFICATION 35
\n2.3.1. PREPARATION OF THE SYSTEM TEST PLAN 36
\n2.3.2. TESTING PROCEDURES 36
\n2.3.3. ACCEPTANCE TESTS – APPROVAL ENVIRONMENT 36
\n2.3.4. ACCEPTANCE TESTING – PRODUCTION ENVIRONMENT 36
\n2.4. TRANSITION 37
\n2.4.1. ASSISTED OPERATION 37
\n2.4.2. DATA INTEGRATION 38
\n2.5. SOURCE CODE 38
\n2.6. DOCUMENTATION 39
\n2.7. TRANSFER OF TECHNOLOGY 39
\n2.8. APPROVAL OF THE INTEGRATED ENVIRONMENT 40
\n2.9. MAINTENANCE AND TECHNICAL SUPPORT 40
\n2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION 42
\n2.11. PREPARATION OF DEVELOPMENT, APPROVAL AND PRODUCTION ENVIRONMENTS 43
\n3. PRODUCTS, EXPECTED RESULTS, FORM OF PRESENTATION AND ACCEPTANCE OF SERVICES 43
\n3.1. PRODUCTS AND BY-PRODUCTS TO BE SUPPLIED 43
\n3.2. FORM OF PRESENTATION AND ACCEPTANCE OF PRODUCTS 45
\n3.3. PLACE OF SERVICE PERFORMANCE 46
\n4. TECHNOLOGICAL PARTNER 46
\n5. CELEPAR PRODUCTION ENVIRONMENT 47
\nANNEX IV 49
\n\n
TERMS OF REFERENCE
\n\n
\nHIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
1. CONTEXT
\n\nThe Direct Administration and Autonomous Agencies of the Executive Branch of the State of Paraná is structured into forty-seven agencies and, to meet its responsibilities, relies on a workforce that totals, considering all types of service provision, 125,043[1] positions/functions. This structure serves the 399 municipalities of the State in a centralized or decentralized manner and includes statutory employees (civil and military), employees under the CLT, temporary hires, positions in commission without a bond and interns.
\n\nThe State Secretariat for Administration and Social Security (SEAP) is responsible for managing the state's human resources through the Human Resources and Social Security Department (DRH/SEAP), a unit responsible for formulating, standardizing and monitoring public policies in this sector. Specifically, with regard to planning and supplying human resources, the Human Resources Recruitment and Selection Division (DSRH) is responsible for analyzing applications for admission of civil servants (civil and military) and temporary contracts through special regime contracts (CRES). These modalities correspond to 94.8% of the total available workforce.
\n\n2. JUSTIFICATION
\n\nThe current economic and social situation in Brazil requires that the public administra-tion rethink its role and seek to optimize the application of the resources at its disposal, emphasizing results and improving the services provided to the population. However, the effective execution of services depends largely on the workforce, whether for the implementation of public policies or for developing and articulating solutions to the de-mands of the State.
\nOn the other hand, managers shall ensure the maintenance of services and the achieve-ment of results while at the same time reconciling their actions with the available finan-cial, budgetary, human and material resources and complying with the expenditure limits set by the Fiscal Responsibility Law.
\nAdded to this context was the scenario outlined by the outbreak of the Coronavirus pandemic, which had a strong impact on the economy and the demand for certain ser-vices, leading to an imbalance in public finances. This combination of factors requires that the State's strategic actions converge to address it, as well as to implement immedi-ate interventions in the areas of Health and sectors with the potential to leverage the resumption of economic growth. In this line of understanding, Workforce Sizing emerg-es as a tool to drive this direction, as it will support the formulation of guidelines for people management to face these challenges.
\nGiven this scenario, it is essential and urgent to adopt a methodology to obtain subsidies with technical grounds for establishing a policy for hiring civil servants in the short, me-dium and long term, based on the identification of a sufficient and adequate number of professionals in order to enable agencies to deliver public services quickly and efficient-ly. It is also necessary to indicate the academic and professional profile aligned with each of the segments of state activity.
\nThe absence of such methodology sometimes results in the cost being prioritized over the benefit of a given recruitment of personnel, however without being able to assess the resulting loss due to the failure to achieve results in government projects and programs affected by the lack of these professionals.
\nCurrently, a well-founded methodology based on pre-established sizing parameters is not adopted. When analyzing requests for authorization to enter through a public selec-tion process, formal aspects are predominantly considered, such as: (i) the existence of vacant positions in the careers to which the personnel is intended; (ii) compatibility of the positions/functions with the indicated duties and with the corresponding position structure; (iii) the justification presented; (iv) the number of civil servants in the posi-tions/functions that are the subject of the demand. It should be noted that, in relation to this last point, the ideal is to consider, in addition to the quantity, the situation of these civil servants in terms of productivity, time until retirement, among others.
\nThe same applies to requests for temporary hires, but with some aggravating factors, since these are intended to replace an employee who is temporarily away, considering that the number of employees may be oversized, the need for replacement in some cases is questionable and may be unnecessary. It should also be considered that not every dismissal or temporary absence necessarily has to give rise to a replacement.
\nIn addition to all these factors, it is essential to recognize that the area of human re-sources management in state administration faces a dilemma between providing the de-partments with qualified employees, with compatible and attractive remuneration, and in sufficient numbers to meet the demands for public services, and the imperative need to adjust to the spending limits imposed by the Fiscal Responsibility Law.
\nIncidentally, personnel expenses have frequently reached worrying levels, which reaf-firms the need for in-depth reflection on the rational allocation of financial and human resources and their effectiveness. It is worth noting that the diversity of career cadre and the remuneration structure based on differentiated treatment for certain units limits the administration's ability to reallocate personnel between the various departments.
\nWhile the recruitment of employees, whether to maintain the provision of services or to implement new demands, requires better planning and greater agility, the loss of em-ployees is continuous and affects all departments. To better demonstrate the magnitude of the numerical reduction over the last 9.6 years, the figures recorded in September 2015 can be used again, when the total workforce was 195,529 positions/functions and the average monthly number of dismissals was 412.67.
\nThe layoffs, whose current monthly average is around 336[2] positions, the fact that 45.2%[3] of the effective employees are in the age group of 50 years or more, with service time approaching retirement, demand a planning of restructuring of the career cadre that allows the necessary transfer of technical knowledge and experience acquired over the years.
\nIn order to mitigate the losses resulting from the lack of replacement of dismissed civil servants, a decree was issued that establishes Replacement Rates[4] for most positions provided for in the careers of Direct Administration and Autonomous Agencies. How-ever, its implementation requires constant monitoring through a structured methodology, which shall be integrated into the dimensioning of the workforce, complementing the planning tools for adequacy (replacement, expansion and optimization) of servers.
\nThat said, it is essential that the Administration has the elements to establish the bases of its personnel structure and identify where, in which activities, each type of contractual relationship applies: statutory, temporary, intern, outsourced services, among others. Furthermore, based on a consistent diagnosis, it is possible to detect, in addition to the lack of employees, the need for training, modernization of work processes and invest-ment in information technology, in its broadest sense.
\nIt is important to highlight the relevance of diagnosis and planning of human resources in Public Administration, as other public policies in the various sectors of activity, budg-etary and actuarial projections, among other aspects, depend on these.
\nHowever, the development of Sizing by the technical team of the Human Resources Recruitment and Selection Division, of the Human Resources Department of SEAP, is unfeasible, considering the insufficient number of existing technicians to carry out the work, the diversity of the activities developed, as well as the high specialization, fun-damental for such assignment.
\nIn view of the above, it is necessary to hire a human resources consulting company to develop and implement a Workforce Sizing methodology, based on pre-existing models and/or models developed specifically for agencies and entities of the Direct Administra-tion and Autonomous Agencies, structured in an information technology system that allows its management and continuous monitoring.
3. OBJECTIVES
\n3.1. GENERAL OBJECTIVE
\nContract the elaboration and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for the agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, in accordance with the structures contained in the ANNEX I and ANNEX II of this Term, which provide subsidies for the admission policy for the short, medium and long term, based on the identification of a sufficient and adequate number of civil servants so that the agencies can deliver the public services that are their responsibility quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.
3.2. SPECIFIC OBJECTIVES
\n3.2.1. Survey of the current situation of the existing workforce in the agencies, from a qualitative, quantitative and cost perspective, by type of employment relationship, position/function, with emphasis on the activities performed, as well as the respective institutional data, such as characterization, objectives and organizational structure. Factors with potential impact on the dimensioning of the workforce should also be surveyed, such as information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their effects on performance and productivity.
3.2.2. Qualitative and quantitative dimensioning of the necessary human resources, by type of link, position/function, to the agencies and entities of the Direct Administration and Autonomous Agencies of the Executive Branch indicated in Annex I of this Term, developing methodologies, based on the prospecting of existing models in Brazil and abroad, adopted in public and/or private administration, types of activities, implemented on a similar or larger scale, legislation applied to the sector and/or definition of specific parameters, taking into account the current and future scenario of the State of Paraná.
\n\n3.2.3. Plans for:
\n3.2.3.1. Adequacy (replacement, expansion and optimization) of the workforce, based on the need indicated in the dimensioning versus the quantity indicated in the survey of the current situation, for the short term: zero to two years, medium term: 3 to 5 years and long term: 6 to 10 years, which includes suggestions for adjustments and measures to be adopted and considers replacement rates, cost projections, the State's budgetary capacity and the potential to meet demand through the expansion of vacancies in current public examinations; and
\n3.2.3.2. Institutionalization of workforce planning within the scope of the Direct Administration and Autonomous Agencies of the Executive Branch that establishes the organization and functioning of the processes that constitute it, as well as the governance and management mechanisms for the continuous implementation and improvement of the program.
\n3.2.4. Project Communication Plan, as detailed in subitem 5.4.1, for each target audien-ce and for each product generated throughout the project, and Training of those invol-ved in the project, as described in subitem 5.4.2, with the purpose of ensuring its execu-tion from start to finish, its subsequent replication and continuous use, covering human resources technicians and managers, strategic managers, IT professionals designated by the Information and Communication Technology Company of Paraná – Celepar, and the Project Executive Group, for the assimilation of the developed methodology and the monitoring of its application.
\n3.2.5. Formulation and implementation of a system using information technology, appli-ed to Workforce Sizing – Development of information systems compatible with the sys-tems used in the State of Paraná, which will enable permanent support for the execution, processing, and diagnosis of workforce sizing, with an estimate of the respective costs.
The details of each specific objective are presented in item “ 5. PRODUCTS INCLUDED IN THIS TERM”.
\n\n
\n4. GENERAL GUIDELINES AND SCOPE
This Workforce Sizing project shall include the Agencies/Entities of the Direct Administration and Autonomous Agencies (Annex I), headquartered in the capital and/or in the interior of the state, according to their location and respective regionalized structure.
\n\nLikewise, the products to be developed within the scope of the project, as per Table 2, shall cover all the Agencies/Entities covered (Annex I), careers/career cadres with respective positions/functions, which have not been declared extinct upon becoming vacant (Annex II). It should be noted that possible changes in the organizational structure and/or careers/career cadres due to new state management guidelines implemented after the publication of this Term shall be considered and incorporated. Consider the updated version of Annexes I and II at the time of the contract.
\n\n4.1. WORKFORCE
\n\nTable 1 - Total workforce size
\n\n| \n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Qty. \n\t\t\t | \n\t\t
| \n\t\t\t Effective civil servants (civil and military) \n\t\t\t | \n\t\t\t\n\t\t\t 113,600 \n\t\t\t | \n\t\t
| \n\t\t\t Unlinked commissioned positions \n\t\t\t | \n\t\t\t\n\t\t\t 3.239 \n\t\t\t | \n\t\t
| \n\t\t\t Special Regime Contracts (temporary)* \n\t\t\t | \n\t\t\t\n\t\t\t 4,940 \n\t\t\t | \n\t\t
| \n\t\t\t Interns (Middle and Higher Levels) \n\t\t\t | \n\t\t\t\n\t\t\t 2.606 \n\t\t\t | \n\t\t
| \n\t\t\t Others (CLT) \n\t\t\t | \n\t\t\t\n\t\t\t 658 \n\t\t\t | \n\t\t
| \n\t\t\t TOTAL \n\t\t\t | \n\t\t\t\n\t\t\t 125,043 \n\t\t\t | \n\t\t
Source: RHPARANA META4 – January/2025 base
\n\n* The number of temporary contracts for January is atypical, as it is a school break period and does not include teachers in Basic Education. The average for the school term is around 25,000.
\n\n\n\n
4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS:
\n4.2.1. The execution of the work may adopt different methodologies in relation to the surveys and analyses provided for in the other products: (i) activities whose dynamics and typology allow the establishment of productivity and performance parameters, in final activities of service provision, regional or sectoral administration, such as Regional Health, Hospitals, Socio-Education Centers, Regional Education Offices, Instrumental Units, among others; (ii) activities related to management, advisory, formulation of pu-blic policies, and regulation, in which the nature of the activities presents complexity in establishing parameters for the comparison of productivity and performance, in view of the diversity of processes.
\n4.2.2. Parameters may be established for the workforce necessary to meet the current and future demands of the State, in accordance with the methodological proposal and products to be developed under this Term.
\n4.2.3. Due to the scope of the universe of analysis, the methodology and execution of the work shall adopt the following Strategic Lines of Action of the State: a) Health; b) Justice, Rights; c) Urban and Economic Development; d) General Government Adminis-tration; e) Education. It is emphasized that, in the development of the products, priority shall be given to the Health area. Regarding the Strategic Lines of Action of the State, their delimitation will be confirmed prior to the preparation and execution of the Work Plan. Within the scope of the Universities, only University Hospitals – UHs will be con-sidered, which will be included in the Strategic Line of Health.
\n4.2.4. The Methodological Proposal, including in the data collection and definition of parameters, may, subject to the Client’s approval, be developed through the establish-ment of stratified and representative samples in each area, agency, or career cadre, pro-vided that there is a high degree of standardization of processes.
\nBoth the Workforce Sizing of the Ideal career cadre (Phase 2) and the Planning for the Adequacy of the Workforce (Phase 3) shall show the number of positions/functions cur-rently provided for in the careers, for which, according to the diagnosis carried out (Phase 2), the lack of necessity is found, or recommendations are made in terms of care-er or employment relationship. The products presented shall consider the possibility of optimizing the existing career cadre and career structures. If necessary, new functions shall be proposed considering the profile and qualifications required to meet unmet de-mands, as well as indicating the possibilities and/or need for the relocation and retrai-ning of existing professionals.
\n\n
5. PRODUCTS INCLUDED IN THIS TERM
\n\nTable 2 - Products included in this Terms of Reference
\n\n| \n\t\t\t PHASE \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t WORK PLAN \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t COMMUNICATION AND TRAINING PLAN FOR MANAGERS OPERATING IN THE TECHNICAL AND HUMAN RESOURCES MANAGEMENT AREAS \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. \n\t\t\t | \n\t\t
\n\n
5.1. PHASE 1: WORK PLAN
\n\nPrior to the development of the work, a document describing the Work Plan for executing the purpose of this terms shall be submitted for approval by the Executive Group responsible for monitoring the services.
\n\nIn order to prepare the Work Plan, with the aim of supporting the contractor, a technical meeting will be held with the Executive Group to pass on available information summarized as to the organizational structure, current data, current panorama of human resources management, number of employees, reports that are part of the database of the State's human resources management systems, relevant legislation, career cadre , professional profiles, interlocutors involved and expectations regarding the work. Additional information may be made available to the consulting firm, upon express request, at least 15 (fifteen) business days in advance. If the information provided is considered insufficient by the contractor, the contractor shall provide other information that it deems relevant from other sources by its own means.
\n\nThe Work Plan shall present:
\n- Report containing a detailed description of the methodological proposal to be adopted, specifying the model parameters, variables required for data analysis, indicators, among other elements necessary for a better understanding and approval of the methodology to be applied.
\n- Tool, made available by the contractor, which will be used for project governance during its execution.
\n- Physical and financial schedule with all activities to be developed and their respective costs and durations, compatible with the deadlines established by the Client, in a sequence that considers the precedence and dependency relationships between activities. The physical and financial schedule shall present the project milestones and define the dates and costs of the deliveries of intermediate and final products for each project activity. Any changes shall be approved by the Client.
\n- Quality and Risk Management Plan containing a detailed description, by project activities, of the quality assurance process and compliance of the project products based on the Technical Specifications of this Term of Reference. The quality and Risk Management plan shall include the Risk Matrix, including planned, corrective and predictive actions.
\n- Project Communication Plan indicating the different approaches between the management, coordination, technical and target audience levels of the surveys in each agency/entity as set out in Annex I, as well as between those responsible for the product in the Contractor and the Client; the communication strategies adopted for each product and interested parties at the internal and external levels. It shall include the plan for monthly and extraordinary project monitoring meetings, methods of recording the product (minutes, emails and other documents), constituting an integral part of the official product documentation and to be followed.
\n- Documents and forms to be used in data collection and interview scripts, both those planned with directors and intermediate-level managers, as well as, if applicable, an indication of the applications and/or platforms used.
\n- Schedule with estimated dates for technical visits and/or online meetings through an application or service with the possibility of sharing presentations and files via the web with the Agencies, located in the Capital and in the interior of the State, for data collection and application of interviews, which can be carried out remotely or through digital forms.
\n- Technical team allocated and the organizational chart defined for the project, containing the Responsibility Matrix and the functions to be performed by each technical manager, identifying the management and coordination levels of each project activity.
The Contractor shall describe in the project plan the approach envisaged for the development of the project, and its representation in the schedule details, considering the possibility of using multiple project deliveries, including a possible agile approach, compatible with the maturity stages of the methodology and its application throughout the contractual period. In these delivery stages, all types of products shall be considered, including artifacts provided for in the Information System.
\n\nIt is important to emphasize that, with regard to Phase 4 (Training), in addition to the items provided above, this Work Plan shall include: (i) the content to be covered in each training session; (ii) the objectives and details of the program; (iii) the methodologies and didactic-pedagogical strategies to be used; and (iv) workload.
\nThe Work Plan and project management shall be aligned with the project management method principles of the Project Management Body of Knowledge (PMBOK) / Project Management Institute (PMI), covering the following knowledge areas: project integration management; project scope management; project time management; project quality management; project human resource management; project communication management; project risk management.
In relation to Phase 5 – Formulation and Implementation of an Information Technology System Applied to Workforce Sizing – Development of Information Systems, the actions/activities to be described in this Work Plan shall cover the major stages of system development, since the preparation of the System Project Plan (Annex III) is foreseen.
\n\nOnce the Work Plan is approved, the consultancy will begin the development of the products specified below, with the preparation and submission of monthly reports on the monitoring/execution of actions/activities to the Project Executive Group being mandatory.
\n\n\n\n
5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE
\n\n
\n5.2.1. Survey of the Current Situation
Currently, the State workforce is made up of statutory employees (civil and military), employees with CLT contracts, commissioned positions without a contract, temporary contracts under a special regime, interns and outsourced service provision contracts.
\n\nIn parallel with the workforce survey, in order to understand the current and future scenarios and challenges of the different segments, it is necessary to approach the strategic management level of each agency, through structured interviews that can be conducted in person or remotely. The interviews should enable the mapping of seasonal demands[5] and pent-up demands due to the lack of employees, the need for better qualification of professionals, or increased investment in information technology, in order to ensure the achievement of the results established in the government goals and programs quickly and efficiently.
\n\nIt is necessary to carry out a survey of the current situation of the workforce of the agencies, the structure of careers, attributions and other pertinent information, pointing out the distortions, deficiencies and problems identified, through the presentation of a consolidated diagnosis by agency and area of activity.
\nThe activities listed below constitute a reference model, which may be adapted, as well as supplemented with others by the Contractor, depending on the methodology adopt-ed, provided they are approved by the Client.
\n5.2.1.1.The survey of the current situation from a qualitative and quantitative point of view of the current situation of the workforce by career cadre/career and by agency of the Direct Administration and Autonomous Agencies should present, whenever possible, based on the data made available by the state and collected throughout the project, an estimate of current costs and should cover:
\n5.2.1.1.1. Survey and analysis of the current workforce in agencies/entities: quantity by type of employment relationship, career cadre, position/function and unit, with emphasis on the activities performed;
\n5.2.1.1.2. Survey, identification and analysis of the organizational structure of all Agencies/Entities that make up the Direct Administration and Autonomous Agencies according to the level of activity of the organizational structure, covering regional structures;
5.2.1.1.3. Survey of legally established competencies, competencies intrinsic to the execution of the public service, and organizational goals of the Agencies/Entities subject to the dimensioning to be carried out according to the levels of action of their organizational structure, covering regional structures;
\n\n5.2.1.1.4. Survey and analysis of available productivity data, individually and comparatively, in the case of units that have a similar service profile, providing, when possible, indicators for the subsequent preparation of action plans to improve productivity (for example, a plan for training employees, standardization of processes, automation of activities, need to improve technological conditions, including the use of information systems and application of artificial intelligence, etc.);
\n\n5.2.1.1.5. Survey of information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their impacts on performance and productivity, as well as on the state public budget;
\n\n5.2.1.1.6. Mapping of existing jobs in agencies/entities, by type: in-person, hybrid and teleworking, with a breakdown of the levels of operational units in their organizational structure;
\n\n5.2.1.1.7. Conducting interviews with directors, managers, deans or key employees of the agencies/entities to learn about their vision and current and future challenges. The objective of these interviews is to identify the strategic role played by the State area and its vision for the future, taking into account social and economic changes, changes in labor and social security systems, technological and work processes innovations, and their respective impacts on the demand for the workforce, both qualitatively and quantitatively;
\n\n5.2.1.1.8. Structured interviews with managers, those responsible, deans or reference employees of the agencies to identify and analyze priority demands, repressed demands, difficulties, distortions, critical issues, good management practices that resulted in increased productivity, among others. This activity should occur after the training described in subitem 5.4.2.1.;
\n\n5.2.1.1.9. Obtaining information considered relevant to the execution of the survey and dimensioning, from the respective agencies and managers, using specific forms and structured questionnaires. This activity shall occur after the training described in subitem 5.4.2.2;
\n\n5.2.1.1.10. Obtaining, from SEAP/DRH, macrodata relating to costs corresponding to the career cadre/careers, considering all financial advantages (bonuses, benefits, assistance, dangerousness, unhealthy conditions, among others) related to the position/function evaluated;
\n\n5.2.1.1.11. Obtaining professional profiles for each position/function, such as education, duties, work regime, working hours, among others;
\n\n5.2.1.1.12. Obtaining data from the HR management system and obtained through (interviews and forms), the percentage of absenteeism by function, disaggregated by career cadre, agency/entity, considering and discriminating the different causes of absence (foreseen and unforeseen);
\n\n5.2.1.1.13. Identification of seasonal demand, pent-up demand, overestimated demand, function deviations and their impacts on performance and productivity, as well as on the state public budget, through interviews and forms by agency/entity, function.
\n\n5.2.2. Workforce Sizing
\n\nIt is extremely important to identify, in terms of qualitative and quantitative profiles, the ideal career cadre for the functioning of the administrative units that make up the areas of State activity in the current context and over a horizon of up to 10 years.
\n\nThe sizing should be based on the identification of existing methodologies already implemented in other governments, similar studies, applied legislation and/or the development of a specific methodology for each area. The implementation of Workforce Sizing in private spheres that carry out activities that are not exclusive to the State may also be considered.
\n\nIt is important to emphasize that, as a general focus of the project, it should be considered that certain functions performed by the State are by nature exclusive to the public sector, such as the custody of inmates in socio-educational units. Others, such as those related to health and education, are carried out in both the private and public sectors, subject to the established constitutional competencies. However, for the proposals related to the Sizing of the Ideal career cadre, even in activities where the corresponding parameters are found in the private sector, it is necessary to assess whether the same parameters for sizing the workforce can be adopted, taking into account aspects of the legislation on public servants that impose some restrictions compared to other workers.
\n\nDifferent strategies may be adopted for the various sectors according to the reality identified. For example, in areas and units with the same service profile, such as hospitals and schools, the sizing work can be replicated by adopting sizes. In units of the same profile and size or of equivalent size, the same dimensioning may be applied, but it shall always be aligned with the trend indicated by the demographic behavior of the state/municipalities.
\nAll changes to business requirements (activities, agencies, etc.) shall be parameterizable by Governance and Information Systems, when necessary, and may include:
• the creation and maintenance of the organizational structure, the definition of Organizational Units, their functions and hierarchical relationships for each institution;
\n• workstation and its specific characteristics (workstation profile).
5.2.2.1. Sizing of the ideal career cadre qualitatively (position and function) and quantitatively of the workforce of the State's Direct Administration and Autonomous Agencies, detailed by Career Cadre and by Agency/Entity consolidated in a report to be delivered to the Client, covering:
\n\n5.2.2.1.1. Consolidation of the methodological proposal for sizing the workforce, by area of activity, based on the collection of qualitative, quantitative and cost data, analysis of indicators and application of the adopted parameters;
\n5.2.2.1.2. Presentation of detailed and structured documentation/Dossier by area of activity, career cadre, position and function of the methodology developed for preparing the Workforce Sizing, indicating the parameters used, indicators and other information pertinent to the data modeling used;
\n5.2.2.1.3. Identification of which Agencies/Entities, based on a comparison of the proposed ideal sizing and the existing staff, are oversized, undersized, or have the correct sizing, but with an imbalance between the levels of activity of their organizational structure, covering the regions;
5.2.2.1.4. Proposal of strategies aimed at optimizing human, material, financial and budgetary resources that include, among others:
\na) adjustments to the composition of the workforce, in terms of profile, hiring method, modernization and restructuring of career cadre, including recommendations for the elimination, creation or reformulation of positions and/or functions;
\nb) modernization of management through review of processes, investment in information technology, including the use of information systems and application of artificial intelligence, change in the way services are offered (digital and others);
\nc) adoption of the Teleworking regime[6];
\nd) indication of distortions, deficiencies and problems found and recommendation of the necessary interventions to solve them;
\ne) guidelines for developing a staff training plan;
\nf) Possibility of alternative service provision models that consider, among other possibilities, partnerships with the third sector, public-private partnerships and outsourcing.
5.2.2.2. Main Activities for Execution:
\nThe activities listed below are a reference model and may be adapted or others added by the Contractor, depending on the methodology adopted, provided that they are ap-proved by the Client.
\n5.2.2.2.1. Identification of existing workforce sizing parameters, methodologies and studies.
\n5.2.2.2.2. Identification and definition of indicators and parameters to be adopted by the proposed methodology.
\n5.2.2.2.3. Proposals for measures to meet seasonal demands with quality, by level of activity of the organizational structure of the Agencies/Entities.
\n5.2.2.2.4. Analysis of the demographic behavior of the State and Municipalities and corresponding impact on the demand for services, with scenarios for the short, medium and long term, as covered in Phase 3.
\n5.2.2.2.5. Consolidation of the survey of workforce sizing methodologies, by area of activity, based on the survey of qualitative, quantitative and cost data, analysis of indicators and application of the adopted parameters;
\n5.2.2.2.6. The results obtained in the two sub-products, Survey and Sizing, shall be included in reports containing the reality found and the proposals related to Sizing in each of the Agencies/Entities, as well as, when possible, the disaggregation by their levels of action[7]. A summary report shall also be prepared, establishing a scenario of the State, where the predominant situations verified and their respective proposals will be listed.
5.3. PHASE 3: WORKFORCE ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN
\nOnce the Survey of the Current Situation and the Sizing of the Ideal Career Cadre have been completed, the deficit and surplus areas should be identified, indicating the necessary interventions, which may include, in addition to replacing or increasing the number of employees, the restructuring of work processes, requalification, reassignments or reformulation of the service contracting method.
Next, a workforce adequacy plan (replacement, expansion and optimization) shall be drawn up, establishing the need to recruit employees and the respective cost forecast for the short, medium and long term, considering the expected recruitment resulting from replacement rates and projection of State revenues and expenses, by agency/entity, in accordance with the Career Cadres, Positions and Functions, taking into account the potential for using a reserve list in current public competitions and the limits established in Complementary Law No. 101, Fiscal Responsibility Law.
\nShort term - zero to 2 years;
\nMedium term - 3 to 5 years;
\nLong term - 6 to 10 years.
\n5.3.1. The Adequacy and Implementation Plan for Replacement, Expansion and Optimization
\n5.3.1.1. The Plan to be delivered to the Administration shall:
\n5.3.1.1.1. Demonstrate the losses to the full execution of public services and the resulting risks, in the event that the replacement indicated as necessary is not carried out;
5.3.1.1.2. Identify services compromised due to lack/shortage of human resources;
\n\n5.3.1.1.3. Present a comparison of personnel expenses, in different workforce replacement scenarios, and the agency's budget availability for personnel expenses;
\n\n5.3.1.1.4. Present a report assessing the projection of demand for services provided, detailed by Career Cadre, Agency/Entity of the State's Direct Administration and Autonomous Agencies, for the next 2, 5 and 10 years, considering the expectation of layoffs and implementation of the replacement rate in the same periods and the prospect of advances in management performance resulting from the implementation of the measures indicated in the survey carried out and in the proposed dimensioning;
\n\n5.3.1.1.5. Propose the adoption of strategies that consider the potential use of the reserve list of current public selection processes as well as the proposals highlighted in item 5.2. 2, aiming at the optimization of human, material, financial and budgetary resources; and
\n\n5.3.1.1.6. Foresee the possible impact on the number of career cadre when proposing to adopt new hiring processes provided for in item 5.2.2.
\nThe analyses and results obtained from the above items shall be included in specific reports for each of the agencies/entities, as well as the breakdown by their levels of activity. A summary report on the State shall also be presented, consolidating the overall analysis.
\n5.3.1.2. Main Activities for Execution:
\nThe activities listed below constitute a reference model, which may be adapted, as well as supplemented with others by the Contractor, depending on the methodology adopted, provided they are approved by the Client.
\n5.3.1.2.1. Analysis of the demographic behavior of the State and Municipalities and corresponding impact on the demand for services, with scenarios for the short, medium and long term.
\n5.3.1.2.2. Projection of demand by agency/entity broken down by career cadre, Positions and Functions and consolidated by strategic line of State action (e.g.: health, education, management, among others), for 2, 5 and 10 years.
\n5.3.1.2.3. Projection of layoffs by position/function in the period, considering the different areas of activity under analysis.
\n5.3.1.2.4. Forecast of income resulting from the application of replacement rates.
\n5.3.1.2.5. Survey of current public selection processes with the potential to meet demand.
\n5.3.1.2.6. Obtaining and analyzing historical budget data from the state administration.
\n5.3.1.2.7. Projection of server entry and maintenance costs.
\n5.3.1.2.8. Analysis of the impact of the proposed measures as set out in subitem 5.2.2.1.4. of subitem 5.2.2.
5.3.2. The Workforce Planning Institutionalization Plan
\n5.3.2.1. The Plan to be delivered to the Administration shall:
\n5.3.2.1.1. Propose the management instance and the structure necessary for the implementation of workforce planning, which includes processing the sizing, comparison with the existing workforce, adoption of strategies and schedule for workforce adequacy, monitoring of the results obtained and other routines for periodic updating.
\n5.3.2.1.2. Establish the processes that make up workforce planning and the respective flows.
\n5.4. PHASE 4: COMMUNICATION AND TRAINING PLAN FOR MANAGERS WORKING IN THE TECHNICAL AREA AND PEOPLE MANAGEMENT.
\n5.4.1. Project Communication Plan and Execution
\nThe Communication Plan will be developed prior to the start of the project and implemented throughout the entire life cycle. This plan aims to promote fluidity, coherence and effectiveness of communication among all stakeholders, respecting the different levels of responsibility and interest - managerial, coordination, technical and other stakeholders. It should also indicate specific approaches for each target audience in the agencies/entities, as set out in Annex I, and for each product generated throughout the project. It should include the plan for monthly and extraordinary meetings to monitor the project. between those responsible for the product at the Contractor and the Client, communication material and presentations, product recording methods (minutes, emails and other documents), constituting an integral part of the official product documentation to be followed at each stage of the project until completion. It shall also act in external communication by preparing materials for unions, the press, digital media and other dissemination channels relevant to the scope of the project.
\n5.4.2 Training
\nThe training will consist of events to be conducted at different times, as detailed below.
\n5.4.2.1. Carrying out at least 07 (seven) workshops with a minimum workload of 08 (eight) hours.
\nThe workshops, with a maximum of 40 (forty) participants each, aim to promote preliminary awareness in order to train and equip managers and technicians working in the area of human resources management, regarding the assumptions and foundations of the Management Model for Results in line with the object addressed in this Term. This training should address: (i) contextualization of the current economic scenario and its long-term projection; (ii) reflection on the role of the State and the trends for human resources management in the public sphere; (iii) presentation of the work schedule to be used in the project (in accordance with Phase 1 – Action Plan); (iv) description of the actions/activities involving the areas of human resources management.
\nThe Contractor is responsible for providing consultant(s) with compatible training, knowledge of the economic situation of international and national public administration and the socioeconomic reality of the State of Paraná, as well as skills in leading participants to reflect on the importance of each segment in meeting the set of demands of society.
\n5.4.2.2. Carrying out training, in each agency, for the employees who will work directly in the Survey stage (5.2), with the aim of ensuring that the information is passed on in an objective and appropriate manner, with a workload of around 8 (eight) hours.
\n5.4.2.3. Holding of 01 (one) Seminar, with a minimum workload of 04 (four) hours, and 02 (two) Workshops, with a minimum workload of 16 (sixteen) hours.
\nHolding a Seminar, with a minimum workload of 4 hours, for the Government's Strategic Center and the Project's Executive around 50 participants in each workshop system developed for application of the sizing methodology; (v) presentation of the proposal for training on the operationalization of the system and its functionalities, based on a guidance manual and tutorials; (vi) presentation of suggestions and proposals that provide for the maintenance of the system and the longevity of the methodology developed.
\nThe Contractor is responsible for providing a consultant to carry out the events included in this Product, who shall be an integral member of the key team, in addition to having communication and leadership skills and ability to conduct meetings with intermediate and strategic management levels.
\n5.4.2.4. Carrying out at least 01 (one) training course on the operation, administration and architecture of the Computerized System with a minimum workload of 24 (twenty-four) hours.
\nThis training shall be planned and conducted by the Contractor and aimed at addressing the system administration functions, with the objective of training the technicians working at SEAP (approximately 20 staff members) to operate and maintain the solution. At the end of the training, users should be able to use the system functions, also understanding its overall operation, to become agents for multiplying this knowledge within the agencies, and to recognize all modules and functions; define user types, granting different access levels; implement and parameterize the system, including the maintenance of indicators and calculation formulas, change tables, include new users, among other knowledge necessary to maintain the system's operability.
\nAt a specific moment of the aforementioned training, technicians from Celepar or another institution responsible for the State of Paraná system will be present so that the contractor can provide the knowledge that enables a structural view of the system, its components (programs, database and other tools), as well as mastery of the development environment, without prejudice to the specific training indicated in Annex III, in order to enable technology transfer.
\n
\n5.5. PHASE 5: FORMULATION AND IMPLEMENTATION INFORMATION OF TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS.
\nThe importance or need for the application of information technology in Workforce Sizing programs lies precisely in the possibility of having a system that allows for permanent support for Human Resources management – in a timely manner and with reliable information – within parameters that allow for the provision of stability diagnostics between the demand for human resources and the availability of personnel, respecting their requirements, characteristics and skills. Systematically monitoring the impacts caused by permanent situations such as employee layoffs, especially retirements, and greater demand from society for improvements or expansion of certain services (e.g. health, education, etc.). Once the sizing parameters have been defined, the system will indicate the possible need for adjustments to the career cadre. Likewise, these diagnostics are influenced by temporary situations such as vacations, leaves and other types of absences of public servants.
To achieve the main objective of the project, it is essential to ensure the continued application of the methodology, in order to direct efforts towards maintaining a human resources structure that meets the strategic objectives of the State, which are dynamic. At the same time, it is essential that the public administration takes ownership of the methodology and algorithms, as well as the data captured and the results of the project, generating continuous changes in work processes that will enable the optimization of human resources and public administration costs.
\n\nThus, the development of an information system, in the context of the project, is justified by the need for appropriation and continued application of the methodology/algorithms and dimensioning data, since the parameters and indicators defined by area of activity (e.g. service provision in the health and socio-educational areas), as well as other data related to the workforce of the agencies and entities (e.g. total number of positions by employment relationship, education, admissions, dismissals, absences, absenteeism), budgetary capacity, among other information, shall be updated systematically and routinely.
\n\nHowever, it is important to emphasize that the perfect adherence of the system to be developed, to the RH- Paraná/Meta4 System, used by the State for payroll and functional registration management, is a sine qua non, consisting of a mandatory requirement. In other words, the system to be contracted shall be independent and capable of interacting with the RH-Paraná/Meta4 System and, if necessary, others used by the State.
\n\nIn this context, the computational routines to be developed through an Information System shall be capable of storing and systematizing the collected data, representing the defined methodology through algorithms and providing the necessary results through queries, reports and panels, through a human interface with usability appropriate to the users of the Information System. The fundamental requirements, which may be complemented based on the definition of the proposed Methodology, are listed in ANNEX IV - List of Requirements for the DIMFT Information System.
\n5.5.1. Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems.
\nThe definition of the products to be developed meets the guidelines and technological compatibility of the State of Paraná, having been established in conjunction with the Companhia de Tecnologia da Informação e Comunicação do Paraná - Celepar, as detailed in ANNEX III, which includes, among others, the specification of the technological environment for the operation of the System and the definition of the criteria to be used for the full implementation of the products that make up this Phase.
5.5.1.1. System Project Plan
\nThe general Work Plan of the project shall be complemented and detailed with the spe-cific activities for the elaboration and implementation of the Information System.
\nThe approach to be used in the Information System project shall be compatible with the overall project approach, including the possibility of multiple iterations and an agile ap-proach. The activities listed in ANNEX III primarily aim to define a set of typical Soft-ware Engineering artifacts, without being limited to specific development models to be adopted. The approach strategy to be adopted for the project as a whole, and conse-quently for the software, shall define the development model to be used in the project, while taking into account the delivery of the products scheduled in the timeline de-scribed in item 6 – PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF THE PRODUCTS:
\n• System Project Plan
\n• Business Process Modeling
\n• Data Load Module
\n• Sizing Module
\n• Global Integration (final delivery)
\nThe System Project Plan shall be the first product of this phase to be delivered by the Contractor and shall be approved by the Project Executive Group and Celepar. The oth-er products define a perspective of executable product deliveries that support the activi-ties of Workforce Survey, Workforce Sizing, Workforce Adequacy, and Institutionaliza-tion of Workforce Planning.
\nThe detailed activities planned for the execution of the above products are provided in ANNEX III.
5.5.1.2. Business Process Modeling
\nFor the execution of this product, the necessary activities and tasks for the system de-sign shall be considered, including the mapping and modeling of processes inherent to the sizing methodology, which will later serve as the basis for the entire design and specification of the Information System.Activities related to the execution of the fol-lowing sub-products shall be developed:(i) Process Mapping Document relating to the methodology defined for Workforce Sizing;(ii) Consolidation Document of the Process-es of the Workforce Sizing System (DIMFT), which will be part of the software solution scope.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its item 2.2. Business Process Modeling.
\n5.5.1.3. Data Load Module
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the Workforce Survey activities, within their processes de-fined as part of the software solution scope, and which will also constitute the databases later used in the other activities provided in the methodology.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its items 2.2. CONCEPTION AND ELABORATION and 2.3. INTEGRATION AND QUALIFICATION.
\n5.5.1.4. Sizing Module
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the Workforce Sizing activities, within their processes de-fined as part of the software solution scope.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its items 2.2. CONCEPTION AND ELABORATION and 2.3. INTEGRATION AND QUALIFICATION.
\n5.5.1.5. Global Integration (final delivery)
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the activities for the implementation of the Workforce Ad-justment Plan and the Institutionalization of Workforce Planning, according to the pro-cesses defined as part of the software solution scope. In addition to this specific deliv-ery, all other activities and deliveries scheduled for the completion of the Information System, as well as the services planned during the Assisted Operation and Technical Maintenance and Support periods, shall be included in this product delivery.The tech-nical reference for executing the activities for product delivery can be obtained in AN-NEX III, essentially in its items: 2.2. CONCEPTION AND DEVELOPMENT, 2.3. INTEGRATION AND QUALIFICATION, 2.4. TRANSITION, 2.5. SOURCE CODE, 2.6. DOCUMENTATION, 2.7. TECHNOLOGY TRANSFER, 2.8. IN-TEGRATED ENVIRONMENT ACCEPTANCE, 2.9. MAINTENANCE AND TECHNICAL SUPPORT, 2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION, and 2.11. PREPARATION OF DEVELOPMENT, AC-CEPTANCE, AND PRODUCTION ENVIRONMENTS.
\n6. PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF PRODUCTS
\nThe following schedule may be adapted depending on the details of the Work Plan, respecting the maximum time foreseen, from the signing of the contract, for the completion of the work.
| \n\t\t\t MONTHS \n\t\t\t | \n\t\t||||||||||||||||||||||||
| \n\t\t\t PHASE/PRODUCT EXECUTION SCHEDULE \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 2 \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 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5 \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 7 \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 9 \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 11 \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 13 \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 15 \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 17 \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 19 \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 21 \n\t\t\t | \n\t\t\t\n\t\t\t TOTAL \n\t\t\t | \n\t\t||
| \n\t\t\t PHASE 1 \n\t\t\t | \n\t\t\t\n\t\t\t 5.1 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 1 – WORK PLAN \n\t\t\t | \n\t\t\t\n\t\t\t - \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\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t PHASE 2 \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 PRODUCT 2 – CURRENT WORKFORCE SURVEY AND WORKFORCE SIZING \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.2.1 \n\t\t\t | \n\t\t\t\n\t\t\t Current Workforce Survey. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\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 5.2.1.1 \n\t\t\t | \n\t\t\tSurvey stage 1 - 50% of the Agencies - Annex I Report of Agencies/entities \n\t\t\tof Direct Administration and Autonomous Agencies. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.2.1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Survey stage 2 - 50% of the Agencies - Annex I Report of Agencies/entities | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Sizing \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 12% \n\t\t\t | \n\t\t|
| \n\t\t\t PHASE 3 \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 PRODUCT 3 – WORKFORCE ADEQUACY AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.3.1 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Adequacy Plan (Replacement, Expansion and Optimization) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\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 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.3.2 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Planning Institutionalization Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\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 | ||
| \n\t\t\t PHASE 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5.4 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 4 | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.4.1 \n\t\t\t | \n\t\t\t\n\t\t\t Project Communication Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\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\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.4.1.1 \n\t\t\t | \n\t\t\t\n\t\t\t Execution of the Project Communication Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 7% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.4.2 \n\t\t\t | \n\t\t\t\n\t\t\t Training \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\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 5.4.2.1 \n\t\t\t | \n\t\t\tCarrying out at least 07 (seven) workshops with a minimum workload \n\t\t\tof 08 (eight) hours. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\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 5.4. 2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Carrying out training in each agency for the Survey stage (5.2.1). \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\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\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 5.4.2.3 \n\t\t\t | \n\t\t\tHolding of 01 (one) Seminar with a minimum workload of 04 (four) \n\t\t\thours and 02 (two) Workshops, with a minimum workload of 16 (sixteen) hours. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\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 5.4.2.4 \n\t\t\t | \n\t\t\t\n\t\t\t Completion of 01 (one) training session on the operation, administration and | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\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 PHASE 5 \n\t\t\t | \n\t\t\t\n\t\t\t 5.5 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 5 – FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t | \n\t\t\t 5.5.1 \n\t\t\t | \n\t\t\t\n\t\t\t Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems. \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t | \n\t\t\t 5.5.1.1 \n\t\t\t | \n\t\t\t\n\t\t\t System Project Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\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 5.5.1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Business Process Modeling \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\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\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\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 5.5.1.3 \n\t\t\t | \n\t\t\t\n\t\t\t Data Loading Module \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 6% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.5.1.4 \n\t\t\t | \n\t\t\t\n\t\t\t Sizing Module \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 8% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.5.1.5 \n\t\t\t | \n\t\t\t\n\t\t\t Global Integration (final delivery) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \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 18% \n\t\t\t | \n\t\t|
| \n\t\t\t PAYMENT (%) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \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 \n\t\t\t | \n\t\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 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 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 18% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 22% \n\t\t\t | \n\t\t\t\n\t\t\t \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 100% \n\t\t\t | \n\t\t
\n\n
7. FORM OF PRESENTATION AND DELIVERY OF PRODUCTS (Table 2)
\n\nThe Contractor shall present in the Work Plan the standard and model for structuring, referencing and organizing the project documents, which shall be analyzed and approved by the Client. This will be the standard to be followed when delivering related products (Project Documents and Project Reports).
\nAll documents generated (manuals, results reports, presentations of work meetings, meeting minutes, teaching and learning materials for training, etc.) shall be submitted in two printed copies (when applicable), in Brazilian Portuguese, and on a magnetic medium (HD or similar) appropriate to the volume of the submission. The digital format shall be 1 (one) copy in .pdf and 1 (one) copy in open format of the software used (Word, for example).
\nPrinted copies shall be bound and organized into volumes corresponding to each of the by-products and/or products described in this Term.
\nThe preliminary version of the documents shall be forwarded to the Executive Group 5 (five) business days in advance of the presentation, which will take place through a face-to-face meeting between the Contractor and the Client, with a minimum workload of 8 (eight) hours, for discussion and validation, with the Contractor being responsible for implementing the adjustments defined after assessment by the Client.
The Contractor shall deliver the final version of the deliverables (e.g. documents, files) within a maximum of 5 (five) business days after the face-to-face meeting.
\n\nThe form of presentation and acceptance of the products that make up Phase 5 shall comply with the description contained in subitem 3.2 of Annex III of this Term.
\n\n
\n8. AVAILABLE INPUTS
The Human Resources and Social Security Department of the Administration and Social Security Secretariat – DRH/SEAP, will provide a place for meetings, technical discussions and product presentations, as well as facilitating, within the scope of the State Administration, consultants' access to information relevant to their area of activity, scheduling meetings with interlocutors from the agencies involved and, when convenient, participating in them.
\nThe processes, documents, data and information available for the execution of the activities to be developed, such as: reports containing the number of employees per agencyt, career cadre, position and function, organizational charts, professional profiles, rules and regulations, human resources legislation and other normative acts, indicators extracted from the State database and other data to support demand projections, will also be made available to the consulting firm upon express request, at least 15 (fifteen) business days in advance. These inputs will be made available by the DRH/SEAP or by the human resources heads of the departments involved.
\nThose responsible for monitoring services will be available to align actions, methods and work techniques, adapting your demands to the products to be presented by the company.
9. EXECUTIVE GROUP RESPONSIBLE FOR MONITORING AND APPROVAL OF PRODUCTS
\n\nThe Executive Group will be formed by professionals from the Human Resources and Social Security Department of the State Secretariat for Administration and Social Security - DRH/SEAP, predominantly from the Human Resources Recruitment and Selection Division - DSRH, which is the unit responsible for centrally executing human resources management activities related to recruitment, selection, admission, assignment, and movement, as well as coordinating, guiding, and monitoring the sizing of the workforce. Employees from the advisory department and other DRH/SEAP units who have knowledge in the area of careers and remuneration may also join the Executive Group. Employees with experience in these activities will be designated to directly and continuously monitor the consultancy's work.
\nSpecifically, to execute Phase 5 (System/Solution Development), technicians to be appointed by the Paraná Information and Communication Technology Company – Celepar will be integrated into the Executive Group.
10. KEY TEAM
\nThe key team of the Consultancy, responsible for the overall management of the project, which shall ensure the integration and compliance of the products while actively partici-pating in all stages, from the Work Plan, product development, training, and presenta-tion of results and proposals to the Client, to the system implementation, shall be com-posed of the following professionals, with minimum education and experience require-ments as follows:
\n(01) Specialist Consultant, who will act as Coordinator, with experience in Process Im-provement, having at least ten (10) years of proven practical experience in project man-agement, strategic planning project development, human resources management, and workforce sizing for public institutions (Autarchies and State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy.
\n(03) Senior Consultants, with experience in Human Resources Administration or Peo-ple Management, having at least five (5) years of experience in Public Administra-tion/Management (Autarchies, State Secretariats, Foundations), complemented by expe-rience in Planning, Workforce Sizing and Management for public institutions (Autar-chies and State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy.
\n(01) Specialist Consultant with experience in Information Technology, Systems Analy-sis, or related areas, having at least five (5) years of experience in systems analysis and software development for Public Administration/Management (Autarchies, State Secre-tariats, Foundations). Participation in at least three projects involving the processing and analysis of large datasets, with desirable experience in projects related to public sector human resources management. Proficiency in data visualization and analysis platforms (e.g., Power BI, Tableau, Qlik Sense, or similar). Proven experience in creating analytical models and preparing technical reports to support strategic decision-making.
\nDegree and/or postgraduate studies in Information Technology, Systems Analysis, Computer Science, or related areas. In addition to the specified technical knowledge, this consultant shall have communication skills and experience in technically leading multidisciplinary teams, considering that they will be one of the professionals responsi-ble for delivering the product specified in item 5.4.2.4.
11. SUPPORT TEAM
\nAt the Contractor’s discretion, a support team may be constituted, composed of:
\na) Consultants with professional education and experience in Administration, People Management, or Public Management (Autarchies, State Secretariats, Foundations) to work on activities related to data collection, formulation of indicators and parameters, and support in product development;
\nb) Information Technology Consultants (Systems Analysis and Development), acting as Developers with experience in Information Technology, Systems Analysis, Computer Science, or related areas, related to software development with the characteristics of the intended software;
\nc) Senior Consultant acting as Project Manager, with experience in Strategic Planning, having at least five (5) years of experience in Public Administration/Management (Au-tarchies, State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy. This consultant will perform project management functions, with experience in areas such as Project Man-agement, IT Management, or Innovation and Technology, leadership skills, administra-tion focused on team and process management, experience working on technology pro-jects, technical knowledge of tools and technologies used in projects (e.g., development platforms, servers, database systems, IT security), management of technology teams, knowledge of Development Methodologies in project management such as PMI and PMBOK, stakeholder management, and project management tools.
\n\n
[1] Reference month January 2025.
\n[2] Average monthly number of layoffs from Feb/2024 to Jan/2025: retirements, dismissals, deaths and dismissals, excluding those occurring at universities.
\n[3] Calculation basis 113,600 effective servers – Ref. Jan/2025.
\n[4] Decree No. 10,313/2022.
\n[5] Operation summer.
\n[6] Law No. 19,776/2018; Decree No. 9879/2021.
\n[7] The following are considered as the Level of Action of the Organizational Structure (Law No. 21,352/2023) of the Agencies/Entities: Senior Management, Advisory, Management, Instrumental, Programmatic Execution, Regional.
\n\n
ANNEX I - LIST OF AGENCIES/ENTITIES OF DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n| NAME OF THE AGENCY/ENTITY | \n\t\t\tACRONYM | \n\t\t
| AGÊNCIA DE ASSUNTOS METROPOLITANOS DO PARANÁ | \n\t\t\tAMEP | \n\t\t
| COLÉGIO ESTADUAL DO PARANÁ | \n\t\t\tCEP | \n\t\t
| CONTROLADORIA GERAL DO ESTADO | \n\t\t\tCGE | \n\t\t
| INSTITUTO PARANAENSE DE DESENVOLVIMENTO ECONÔMICO E SOCIAL | \n\t\t\tIPARDES | \n\t\t
| INSTITUTO PARANAENSE DE DESENVOLVIMENTO EDUCACIONAL | \n\t\t\tFUNDEPAR | \n\t\t
| SECRETARIA DE ESTADO DA ADMINISTRAÇÃO E DA PREVIDÊNCIA | \n\t\t\tSEAP | \n\t\t
| SECRETARIA DE ESTADO DA EDUCAÇÃO | \n\t\t\tSEED | \n\t\t
| SECRETARIA DE ESTADO DA JUSTIÇA E CIDADANIA | \n\t\t\tSEJU | \n\t\t
| SECRETARIA DE ESTADO DA SAÚDE | \n\t\t\tSESA | \n\t\t
| SECRETARIA DE ESTADO DO PLANEJAMENTO | \n\t\t\tSEPL | \n\t\t
| SECRETARIA DE ESTADO DO TURISMO | \n\t\t\tSETU | \n\t\t
Detailed information about the administrative structure of the State of Paraná can be accessed at: https://www.legislacao.pr.gov.br/legislacao/pesquisarAto.do?action=exibir&codAto=278128&indice=1&totalRegistros=1&dt=14.5.2023.18.6.24.361
\n\n\n\n
\n\n
ANNEX II - NUMBER OF POSITIONS/FUNCTIONS PER CAREER CADRE
\n\nTOTAL NUMBER OF POSITIONS AND FUNCTIONS, PROVIDED FOR IN LEGISLATION, BY CAREER/EMPLOYEE STRUCTURE – 2025 SUBJECT TO SIZING (EXCEPT THOSE EXTINCT OR EXTINCT WHEN BECOMING VACANCY)
\n\n| CAREER CADRE/CAREER | \n\t\t\tPOSITIONS | \n\t\t\tFUNCTIONS | \n\t\t
| Executive Branch's Own Career Cadre – QPPE | \n\t\t\t3 | \n\t\t\t44 | \n\t\t
| The State Health Department's own Career Cadre - QPSS | \n\t\t\t2 | \n\t\t\t37 | \n\t\t
| Higher Education Institutions' Own Career Cadre - IEES | \n\t\t\t2 | \n\t\t\t14 | \n\t\t
| Teaching Own Career Cadre - QPM | \n\t\t\t1 | \n\t\t\t2* | \n\t\t
Note: the number of positions and functions indicated refers to those provided for in legislation and with the possibility of entry. * The position of QPM Teacher does not include functions, however there are different responsibilities for teachers of the Matrix Curricular Components and for Pedagogues.
\n\nIEES - Higher Education Institutions' Own Career Cadres - University Hospitals will be included in the Hospitals' sizing, therefore the University Technical career shall be considered, only for functions compatible with the hospital area.
\n\nDetailed information about careers, functional career cadres, list of positions and functions by career/career cadres, salary tables and professional profile shall be accessed at: https://www.administracao.pr.gov.br/Recursos-Humanos
\n\n\n\n
\n\n
ANNEX III - GUIDELINES AND REQUIREMENTS SPECIFICATION FOR SOFTWARE DEVELOPMENT
\n(PHASE 5 –5.5)
In addition to the information described above and in order to clarify the main expectations and needs in relation to the aforementioned contracting, the following is a detailed breakdown of the specifications for Phase 5 - FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING - DEVELOPMENT OF INFORMATION SYSTEM.
\nIt should be noted that the coordination of the product is under the responsibility of the State Secretariat for Administration and Social Security - SEAP, but with regard to technological aspects, the Companhia da Informação e Comunicação do Paraná - Celepar will also be responsible for accepting the product.
\nThe requirements set out in this document are not restrictive in nature, having only been carried out a preliminary survey of the needs and, for the effective implementation of the DIMFT System, the Contractor shall complement the survey and its modeling, mapping, descriptions and other pertinent documents and artifacts, in order to implement, through the Information System, the methodology established for the DIMFT.
\nThe Contractor shall implement a solution that fully meets the needs that gave rise to this acquisition, and any changes to be proposed shall be approved by SEAP and Celepar.
\n
\n1. SCOPE AND LIMITS OF THE PRODUCT
\n1.1. GENERAL DEFINITIONS ABOUT SYSTEM PROJECT
The scope of services of this Term of Reference for the elaboration of the Workforce Sizing System - DIMFT will involve, in general terms:
\n• The definition of the Information System design based on the proposed methodology and its planned activities;
\n• The Information System Project based on the established Conception, with the production of the artifacts defined in this document;
\n• The implementation of the Information System, in line with the approach established for the project as a whole;
\n• The transfer of the necessary knowledge for understanding and operating the system, as well as for the system’s transition to another institution, if required; The assisted operation of the System; and
\n• Maintenance and technical support.
The Project Plan for the development of the DIMFT System, as part of the overall Work Plan of the project, shall consider all the activities necessary for the planning, development, implementation and delivery of the DIMFT System in operation in the production environment of the Client and shall be presented by the Contractor with, at least, the following steps:
\n- Systems Analysis, considering business modeling and related products that shall be validated by the SEAP business team and Celepar;
\n- Software design, considering its architecture, interface and database;
\n- System coding and testing, with the presentation of preliminary software versions for validation by SEAP and Celepar, to mitigate any risk resulting from the development process being misaligned with the project objectives;
\n- Approval, with installation and configuration, by the Contractor of the system's operating environment accompanied by Celepar;
\n- Approval, by SEAP and Celepar, of the integrated operation of the system modules and with external systems;
\n- Loading of data required to start system operation;
\n- Assisted operation of the system in production, with monitoring by the Contractor together with SEAP and Celepar;
\n- Training to ensure technical capability and technology transfer of the new system; and
\n- Maintenance and technical support.
1.2. PHYSICAL VIEW OF THE SYSTEM
\nThe physical view of the DIMFT System architecture shall enable integration with existing systems and service infrastructure, with adequate use of the infrastructure in the environment to be indicated by SEAP.
\nThe physical architecture of the DIMFT System will be developed and presented in the System Project Plan, after defining the technology to be used, respecting the established software definitions.
\nTo implement the physical architecture, the Contractor shall carry out, together with SEAP and Celepar, an analysis of the existing infrastructure with the aim of:
\n- Obtain a detailed understanding of the software development architecture standards already existing at SEAP/Celepar regarding development standards, platform restrictions, and characteristics of the services to be integrated (components, webservices, database);
\n- Obtain a detailed understanding of SEAP/Celepar database architecture standards, considering the current database and legacy databases, in favor of the development of new DIMFT System databases.
\n- Use the physical infrastructure of Information and Communication Technology, which will be made available for the product, in order to develop the DIMFT System compatible with the SEAP/Celepar guidelines;
\n- Support mechanisms for load balancing and failure control through the use of server clusters;
\n- Have mechanisms to automatically detect and identify shutdowns or disconnections of integrated systems, generate logs, trigger alerts and send messages about the occurrence;
\n- Provide system access security and data integrity mechanisms that are compatible and integrated with the technological security infrastructure provided by SEAP;
\n- Provide data backup and recovery mechanisms compatible with the needs and characteristics of the system and integrated with the technological infrastructure provided by SEAP.
\n1.2.1 SEAP systems to be integrated
\nThe integrations indicated here may undergo changes and shall be reassessed and validated by the Client when developing the contracted solution.
\nThe main system used by SEAP and which will provide data and information to DIMFT is the Meta4 RH-Paraná System, which is a unified and proprietary Human Resources Management and Payroll system. SEAP manages this information, serving: Own Regime (rules defined by the State): effective employees of the Executive Branch, commissioned positions and Special Regime Contracts (CRES).
\nThrough Meta4, it is possible to manage human resources (through features) such as hiring, dismissal, promotions, in addition to maintaining the registration of organizations, bank accounts, positions, dependents, various historical data, reference value tables, import processes, etc. From the data resulting from HR management, it is possible to calculate the payroll according to the rules defined by SEAP.
\nIntegration with the Meta4 System or with other systems under the responsibility of SEAP and Public Administration agenciesof the government of the State of Paraná will be done through the use of APIs, with SEAP being responsible for developing the API for accessing the source data and the Contractor being responsible for developing the APIs necessary for data consumption by the DIMFT system.
\nAnother system in which there may be a need for integration, depending on the characteristics of the methodology to be applied, is SIAFIC - Integrated System for Planning, Execution and Fiscal Management, which operates financial, accounting and budgetary data from the Public Administration of the Government of the State of Paraná, and operates in the Celepar Data Center and was contracted with the company Logus Sistemas de Gestão Pública.
2. ACTIVITIES TO BE DEVELOPED
\n\nMacro activities to be developed within the scope of the project will be presented below, as well as the subproducts to be delivered.
\n\n2.1. SYSTEM PROJECT PLAN
\nThe System Project Plan shall describe in detail all service planning, methodology, stages and activities to be performed and respective responsibilities with their respective values, when relevant, meeting the objectives and technical specifications of this Term of Reference.
\nThe Contractor shall prepare the planning of the activities to be carried out in the development of this product, as a complementary part of the general Work Plan of the project, covering: (i) definition of the use of management tools; (ii) detailed schedule of the activities that will involve this product with their respective values; (iii) preparation of the responsibility matrix; (iv) definition of the structure of the documents to be prepared.
The System Project Plan shall contain, at a minimum, the following items, in a manner consistent with what was defined in the project's general Work Plan:
\n• Methodology for Executing Activities: technical description of the methodology to be applied in each process and production activities and the respective expected results;
\n• List and Description of Activities: Project Breakdown Structure (WBS);
\n• Physical and Financial Schedule for the Execution of Services: details of the physical and financial schedule with all activities to be developed and their respective costs and durations, compatible with the deadlines established by the Client, in a sequence that considers the precedence and dependency relationships between activities. The physical and financial schedule shall present the project milestones and define the dates and costs of the deliveries of intermediate and final products for each project activity;
\n• Technical Team and Organization Chart: the Contractor shall present the allocated technical team and the organization chart defined for the project, containing the Responsibility Matrix and the functions to be performed by each technical lead identifying the management and coordination levels of each project activity;
\n• Communication Plan: The Contractor, without prejudice to the provisions set forth in subitem 5.4.1, shall submit the Product Communication Plan containing descriptions of the types of relationships between the management, coordination and technical levels, and between those responsible for the product at the Contractor and the Client. It shall include the plan for monthly and extraordinary project monitoring meetings, and methods of recording the product (minutes, emails and other documents), constituting an integral part of the official product documentation and to be followed;
\n• Quality and Risk Plan: The Contractor shall submit the Quality and Risk Management Plan containing a detailed description, by project activities, of the quality assurance and compliance process to be applied to the project products based on the Technical Specifications of this Terms of Reference. The Quality and Risk Management Plan shall include the Risk Matrix, including planned, corrective and predictive actions.
\n2.2. DESIGN AND DEVELOPMENT
\nThe Design and Development activity of the solution shall consider the phases, activities and tasks necessary for the design, development and implementation of the Information System, in accordance with the best practices of Information Technology - IT, including considering agile methodologies for software and systems development that will be presented in the System Project Plan and in the detailed schedule.
\nThe Design and Development activity shall consider the entire system specified in this Terms of Reference and shall cover activities such as: Business Process Modeling within the scope of the specified system; Systems Analysis and Design within the scope of the DIMFT System; Software Analysis and Design within the scope of the DIMFT System and the respective developments and implementation. The integration, qualification and transition procedures for the implementation of the contracted system are described in the following items.
\nAs previously described, the operating mode and methodology for executing the project, involving the Design and Development of the system, as well as the tasks that will comprise this activity shall be detailed in the System Project Plan to be delivered by the Contractor.
\n2.2.1. Business Process Modeling
\nAt this stage, the following activities shall be carried out: (i) Planning and Strategy for modeling the Information System based on the design of the DIMFT Methodology to be adopted; (ii) Mapping and Modeling of Processes resulting from the Personnel Sizing Methodology.
\nThe by-products to be generated in this stage are: (i) Personnel Sizing Process Mapping Document; (ii) DIMFT System Process Consolidation Document that will be part of the scope of the software solution.
\n2.2.2. Systems Analysis and Design
\nIn this stage, the following activities should be carried out: (i) Description of the system's operating concepts; (ii) Specification of the system requirements, involving the identification and analysis of business processes proposed in the methodology; detailing of the logical and physical flows; (iii) Identification and description of the System's External Interfaces; (iv) System Design/Architecture involving the preparation of the system architecture project.
\nThe by-products to be generated in this stage are: (i) Description of Operating Concepts; (ii) Specification of System Requirements; (iii) Description of External System Interfaces; (iv) System Design/Architecture Document.
\n2.2.3. Software Analysis and Design
\nAt this stage of the product, at least the following activities shall be performed: (i) Specification of software requirements; (ii) Modeling and design of the database; (iii) WEB design of the interfaces, involving the specifications of the requirements of the software WEB interfaces; (iv) Software design, involving the preparation of the Software Design and the Specifications of the Internal Interfaces and integration with other systems; (v) Development of the DIMFT System Version. In a multiple iteration approach, it is expected that several cycles of versions of the DIMFT System and corresponding resulting processes will be generated.
\nThe by-products to be generated in this stage are: (i) Software Requirements Specification; (ii) System Software Design; (iii) Software Version Delivery.
2.3. INTEGRATION AND QUALIFICATION
\nIntegration and Qualification activities involve the execution, by the Contractor, of the services necessary to integrate the DIMFT System with other SEAP systems and include the definition, preparation and execution of procedures and tests.
\nThis activity will be supported by SEAP in order to guarantee the exchange of information with user agencies or information providers to the DIMFT System, to avoid delays in the development of the project due to the failure to provide the necessary data and information.
\nAfter the software development is completed, software verification and validation tests will be carried out, with the aim of ensuring that the integrated software meets the previously defined system requirements and the needs of SEAP.
\nThe testing procedures defined in the System Test Plan shall be executed, using the Contractor's approval environment (Development Environment) and, subsequently, final acceptance tests of the software shall be carried out in the approval environment and final implementation in the production environment defined by SEAP.
\nThe following activities shall be carried out (for all modules that make up the System): (i) Preparation and provision of test plans for each module, involving unit, information security, usability, performance and integration tests; (ii) Preparation of test procedures; (iii) Execution of test procedures; (iv) Execution of the following tests: information security, contingency and backup and restore of the environment.
2.3.1. Preparation of the System Test Plan
\nSystem testing aims to verify the correct functioning of the system in relation to its functional and non-functional requirements. Before executing the tests, a Test Plan shall be prepared to guide the execution of the tests, meeting all the functionalities of the developed software and its integrations.
\nThe Test Plan shall include descriptions of the tests to be performed, the traceability of the test cases with the system requirements, with the software requirements and respective use cases.
\nThe Test Plan shall describe and establish the test environments, that is, preparation for carrying out the tests considering hardware, software, database, initial data load and information from the Contractor's development environments, as well as SEAP approval and production environments.
\nThe by-product to be generated at this stage for each of the modules that make up the DIMFT System is the document: (i) System Test Plan.
2.3.2. Testing Procedures
\nThis product activity refers to the preparation of the set of test procedures for each module of the DIMFT System. The inspection script and test procedures to be performed on the developed modules shall be presented.
\nThe by-product to be generated at this stage for each of the modules that make up the System is the document: (i) System Testing Procedure.
2.3.3. Acceptance Tests – Approval Environment
\nAcceptance tests shall be carried out in the approval environment of all modules of the DIMFT System, which will aim to evaluate the results of the modules developed and the way in which the tests are conducted.
\nThe by-product to be generated in this stage for each of the modules that make up the System is the document: (i) Report on the Results of Acceptance Tests in the System approval Environment.
2.3.4. Acceptance Testing – Production Environment
\nAcceptance tests shall be carried out in the SEAP production environment, after completion of the approval tests.
\nPreparation for production deployment should cover: (i) Specific requirements related to and the desired infrastructure during the deployment process, considering gradual deployment; (ii) Provision of configuration files necessary for the correct functioning of the systems; (iii) Technical documentation of the necessary environment, considering the configurations planned for gradual deployment of the system; (iv) Ways of monitoring performance of the production environment.
\nThe by-product to be generated in this stage for each of the modules that make up the DIMFT System is the document: Report on the Results of Acceptance Tests in the System's Production Environment, which shall be delivered with the Information System Software Version.
2.4. TRANSITION
\nThe Product Transition activity refers to the set of services to be performed for the DIMFT System modules, relating to Assisted Operation and Technical Support, Training and Data Migration, as well as the preparation of system Documentation.
\nIt is emphasized that the definitions and detailed description of the activities related to the Training are provided in Phase 4 – Capacity Building.
2.4.1. Assisted Operation
\nThe Contractor shall perform the Assisted Operation for users of the DIMFT System, which shall last 60 (sixty) business days after the approval and implementation of the Information System. This stage shall be carried out at the end of the development of each module and may occur in different periods for each module.
\nAssisted operation refers to the support services to be performed in the DIMFT System by the Contractor, during the period specified above, to technically support users on the use of the system and correct any failures in the functionalities of the modules implemented in order to guarantee the system and include: (i) Clarifying user doubts related to the use of the system functionalities; (ii) Detecting and recording actual or potential nonconformities in the technological solution; (iii) Performing analyses on the need for system maintenance; (iv) Detecting and guiding the correction of programs, products and functionalities of the system or of the methodology implemented by the system; (v) Performing periodic monitoring of users with the objective of detecting any inappropriate use of the system, helping to prevent future problems and identifying other needs, such as corrections and new training for users; (vi) Performing other related activities to support users.
\nThe objective of these services is to provide greater productivity to users regarding the use of the solution's resources, as well as to maintain effective control of the problems presented, aiming at the perfect functioning, use, security and integrity of the solution.
\nServices shall be performed during business hours (from 9:00 a.m. to 6:00 p.m., Monday to Friday) using teleconferencing tools, when applicable. When in person, at the SEAP headquarters, or at the agencies that are part of the work.
\nTo carry out this activity, SEAP will provide professionals from its staff to monitor, record occurrences and accept the services and technical solutions proposed, as well as the infrastructure necessary for the development of this activity, including telephone, furniture and Internet access.
\nThe by-products to be generated in this stage are: (i) Assisted Operation Plan; (ii) Report on results of the assisted operation.
\n2.4.2. Data Integration
\nSEAP has systems, databases and spreadsheets with registered information. In this sense, the Contractor shall analyze the data and information to prepare the Integration Plan of the existing data for the system platform, according to the data structure and the data model applied in the DIMFT System. All data existing in the various institutions shall be considered, and the Contractor is responsible for collecting the data for analysis in the various locations, and SEAP and other State Public Administration agencies are responsible for providing the data.
\nIntegrations with other Information Systems, within the scope of State Public Administration institutions and which are of a continuous nature, should be carried out, preferably, through the use of APIs, with SEAP being responsible for authorizing the use of APIs to access the systems to be integrated and the Contractor being responsible for developing the APIs that are part of the DIMFT system.
\nSingle or sporadic data uploads may be made by generating files, under the responsibility of SEAP, when the data are part of the institutions of the State Public Administration, and under the guidance of the Contractor. If the methodology to be applied depends on access to data available in public databases external to the Public Administration of the State of Paraná, it will be the responsibility of the Contractor to identify and capture the data in their respective sources.
\nIn situations that require data cleansing to make the data from their sources compatible with the information system, the Contractor will be responsible for carrying out this work, with support from SEAP to clarify the contents of the source data.
\nThe Contractor will be responsible for operationalizing the Integration Plan and will present a by-product to be generated at this stage: (i) Integration Plan.
\n2.5. SOURCE CODE
\nThe Contractor shall provide the source codes developed to support the solution, the data model, the development component packages together with their APIs (Application Program Interface) and third-party tools required to structure the solution's development and operation environment. These artifacts shall be delivered every month, according to the execution schedule and, at the end of the contract term, in the updated version. The tools to be proposed should preferably be those in use at Celepar 's Data Center. If a tool is proposed that does not fit this situation, its use shall be previously approved by the Client The Contractor shall provide the software components complementary to the developed software (e.g., Artificial Intelligence, data analysis or Business Intelligence tools). For dimensioning purposes, up to 32 nominated users who may use these tools shall be considered. Any software licenses complementary to the developed products shall be valid and updated at least until the termination of the contract.
\n2.6. DOCUMENTATION
\nThe Contractor shall document all meetings held on the product through meeting minutes, containing the information exchanged and the decisions taken and the actions to be carried out by the parties, in accordance with the Communication Plan contained in the Work Plan. Any meetings held by teleconference shall, whenever requested, be recorded and kept in the documentation collection.
\nIn addition to the record of meetings and management actions of the product, the Contractor shall provide the Project Documentation, in all its phases, stages and the System Documentation, in accordance with best practices and standards, including the Data Dictionary with all due descriptions, System Operation Manual, User Operation Manual and System Installation Manual.
\nThe manuals shall be prepared incorporating all the system's functionalities, adopting clear and objective writing, at the same time simple and easy to understand, avoiding, whenever possible, especially in the User Operation manual, complex technical terms.
\nThe Contractor shall define and document the technical characteristics of the environment, covering the description of all the infrastructure necessary for the operation of the DIMFT System, comprising the server environment and the user workstations, including: (i) Technical characteristics of the environment - description of all the infrastructure necessary for the operation of the process, comprising the server environment and the user workstations; (ii) Storage, backup and recovery policies; and (iii) Description of the operational environment - hardware and software that make the operation of the system possible.
\nThe by-products to be generated in this stage for each of the modules that make up the DIMFT System are: (i) Data Dictionary;(ii) System Operation Manual;(iii) User Operation Manual;(iv) System Installation Manual.
\n2.7. TRANSFER OF TECHNOLOGY
\nThe technology transfer aims to promote the transfer of knowledge acquired and developed during the project and includes the results of the services and developments carried out in the preparation of the system during the period of its execution, to the technical team indicated by the Client, which will include Celepar technicians.
\nThe Contractor shall, during the execution of the project, provide the Client with: (i) Supply of all technical documentation of the systems with all their components, as well as additional information produced for use by the Client in the interest of the product; (ii) Support of the implementation of the DIMFT System product, by process managers and technicians indicated by the Client; (iii) Monitoring and support in the installation and maintenance of the products with the Client's technology team; (iv) Delivery of all documentation of the artifacts generated for the DIMFT System; (v) Inclusion of practical development activities (workshop and simulation) in the scheduled courses, to internalize the theoretical knowledge obtained.
2.8. APPROVAL OF THE INTEGRATED ENVIRONMENT
\nAs established as a system requirement, there is a need to integrate the DIMFT System with systems and data from various institutions within the state.
\nIntegration with the RH-Parana/Meta4 System is one of the main ones and, in addition to sharing data on public servants, positions and salaries, involves the integration of the workflow of processes.
\nAfter implementing all modules of the DIMFT System, the Contractor shall have all planned integration functionalities approved, proving the integration between the developed modules and those existing systems for which integration is planned.
\nTo do this, the Conctractor team, shall be coordinated and work together with the team defined by the Client and and by Celepar to identify and correct possible failures in order to ensure that all integrations work as planned in the DIMFT System production environment.
\nA technician from the Client will monitor the approval process for the integrated environment.
\n2.9. MAINTENANCE AND TECHNICAL SUPPORT
\nThe Contractor shall prepare a Maintenance and Technical Support Plan with the procedures to be adopted for the continuity of the DIMFT in the production environment. This Maintenance and Technical Support Plan shall be executed in the event of failures or defects in the DIMFT software, upon request by the Client.
\nDuring the maintenance period, the Contractor shall respond to calls received from the Client to resolve potential problems related to maintaining the correct functioning of the DIMFT System. The specific Maintenance and Technical Support service shall focus on corrective maintenance. On the other hand, if evolutionary maintenance that is relevant to DIMFT is identified, this will be handled through requirements and change management.
\nThe requested technical support service may be provided locally or remotely. Remote service may be provided by email or through the 0800-call center provided by the Contractor. Cases that require local service and that require time for the technician to be mobilized to the Contractor's facilities shall be handled and agreed upon between the Client and the Contractor.
\nThis communication channel shall allow, at a minimum, the recording of the following information:
\na) Opening hours;
\nb) Degree of severity and description of the occurrence;
\nc) Time of first return by the Contractor;
\nd) Start time of the contractor's work for the technical solution;
\ne) Communication, by the Contractor, of the completion of work to resolve the situation;
\nf) Client’s assessment of the completion of the technical solution;
\ng) For the purposes of controlling service deadlines, the technical call will be considered resolved/completed at the time the Contractor communicates the completion of the work, provided that the Client's assessment is positive, even if it occurs later.
\nThe degree of severity will determine the priority of service according to the impact resulting from the incident as recorded in the following table which represents the established Service Level Agreement (SLA).
\nThe verification of indicators and the assessment of compliance with established goals will be carried out through the receipt of monthly reports, generated through a computerized system connected to the service platform made available by the Contractor.
\n\n
Incident Handling Table
\n\n| \n\t\t\t Severity \n\t\t\t | \n\t\t\t\n\t\t\t Impact \n\t\t\t | \n\t\t\t\n\t\t\t TR - Response Time \n\t\t\t | \n\t\t\t\n\t\t\t TS - Solution Time \n\t\t\t | \n\t\t\t\n\t\t\t Treatment Regimen \n\t\t\t | \n\t\t
| \n\t\t\t High \n\t\t\t | \n\t\t\t\n\t\t\t Total Unavailability: operational incident that causes the total interruption of the service for users \n\t\t\t | \n\t\t\t\n\t\t\t 4 hours \n\t\t\t | \n\t\t\t\n\t\t\t 8 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
| \n\t\t\t Average \n\t\t\t | \n\t\t\t\n\t\t\t Partial Unavailability: operational incident that causes the interruption of one or more functionalities for service users \n\t\t\t | \n\t\t\t\n\t\t\t 6 hours \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
| \n\t\t\t Low \n\t\t\t | \n\t\t\t\n\t\t\t Slowness, reduced performance or operational incident that impacts a functionality of the solution \n\t\t\t | \n\t\t\t\n\t\t\t 8 hours \n\t\t\t | \n\t\t\t\n\t\t\t 40 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
Upon justification and provided that it is accepted by SEAP, the established deadlines may be extended or temporary workaround solutions may be adopted.
\nThe Contractor's actions in the event of incidents and requests recorded by the Client will comply with service levels in accordance with the impact resulting from the severity of the incidents and in accordance with the established service provision schedules.
\nThe service deadline for incidents and requests will start from the registration of the request, within the Treatment Regime hours, or from the first hour of the next service cycle to be initiated.
\nFor the purpose of initiating technical action activities on the incident, the record in the incident management tool will be considered, which will also be used to note the resumption of normal services or additional actions that may be necessary to resolve any problem that caused the incident.
\nIf the incident originates from software and hardware components that depend on third-party interventions, this information shall be recorded, as well as the steps being taken and the prospect of normalization.
\nWhile the incident call or request is under the responsibility of the Client, the counting of the time of action will be paused, resuming when it is under the responsibility of the Contractor.
\nThe incident will be considered closed, for ANS accounting purposes, when service availability is reestablished under the terms defined for Severity Levels and ANS, regardless of the recording of the action and closing of the respective call.
\nWhen opening multiple incidents related to the same source, they will be referenced by the first one.
\n2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION
\nThe DIMFT System shall be a system entirely built to be accessed via a WEB platform, and may be accessed from the Internet, via the State's corporate network or externally. The provision of a suitable network link for access to the system and for the system to be used via an Internet browser shall be the responsibility of the Client.
\nThe Client will be responsible for the fundamental items for the system to function in a WEB environment, namely: Internet link on the corporate network; Secure environment; Corporate network infrastructure; Hosting of processing units (physical and logical), managed by operating systems, as well as the installation of a set of other applications, routines or systems (software) that will perform specific activities, installed and configured in a personalized manner and other infrastructure items necessary for the operation of the development, approval and production environments, according to standards defined for the system hosting environment in the Celepar Data Center.
\nAll hardware, software and network infrastructure described above as fundamental items for the implementation of the DIMFT System will be the responsibility of the Client, and the Contractor may only support its dimensioning. The Contractor undertakes to provide additional software licenses to the environment defined in the Celepar Data Center and which are necessary for structuring the development and operation environment the DIMFT system.
\nAs previously mentioned, the systems will be installed in Celepar's Data Center, in the environment that serves SEAP. The available infrastructure consists of high-performance servers with large storage capacity, which are hosted in Celepar's Data Center that serves the Government of the State of Paraná.
\nCelepar's current production environment is described in Item 5 of ANNEX III of this document.
2.11. PREPARATION OF DEVELOPMENT, APPROVAL AND PRODUCTION ENVIRONMENTS
\nThe Contractor will be responsible for the installation, documentation and configuration of the DIMFT System in the development environments and in the approval and production environments to be made available by the Client, in order to allow its perfect functioning and compliance with the specified technical requirements.
\nThe DIMFT System will be developed in the Contractor's development environment, which shall provide, at its own expense, all hardware and software infrastructure, as well as the physical resources necessary to provide the contracted services.
\nThe Contractor shall install and configure the approval and production environments indicated by the Client.
\nThe infrastructure of the approval environment shall be adequate to meet the needs of the approval process, and may adopt hardware with a lower capacity than that provided for the production environment, but including the same configurations as the production environment.
\nRequirements for deployment into production shall include a final code audit to verify the use of good programming practices and system security verification tests, including intrusion tests.
\nThe services described above shall be performed by the Contractor's technicians, accompanied by technicians appointed by the Client, and at the end of this process, the systems shall be implemented and in operation, configured, stable and operational, duly approved by Celepar.
\nThe Contractor shall observe the security standards, norms and rules in use in the Client´s technological environments.
\nAny need for adjustments or changes arising from specific characteristics and requirements shall be discussed in advance with the Client's technicians.
\nThe Contractor shall submit the complete technological solution to be approved by the Client with support from Celepar.
3. PRODUCTS, EXPECTED RESULTS, FORM OF PRESENTATION AND ACCEPTANCE OF SERVICES
\n3.1. PRODUCTS AND BY-PRODUCTS TO BE SUPPLIED
\nThe products and by-products to be provided under this Term of Reference are the software engineering artifacts required for system operation and future transition, resulting from the project's macro activities, as well as monitoring reports on project management activities, assisted operation and technical support.
\nThe products related to the activities that make up each macroactivity, intermediate products to the deliveries defined in the table below, shall be detailed in the System Project Plan, as well as the distribution of these deliveries in the months of the project, in accordance with the Physical and Financial Schedule of Activities presented in the System Project Plan.
\nThe following table shows the deliveries expected throughout the project, defining the products/by-products. For the disbursement to be made, all subproducts related to the delivery shall be approved by the Client through the acceptance term.
Products, subproducts/activities distributed throughout the information system project
\n\n| PRODUCT NAME BY-PRODUCT/ACTIVITIES | \n\t\t
| System Project Plan | \n\t\t
| Personnel Sizing Process Mapping Document; | \n\t\t
| DIMFT System Process Consolidation Document that will be part of the scope of the software solution | \n\t\t
| Description of System Operation Concepts | \n\t\t
| System Requirements Specification | \n\t\t
| Description of the System's External Interfaces | \n\t\t
| System Design/Architecture Document | \n\t\t
| Software Requirements Specification | \n\t\t
| System Software Design | \n\t\t
| Software Version Delivery | \n\t\t
| System Test Plan | \n\t\t
| System Testing Procedure | \n\t\t
| Report on the Results of Acceptance Tests in the System Approval Environment | \n\t\t
| Report on the Results of Acceptance Tests in the System Production Environment that shall be delivered with the Information System Software Version | \n\t\t
| Assisted Operation Plan | \n\t\t
| Assisted Operation Results Report | \n\t\t
| Integration Plan | \n\t\t
| Source code, data model, APIs and third-party tools | \n\t\t
| Data dictionary | \n\t\t
| System Operation Manual | \n\t\t
| User Operation Manual | \n\t\t
| System Installation Manual | \n\t\t
| Provision of all technical documentation of the systems with all their components, as well as additional information produced for use by the Client in the interest of the product | \n\t\t
| Monitoring of the implementation of the DIMFT System product, by process managers and technicians indicated by the Client. | \n\t\t
| Monitoring and support in the installation and maintenance of products together with the Client's technology team | \n\t\t
| Delivery of all documentation of the artifacts generated for the DIMFT System | \n\t\t
| Inclusion of practical development activities (workshop and simulation) in the scheduled courses, to internalize the theoretical knowledge obtained | \n\t\t
| Integration functions tested and working | \n\t\t
| Technical support services, in accordance with the established service level | \n\t\t
| System Operation Infrastructure Specified in accordance with the standards adopted in the Data Center defined by the Client | \n\t\t
| Ready-to-use Development, Homologation and Production Environments | \n\t\t
The schedule presented, as well as the description of the by-products/activities, is a forecast for analysis by the Contractor, who may present changes in its proposal for evaluation by SEAP and Celepar.
\n\n
\n3.2. FORM OF PRESENTATION AND ACCEPTANCE OF PRODUCTS
\nAll products resulting from activities that are part of the scope of Phase 5 of this Term of Reference shall be presented in digital format and, in specific cases, in accordance with the following compliance:
\n• 01 (one) digital copy of the DIMFT System software, in version 1.0 approved by the Client. For each new version produced, the Contractor shall deliver a new copy after approval, until the final version of the implemented software is delivered;
\n• Operation Manual in digital media;
\n• System Manual and System Installation Manual in digital format;
\n• Project reports, in digital format, generated monthly, with the appropriate document identification and numbering, according to the standard proposed by the Contractor;
\n• Final product report, in digital format, including all product documents, in an orderly, referenced and organized manner, according to the standard proposed by the Contractor.
The Contractor shall present, in the System Project Plan, the standard and model for structuring, referencing and organizing the product documents, which shall be analyzed and approved by the Client. This will be the standard to be followed when delivering related products (Product Documents and Product Reports).
\nAll generated artifacts, reports and documents cited shall be delivered in digital format, with the digital format being 1 (one) copy in .pdf and 1 (one) copy in editable format (word, for example).
\nSEAP will issue a Provisional Receipt Term for each stage delivered by the Contractor.
\nSEAP together with Celepar will have a maximum period of 15 (fifteen) business days, respecting the minimum period of 5 (five) business days, to assess whether the products delivered are in accordance with the specifications of this Term of Reference, with the aim of APPROVING (ACCEPT) or REJECTING the products delivered. This period shall be considered in the Project Plan. Failure by SEAP to respond within these periods will imply tacit acceptance of the delivered artifacts.
\nIf the products of a delivery are REJECTED, the Contractor shall, after notification from SEAP, make the necessary and requested adjustments, based on the technical specifications of the products, contained in this Term of Reference, within 10 days, counted from the date of receipt of the formalization of the rejection issued by the Client.
\nThe Final Receipt and Approval of Products Term, through the product acceptance term, relating to each delivery will be issued after compliance assessment and confirmation that the artifacts comply with the technical specifications established in this Term of Reference and in the System Project Plan.
\nThe Rejection Term will be issued when there are technical errors or improprieties or failure to meet technical specifications that are characterized as impediments to receiving the artifacts, quality defects or failure to observe the standards and best practices for project development.
\nAPPROVAL or ACCEPTANCE of products by SEAP and Celepar, where applicable, does not exempt the CONTRACTOR from responsibility for correcting errors identified within the warranty period defined for the project.
\n3.3. PLACE OF SERVICE PERFORMANCE
\nThe services shall be performed at the Contractor's facilities, which shall provide, at its own expense, all hardware and software infrastructure as well as the physical resources necessary to perform the contracted services.
\nInteractions with SEAP professionals, necessary for the execution of services, will take place in Curitiba - PR, and the Contractor will be responsible for the displacement of professionals involved in the provision of services when necessary. Meetings may be held remotely, via teleconference, when possible and authorized by the Client.
\nThe Contractor shall necessarily connect to the Celepar network, duly authorized by SEAP, to use the Celepar technological infrastructure environment, mainly for configuration and technical support activities related to the approval and operation services of the Information System in the Celepar Data Center environment. To this end, all security and access standards for systems and environments defined by Celepar shall be followed.
\nThe technological infrastructure required to provide the contracted service, including: hardware, software and physical and logical connections of the CONTRACTOR's development environment, shall be in operation within a maximum period of 60 (sixty) days from the signing of the contract, at which time it may be subject to inspection by Celepar/SEAP.
4. TECHNOLOGICAL PARTNER
\nCelepar is the company responsible for maintaining the Information and Communication Technology (ICT) infrastructure in the State of Paraná and providing related services. It is responsible for defining the software platforms adopted by the State of Paraná, as well as maintaining the physical network, providing corporate systems and network security.
\nSEAP does not have a physical structure or ICT technical team to maintain systems and data centers, and hosts its systems on servers at Celepar, through contracts with the company.
\nThe DIMFT System will be installed in a production environment at Celepar's data center and shall follow platform definitions and restrictions, in addition to security protocols.
\nAfter the end of the development and technical support contract, SEAP will define the institution that will be responsible for the development of the systems. To this end, one or more technicians will be designated to monitor all phases of the project, including training and technology transfer.
\nFurthermore, a large part of the State's legacy systems and corporate systems, which shall be considered in the integration with the new systems, are also under the responsibility of Celepar or in operation in the company's Data Center.
\nTherefore, all information contained in this Term of Reference related to the Client with regard to technological aspects will include its partner Celepar – Companhia de Tecnologia da Informação e Comunicação do Paraná, located at Rua Mateus Leme, 1561 – Centro Cívico – CEP 80.530-010 – Curitiba/PR.
5. CELEPAR PRODUCTION ENVIRONMENT
\n\n| \n\t\t\t Database \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t PostgreSQL \n\t\t\t | \n\t\t\t\n\t\t\t 10.1 \n\t\t\t | \n\t\t
| \n\t\t\t Oracle \n\t\t\t | \n\t\t\t\n\t\t\t 11G R2 and 12C (check license availability) \n\t\t\t | \n\t\t
| \n\t\t\t Platforms for Development \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Java Web \n\t\t\t | \n\t\t\t\n\t\t\t 1.7 or higher \n\t\t\t | \n\t\t
| \n\t\t\t Light PHP \n\t\t\t | \n\t\t\t\n\t\t\t 5.5.11 or higher \n\t\t\t | \n\t\t
| \n\t\t\t Application Servers \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t JBoss \n\t\t\t | \n\t\t\t\n\t\t\t WildFly 10.x (for new applications) \n\t\t\t | \n\t\t
| \n\t\t\t Apache \n\t\t\t | \n\t\t\t\n\t\t\t No version restriction - latest available on the operating system \n\t\t\t | \n\t\t
| \n\t\t\t Version Control Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t CVS or SVN \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Application Publishing Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Shipyard \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Jenkins \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Systems for Library Managers \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Composer \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Maven \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Security Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t IDDigital \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Security Center \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Server Operating Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Linux \n\t\t\t | \n\t\t\t\n\t\t\t SLES 12 sp1 or sp3 (constantly evolving) \n\n\t\t\tCentOS and Debian distributions \n\t\t\t | \n\t\t
| \n\t\t\t Windows \n\t\t\t | \n\t\t\t\n\t\t\t 2012 R2 (we have already developed the 2016 template, and this should be adopted in the next servers) \n\n\t\t\tLegacy - numerous versions (2000, 2003, 2008, 2008R2, etc...) \n\t\t\t | \n\t\t
| \n\t\t\t Systems for Virtualization \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t VMware \n\t\t\t | \n\t\t\t\n\t\t\t vSphere 6 \n\t\t\t | \n\t\t
| \n\t\t\t Authoritative Bases \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t OpenLDAP (Expresso) \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t AD – Active Directory \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t IDDigital \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
\n\n
ANNEX IV
\nList of Requirements for the DIMFT Information System
| ITEM | \n\t\t\t\n\t\t\t DESCRIPTION \n\t\t\t | \n\t\t
| 1. | \n\t\t\t\n\t\t\t NON-FUNCTIONAL REQUIREMENTS \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 The authentication of system users shall be done in an integrated manner with the Security Center used in the corporate environment of the State of Paraná. \n\t\t\t | \n\t\t
| 1.2. | \n\t\t\t\n\t\t\t The system's parameterization in its various modalities, such as report formatting, use of parameters for indicators (for example, open or closed regime, function), restrictions, establishment of calculation formulas or other situations that require adaptations for use of the proposed methodology shall be designed for creation and updating by system users, without the need for changes to the program code. \n\t\t\t | \n\t\t
| 1.3. | \n\t\t\t\n\t\t\t The system shall allow the creation of access profiles to its functionalities, with administration directly by its users. \n\t\t\t | \n\t\t
| 1.4. | \n\t\t\t\n\t\t\t Considering the diversity of users of the system, with different functions, its usability shall include accessibility aspects and the interface shall be compatible with the operations to be performed, according to the user profiles, being totally intuitive for operational activities and with information and guidance provided directly by the system for more complex functions that require user expertise, such as system parameterization, sizing calculations and information analysis. \n\t\t\t | \n\t\t
| 1.5. | \n\t\t\t\n\t\t\t Access to the DIMFT System functionalities will be provided, at least, through the following WEB browsers: Microsoft Edge, Firefox, Safari and Chrome, in their most recent versions, in an infrastructure and operating software that will be provided by SEAP, as stated in item 2.10 (System Operating Infrastructure Specification). \n\t\t\t | \n\t\t
| 1.6. | \n\t\t\t\n\t\t\t Integrations with other Information Systems, within the scope of State Public Administration institutions and which are of a continuous nature, should be carried out, preferably, through the use of APIs, with SEAP being responsible for authorizing the use of APIs to access the systems to be integrated and the Contractor being responsible for developing the APIs that are part of the DIMFT system. \n\t\t\t | \n\t\t
| 1.7. | \n\t\t\t\n\t\t\t The DIMFT System shall include the creation of APIs that allow the exposure of data generated by the system to be accessed by other systems of interest to the State Public Administration. In specific situations, the system data may also be exported in file exchange formats. \n\t\t\t | \n\t\t
| 1.8. | \n\t\t\t\n\t\t\t The DIMFT System shall be developed within the scope of this Term of Reference using a development platform in accordance with environments approved for the Celepar Data Center, as stated in item 2.10 (System Operation Infrastructure Specification). \n\t\t\t | \n\t\t
| 1.9. | \n\t\t\t\n\t\t\t The Database Management System to be used in the system shall be PostgreSQL, unless another proposal is approved by the Client, provided that the state's interest is proven. \n\t\t\t | \n\t\t
| 1.10. | \n\t\t\t\n\t\t\t The System should consider the adoption of specialized tools that can be integrated with the core to be developed, in order to enable data analysis, scenario generation, report and dashboard generation, application of Artificial Intelligence and other facilities compatible with the functional requirements employed. The tools to be proposed should preferably be those in use at Celepar's Data Center. If a tool is proposed that does not fit this situation, its use shall be previously approved by the Client. In the case of proposing these specialized tools, the established licensing rules shall be complied with. \n\t\t\t | \n\t\t
| 2. | \n\t\t\t\n\t\t\t GENERAL REQUIREMENTS \n\t\t\t | \n\t\t
| 2.1. | \n\t\t\t\n\t\t\t The products to be developed within the scope of the project shall cover all the Agencies/Entities covered (Annex I), careers/career cadres with respective positions/functions, which have not been declared extinct upon becoming vacant (Annex II). It should be noted that possible changes in the organizational structure and/or careers/career cadres due to new state management guidelines implemented after the publication of this Term shall be considered and incorporated. Consider the updated version of Annexes I and II at the time of the contract. (Item 4) \n\t\t\t | \n\t\t
| 2.2. | \n\t\t\t\n\t\t\t The System shall be capable of including a methodological proposal, including data collection and parameter definition, which includes the establishment of stratified and statistically representative samples in each area, agency or career cadre, provided that there is a high degree of standardization of processes. (Item 4.2.4) \n\t\t\t | \n\t\t
| 2.3. | \n\t\t\t\n\t\t\t The system shall be capable of maintaining versions produced in the functional dimensions performed, including the data used for dimensioning, enabling comparison of the results obtained in each of the versions. \n\t\t\t | \n\t\t
| 3. | \n\t\t\t\n\t\t\t CURRENT SITUATION SURVEY (5.2.1) \n\n\t\t\tThe System shall provide functionalities for data capture through integration with other systems, manual input, and asynchronous data loading to store the information resulting from the current situation survey, in accordance with Annexes I and II. It shall also be capable of including other institutions and career paths, and shall address the following aspects — or others, should there be changes in the proposed reference model: \n\t\t\t | \n\t\t
| 3.1. | \n\t\t\t\n\t\t\t Survey and analysis of the current workforce in agencies/entities: quantity by type of employment relationship, carreer cadre, position/function and unit, with emphasis on the activities performed. (Item 5.2.1.1.1.) \n\t\t\t | \n\t\t
| 3.2. | \n\t\t\t\n\t\t\t Survey, identification and analysis of the organizational structure of all Agencies/Entities that make up the Direct Administration and Autonomous Agencies, according to the level of activity of the organizational structure, covering regional structures. (Item 5.2.1.1.2.) \n\t\t\t | \n\t\t
| 3.3. | \n\t\t\t\n\t\t\t Survey of legally established competencies, competencies intrinsic to the execution of the public service, and organizational goals of the Agencies/Entities subject to the dimensioning to be carried out according to the levels of action of their organizational structure, covering regional structures. (Item 5.2.1.1.3.) \n\t\t\t | \n\t\t
| 3.4. | \n\t\t\t\n\t\t\t Survey and analysis of available productivity data, individually and comparatively, in the case of units that have a similar service profile, providing, when possible, indicators for the subsequent preparation of action plans to improve productivity (for example, employee training plan, process standardization, automation of activities, need to improve technological conditions etc.). (Item 5.2.1.1.4.) \n\t\t\t | \n\t\t
| 3.5. | \n\t\t\t\n\t\t\t Collection of information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their impacts on performance and productivity, as well as on the state public budget. (Item 5.2.1.1.5) \n\t\t\t | \n\t\t
| 3.6. | \n\t\t\t\n\t\t\t Mapping of existing jobs in agencies/entities, by type: in-person, hybrid and teleworking, with a breakdown of the levels of operational units in their organizational structure. (Item 5.2.1.1.6) \n\t\t\t | \n\t\t
| 3.7. | \n\t\t\t\n\t\t\t Identification of the strategic role played by the areas of the State and vision of the future, taking into account social and economic changes, in work and social security regimes, technological and work processes innovations, and respective impacts on the demand for the workforce, qualitatively and quantitatively. (Item 5.2.1.1.7) \n\t\t\t | \n\t\t
| 3.8. | \n\t\t\t\n\t\t\t Identification and analysis of priority demands, repressed demands, difficulties, distortions, critical issues, good management practices that resulted in increased productivity, among others. (Item 5.2.1.1.8) \n\t\t\t | \n\t\t
| 3.9. | \n\t\t\t\n\t\t\t Information considered relevant to the execution of the survey and dimensioning, obtained from the respective agencies and managers, using specific forms and structured questionnaires. (Item 5.2.1.1.9) \n\t\t\t | \n\t\t
| 3.10. | \n\t\t\t\n\t\t\t Macro data relating to costs corresponding to the carreer cadre, considering all financial advantages (bonuses, benefits, assistance, dangerousness, unhealthy conditions, among others) related to the position/function evaluated. (Item 5.2.1.1.10) \n\t\t\t | \n\t\t
| 3.11. | \n\t\t\t\n\t\t\t Professional profiles of each position/function, such as education, duties, work regime, working hours, among others. (Item 5.2.1.1.11) \n\t\t\t | \n\t\t
| 3.12. | \n\t\t\t\n\t\t\t Percentage of absenteeism by function, broken down by the career cadre, agency/entity, considering and discriminating the different causes of absence (foreseen and unforeseen). (Item 5.2.1.1.12) \n\t\t\t | \n\t\t
| 3.13. | \n\t\t\t\n\t\t\t Seasonal demand, pent-up demand, overestimated demand, function deviations and their impacts on performance and productivity, as well as on the state public budget. (Item 5.2.1.1.13) \n\t\t\t | \n\t\t
| 4. | \n\t\t\t\n\t\t\t WORKFORCE SIZING (5.2.2) \n\t\t\t | \n\t\t
| 4.1. | \n\t\t\t\n\t\t\t The System shall be able to identify, in terms of qualitative and quantitative profiles, the ideal carreer cadre for the functioning of the administrative units that make up the areas of State activity in the current context and over a horizon of up to 10 years. \n\t\t\t | \n\t\t
| 4.2. | \n\t\t\t\n\t\t\t The System shall be able to implement differentiated strategies for the various sectors according to the reality identified. For example, in areas and units that present the same service profile as hospitals, the dimensioning work can be replicated by adopting sizes. In units of the same profile and size or of equivalent size, the same dimensioning can be applied, but it shall always be aligned with the trend indicated by the demographic behavior of the state/municipalities. \n\t\t\t | \n\t\t
| 4.3. | \n\t\t\t\n\t\t\t The System shall provide functionalities to dimension the workforce, according to the proposed methodology, through the implementation of parameterizable algorithms and indicators, user interaction interfaces, data analysis mechanisms, production of queries, reports and panels representing the results and generation of data to eventually be consumed by other systems (for example, in csv format), covering, at least, the following aspects, or others if there is a change in the proposed reference model. \n\t\t\t | \n\t\t
| 4.4. | \n\t\t\t\n\t\t\t The system shall consolidate the methodological proposal for sizing the workforce, by area of activity, based on a survey of qualitative, quantitative and cost data, analysis of indicators and application of the parameters adopted. (Item 5.2.2.1.1).. \n\t\t\t | \n\t\t
| 4.5. | \n\t\t\t\n\t\t\t The system shall present a detailed and structured documentation/dossier by area of activity, carreer cadre, position and function, of the methodology developed for preparing the Workforce Sizing, indicating the parameters used, indicators and other information pertinent to the data modeling used. (Item 5.2.2.1.2.) \n\t\t\t | \n\t\t
| 4.6. | \n\t\t\t\n\t\t\t The system shall identify of which Agencies/Entities, based on a comparison of the proposed ideal sizing and the existing staff, are oversized, undersized, or have the correct sizing, but with an imbalance between the levels of activity of their organizational structure, covering the regions. (Item 5.2.2.1.3.) \n\t\t\t | \n\t\t
| 4.7. | \n\t\t\t\n\t\t\t The system shall provide information that allows the preparation of strategy proposals aimed at optimizing human, material, financial and budgetary resources that include, among others: (Item 5.2.2.1.4.) \n\n\t\t\ta) adjustments to the composition of the workforce, in terms of profile, hiring method, modernization and restructuring of career cadres, including recommendations for the elimination, creation or reformulation of positions and/or functions; \n\n\t\t\tb) modernization of management through review of processes, investment in information technology, including the use of information systems and application of artificial intelligence, change in the way services are offered (digital and others); \n\n\t\t\tc) adoption of the Teleworking regime; \n\n\t\t\td) indication of distortions, deficiencies and problems found and recommendation of the necessary interventions to solve them; \n\n\t\t\te) guidelines for developing a career cadres training plan; \n\n\t\t\tf) Possibility of alternative service provision models that consider, among other possibilities, partnerships with the third sector, public-private partnerships and outsourcing. \n\t\t\t | \n\t\t
| 4.8. | \n\t\t\t\n\t\t\t The system shall provide functionalities that support workforce sizing activities, as described in subitem 5.2.2.2 of the Term of Reference. \n\t\t\t | \n\t\t
| 5. | \n\t\t\t\n\t\t\t WORKFORCE ADEQUACY PLAN AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN (5.3) \n\t\t\t | \n\t\t
| 5.1. | \n\t\t\t\n\t\t\t The System shall provide functionalities for carrying out comparative analyses between the current situation and the sizing, allowing the identification of deficit and surplus areas, indicating the necessary interventions, which may include, in addition to the replacement or expansion of the number of employees, the restructuring of work processes, requalification, reassignments or reformulation of the service contracting method, according to the proposed methodology. \n\t\t\t | \n\t\t
| 5.2. | \n\t\t\t\n\t\t\t The System shall provide functionalities to support the preparation of the workforce adequacy plan (replacement, expansion and optimization), as detailed in 5.3.1, establishing the need for hiring employees and the respective cost forecast, for the short term (zero to 2 years), medium term (3 to 5 years) and longterm (6 to 10 years), considering the hiring forecast resulting from the replacement rates and projection of revenues and expenses of the State, by agency/entity, in accordance with the Carreer cadres, Positions and Functions, taking into account the potential for using a reserve register in current public examinations and the limits established in Complementary Law No. 101, Fiscal Responsibility Law. \n\t\t\t | \n\t\t
\n\n
"},{"id":"OP00364719","notice_type":"Request for Expression of Interest","noticedate":"21-Jun-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-07-07T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Philippines","project_id":"P164765","project_name":"Teacher Effectiveness and Competencies Enhancement Project","bid_reference_no":"TEACEP-CS-2-QCBS","bid_description":"A 3-year contract of a Consultancy Services for the Coaching and Professional Development Program for TEACEP","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"DepED Complex, Meralco Ave., Pasig City, Metro Manila","contact_ctry_name":"Philippines","contact_email":"depedcentral.bacsecretariat@deped.gov.ph","contact_name":"Atty Sheena Lynne L. Antalan","contact_organization":"Department of Education","contact_phone_no":"8637-5584 /8631-8380","contact_web_url":"www.deped.gov.ph","submission_date":"2025-06-21T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(QUALITY AND COST-BASED SELECTION)
\n\nProject Number: 2025-PMS3(001)-BI-QCBS-019
\n\n\n\n
\n\n
PHILPPINES
\n\n\n\n
TEACHER EFFECTIVENESS AND COMPETENCIES ENHANCEMENT PROJECT (TEACEP)
\n\n\n\n
Loan No./Credit No./ Grant No.: IBRD-94810
\n\n\n\n
Assignment Title: Procurement of Consultancy Services for the Coaching and Professional Development Program for TEACEP
\n\n\n\n
Reference No. TEACEP-CS-2-QCBS
\n\n\n\n
The Department of Education (DepEd) has received financing from the World Bank toward the cost of the Teacher Effectiveness and Competencies Enhancement Project (TEACEP) and intends to apply part of the proceeds for consulting services.
\n\n\n\n
To measure the success of the TEACEP program, a consultancy firm will be hired to support the professional development activities for teachers, master teachers, school heads, and supervisors from the regional and (SDO) of Regions IX, XII, and BARMM in enhancing/ strengthening reading/literacy and mathematics/numeracy skills, for 30 months of engagement.
\n\n\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 DepEd 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\n\n\n
\n\n
\n\n
d. Must have a maximum four (4) ongoing contracts and/or projects.
\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”, dated November 2020) (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\n\n\n
In addition, please refer to the following specific information on conflict of interest related to this assignment:
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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 Borrower. Without limitation on the generality of the foregoing, Consultants shall not be hired under the circumstances set forth below:
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i. the preparation of the TOR for the assignment;
\n\nii. the selection process for the contract; or
\n\niii. the supervision of the contract, may not be awarded a contract, unless the conflict stemming from this relationship has been resolved in a manner acceptable to the Bank throughout the selection process and the execution of the contract.
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Consultants 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.
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A Consultant will be selected in accordance with the Quality and Cost-Based Selection set out in the Procurement Regulations.
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Further information can be obtained at the address below during office hours 0900 to 1700 hours.
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Expressions 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 July 3, 2024.
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Bids and Awards Committee I
\n\nAttn: OIC- Undersecretary Malcolm S. Garma
\n\nc/o Procurement Management Service-BAC Secretariat Division
\n\nRm. M-512, 5th Floor, Mabini Bldg., DepEd Central Office Complex,
\n\nMeralco Avenue, Pasig City, Philippines, 1600
\n\nTel: 8633-9432 or 8636-6542
\n\nE-mail: depedcentral.bacsecretariat@deped.gov.ph
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Teacher Effectiveness and Competencies Enhancement Project (TEACEP)
\n\nProject Management Service
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TERMS OF REFERENCE
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Procurement of Consultancy Services for the Coaching and Professional Development Program for TEACEP
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The Department of Education (DepEd) has consistently pursued teacher quality reforms through several initiatives, including a recent cornerstone reform the Philippine Professional Standards for Teachers (PPST) through the DepEd Order 42, 2017. PPST is used as a basis for all learning and development programs for teachers to ensure that they are properly equipped to effectively implement the K-12 program.
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In 2017, DepEd, through National Educators Academy of the Philippines (NEAP), was granted accreditation by the Professional Regulation Commission as a provider of Continuing Professional Development (CPD) for teachers. In 2019, DepEd put forward a new reform plan to transform the NEAP organization and professional development programs. According to its new role, NEAP is given the overall responsibility for the design, development, and delivery of professional development for teachers, school leaders and other teaching related personnel. It is also responsible for maintaining training standards and the quality of training delivery.
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The Teacher Effectiveness and Competencies Enhancement Project (TEACEP) will support the government’s priority teacher reforms, focusing on enhancing teaching quality for literacy, numeracy, and socioemotional skills for kindergarten to grade 6, and ultimately to improve reading and math learning outcomes among elementary students in selected regions in Mindanao. The Project will also support DepEd in rolling out PPST as well as Philippine Professional Standards for School Heads (PPSSH) and Philippine Professional Standards for Supervisors (PPSS)—which guide NEAP in defining and designing professional development programs—and pursuing the implementation of the NEAP Transformation Plan.
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TEACEP, through this engagement, supports professional development activities for teachers, master teachers, school heads, and supervisors from the regional and (SDO) of Regions IX, XII, and BARMM in enhancing/ strengthening reading/literacy and mathematics/numeracy skills.
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This engagement will contribute to the enhancement in the implementation of professional development programs and practices, particularly in the following areas: (i) instructional coaching at the school level; (ii) conduct of learning action cells (LAC) at the school level; (iii) instructional leadership of master teachers, school heads and supervisors from schools division and regional offices; (iv) in-service training of K-to-6 teachers.
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The contracted learning service provider (LSP) is expected to submit an inception report after receiving the Notice to Proceed. Generally, LSP will bring technical expertise and project management, and work closely with NEAP to ensure that the outputs of this engagement for regions IX, XII, and BARMM are produced, and the agreed approach and activities are successfully carried out and aligned to the requirements indicated in the Project Operation Manual (POM)
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The scope of work and expected outputs for this engagement are clustered into seven major components in accordance and outline in the POM
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| \n\t\t\t Expected Output/Deliverables \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 Proposed Percentage of Deliverables \n\t\t\t | \n\t\t
| \n\t\t\t M1: Inception Report, including inclusion strategies to be implemented \n\t\t\t | \n\t\t\t\n\t\t\t Q3 of 2025 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t M2: Coaching Program Design and Toolkit and Coaching Certification Process and Development of Hybrid Classroom Observation Tool (COT), Coaches trained, training package on coaching and mentoring, coaching and mentoring implementation plan; project monitoring mechanism including assessment tools on teachers’ performance improvement. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Q3 of 2025 \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t M3: LAC packages on numeracy and literacy, training package for LAC leaders, TOT conducted, LAC implementation plan \n\t\t\t | \n\t\t\t\n\t\t\t Q4 of 2025 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t M4: Instructional Leadership Learning Package for School Heads; Instructional Leadership Learning Package for Supervisors at the SDO and Regional Offices; Training of Trainers of numbers of selected participants; Instructional Leadership Training Plan \n\t\t\t | \n\t\t\t\n\t\t\t Q1- Q2 of 2026 \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t M5: Enhanced teacher training package on literacy, numeracy and socio-emotional skills for K to 3 Teacher training package on literacy, numeracy and socio-emotional skills for Grades 4-6, Training of trainers for training of Grades 4-6 teachers, Training Plan for Regions IX, XII and BARMM \n\t\t\t | \n\t\t\t\n\t\t\t Q3-Q4 of 2026 \n\n\t\t\t\n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t M6: Conducted the Validation of achievement for PBC 9 utilizing the developed COT \n\t\t\t | \n\t\t\t\n\t\t\t Q1-Q3 of 2027 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t M7: Project Terminal Report \n\t\t\t | \n\t\t\t\n\t\t\t Q4 of 2027 \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Grand Total \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 100% \n\t\t\t | \n\t\t
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| \n\t\t\t Major Outputs \n\t\t\t | \n\t\t\t\n\t\t\t Target Delivery \n\t\t\t | \n\t\t
| \n\t\t\t Coaching Program Design and Toolkit \n\t\t\t | \n\t\t\t\n\t\t\t Q3 of 2025 \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Coaching Certification Process \n\t\t\t | \n\t\t|
| \n\t\t\t Development of Hybrid Classroom Observation Tool (COT) \n\t\t\t | \n\t\t|
| \n\t\t\t Numbers of selected participants trained as trainers/coaches \n\t\t\t | \n\t\t\t\n\t\t\t Q3 of 2025 \n\t\t\t | \n\t\t
| \n\t\t\t Training package on coaching and mentoring \n\t\t\t | \n\t\t|
| \n\t\t\t Coaching and Mentoring Implementation Plan \n\t\t\t | \n\t\t
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This component will develop an enhanced coaching program for Kindergarten to Grade 6 teachers that will ensure more formal, consistent, and effective practices in coaching on enhancing/ strengthening reading/literacy and mathematics/numeracy skills. It will give focus on: (i) ensuring adequate time allocation for the coaching process, (ii) defining clear roles and responsibilities for coaches; (iii) effective training of the coach; (iv) clear linkages to Career Progression[1] for both coaches and teachers; and (v) clear outputs and outcomes to be achieved by teachers through the coaching process. The model principles for effective coaching will be needs-based, differentiated, context-specific, and targeted.
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This coaching program will give special focus on competencies and skills needed to teach literacy and numeracy. Associated with Philippine Professional Standards for Teachers (PPST) and Philippine Professional Standards for School Heads (PPSSH)[JA1] , master teachers and school heads will take on a more defined role related to coaching and mentoring. This is complemented by the initiative of the Bureau of Human Resources and Development (BHROD) in drafting policies on master teacher workload that will help ensure that coaches will have dedicated time for coaching.
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Since reading and mathematics teaching practices will form the core of coaching and other professional development activities, initial focus will be on teaching the five components of reading (phonemic awareness, phonics, fluency, vocabulary, and comprehension) and the core components of numeracy (numbers, counting, shape, space and measures, and operations and calculations). The coaching will include core elements that will be applicable across grades, but also grade-specific elements. There will be general groupings of grades K-3 and grades 4-6, along with more targeted aspects by grade.
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Following intensive trainings, certified coaches will carry out at least monthly coaching sessions[2] with teachers using targeted activities in the instruction of literacy and numeracy[3], as well as how to foster socioemotional skills[4] in young students and teaching learners from indigenous groups.[5] During the coaching sessions, coaches will perform demonstrations, conduct lesson observations utilizing classroom observation tools, followed by feedback, introduce new teaching and assessment techniques, and have discussions where teachers can ask questions, raise issues, and set goals.
\n\nThe component activities will include the following:
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A program design and structure for how coaching and mentoring of teachers will be delivered at the school level will be developed.
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Coaching and mentoring, while both essential to professional development, differ in purpose, structure, and approach. Coaching is typically a short-term, performance-driven process that focuses on improving specific skills, closing performance gaps, and achieving clearly defined goals within a set timeframe. It is structured and goal-oriented, often involving regular sessions between the coach and the coaches, where feedback plays a central role. Coaches use open-ended, thought-provoking questions to help individuals identify their own solutions and promote self-directed learning (Academy to Innovate HR, n.d.; Department of Education, n.d.-a).
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In contrast, mentoring is a longer-term, development-focused relationship in which a more experienced individual provides guidance, shares expertise, and supports the personal and professional growth of a less experienced mentee. It is less formal than coaching and tends to be mentee-driven, with meetings scheduled as needed. The mentor often shares personal experiences and advice to help the mentee navigate career transitions and develop competencies over time (Department of Education, n.d.-b; Parsloe & Leedham, 2003).
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While both coaching and mentoring involve communication, trust, and support, coaching emphasizes performance improvement through structured processes and self-reflection, whereas mentoring centers on long-term growth through experience-sharing and relationship-building (Whitmore, 2002; Academy to Innovate HR, n.d.).
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This design document will include among others the following:
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The program design must also consider the complementation between and among coaching and mentoring and other professional development activities such as learning action cells (LAC) and other forms of in-service training, and such complementation must be reflected in the manner, scope, and strategy of this coaching program.
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The process for developing this program design must consider alignment of existing coaching policies and practices within the Department and as prescribed or advocated by oversight agencies like the Civil Service Commission (CSC). A rapid assessment of coaching activities is in order to take stock on practices that are working for which the design can build on.
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The coaching program design (as discussed above) will be translated into tools, templates, and metrics to be used in implementing coaching as designed. This coaching toolkit will be user-specific, modular, practical, easy to use, and is consistent with the coaching principles, framework, and quality and standards set out in the coaching program design.
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The coaching toolkit will include, but will not be limited to, the following:
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Teachers will be evaluated via classroom observation, capturing practices that teachers have been taught related to teaching literacy and numeracy. As part of the project activities, the DepEd will provide technical assistance to the contracted LSP in the development a hybrid Classroom Observation Tool (COT) based on DepEd COT and the World Bank TEACH[6] to assess teachers' effectiveness in teaching literacy and numeracy.
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Trainers will be selected from NEAP, teacher training institutions, DepEd regional and division offices among others and trained during the school year and will be trained to improve both their coaching and mentoring skills and their knowledge on identified subject matter.
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These trainers must be prepared to implement an initial two-week (10 days) accreditation training for potential coaches who will be selected from master teachers, school heads, and where appropriate, high potential Teachers Upon successful completion of the initial training, the trainees will be certified as coaches.
\n\nThis will include the training package which the trainers will be using when they implement the accreditation training for potential coaches from the three regions covered under this project. The structured training package will include outline of modules, content of each module, time allocation for each module, workplace application, and a plan for assessing content knowledge and training skills during and at the end of training
\n\nAs the trained coaches become trainers themselves and implement the training on coaching to the target master teachers in Regions IX and XII as laid out in their Coaches and Mentors Certification Implementation Plan, the LSP experts will observe, guide and assist them in their first 4 batches of training.
\n\nNote that for this particular training, the LSP will provide the resource persons from their team of experts but the cost for the conduct of activity will be covered by DepEd. LSP must explore the option of delivering this training using online, face-to-face, or blended modalities.
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| \n\t\t\t LAC packages on numeracy and literacy for K to 6 and other supplemental materials, including two LAC modules on socioemotional skills of learners \n\t\t\t | \n\t\t\t\n\t\t\t Q4 of 2025 \n\t\t\t | \n\t\t
| \n\t\t\t Training package for LAC Leaders and Facilitators \n\t\t\t | \n\t\t|
| \n\t\t\t Training of Trainers for LAC \n\t\t\t | \n\t\t|
| \n\t\t\t LAC Implementation Plan \n\t\t\t | \n\t\t
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Teacher collaboration through groups and networks has proven to be a particularly effective mechanism of professional development.[7] The DepEd Learning Action Cell (LAC) sessions use this methodology for teacher professional development at the school level. The LAC sessions allow for teachers to periodically meet throughout the year and collaborate with one another. Currently, there are 28 LAC sessions for teachers in grades K-3 that focus on specific concepts for teaching literacy and numeracy. However, there may be a need to develop additional LAC sessions related to the coaching programs that will be developed with project support. This component will: (i) support development of new LAC sessions needed to augment the current 28 LAC sessions[8] with the development of activities and self-study materials that are closely aligned to the coaching that strengthens knowledge and skills related to teaching literacy, numeracy, and socioemotional skills; and (ii) develop new LAC sessions for grades 4-6 specifically related to teaching reading, mathematics, and socioemotional skills. These modules will also provide greater depth of understanding and will include practical activities that teachers can utilize in the classroom to reinforce their application.
\n\nThe LAC sessions will involve some theory but will be mainly practical. It will include specific tasks such as: (i) how to run the lessons; (ii) how to assess children’s reading and numeracy skill or foster their socioemotional skills; (iii) how to adapt teaching and pace of material given how rapidly children are progressing; (iv) how to solve problems; (v) sharing ideas/learnings problems with other teachers; (vi) how to assess student learning through summative assessments or any existing DepEd issued tool as well as formative assessments; and (vii) role playing. A library of these modules will be developed for selective use by teachers based on their needs. Coaches will be able to assign specific modules to teachers to address individual teacher needs. The modules will be made available on DepEd’s existing Learning Portal for ease of access through conversion or digitalization of the modules.
\n\nThe LAC package will include the following:
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In developing the LAC packages, it is expected that an inventory of existing LAC modules will be conducted to make sure that these modules are not duplicated and their use is optimized. Furthermore, content and field validation will also be conducted where the LAC modules will be presented to DepEd representatives and feedback will be collected to guide the enhancement and revision of the LAC modules. The final output of the LAC package must come in inclusive and accessible format (file format for low vision and print disabilities), in electronic copy and ready for print.
\n\nA training of trainers will be conducted to be participated in by master teachers who will serve as trainers of LAC facilitators at the school level. Training of trainers will focus on enhancing both methodology in conducting LAC and content on teaching literacy, numeracy and socio-emotional skills of learners. LSP must explore the option of delivering this TOT using online, face-to-face, or blended modalities.
\n\nThe LAC Learning Package will be complemented with a LAC Implementation Plan to be consulted to NEAP and DepEd Regional Offices to cover the following targets:
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| \n\t\t\t Major Outputs \n\t\t\t | \n\t\t\t\n\t\t\t Target Delivery \n\t\t\t | \n\t\t
| \n\t\t\t Instructional Leadership Learning Package for School Heads \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Q1-Q2 of 2026 \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Instructional Leadership Learning Package for Supervisors at the SDO and Regional Offices \n\t\t\t | \n\t\t|
| \n\t\t\t Training of Trainers of participants \n\t\t\t | \n\t\t|
| \n\t\t\t Instructional Leadership Training Plan \n\t\t\t | \n\t\t
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School heads play a critical role in the quality of instruction in classrooms. Research points to the potential impact on improved student learning when school leaders are trained on how to support teachers. In some cases where principals were equipped with the right “management” skills (that is, to be able to guide teachers with instructional planning activities, support changes to instructional practices based on student assessment data and observe classes and provide structured feedback to teachers), student achievement increased significantly[9].
\n\nInstructional supervision provided by school heads to the teachers is complemented by the support and expertise that supervisors at the division and regional offices give. While the Education Program Supervisors are content specialists, the Public Schools District Supervisors are responsible that instructional support (i.e. learning materials, etc) are provided throughout the schools. Together, the roles of these leaders are vital in creating a nurturing teaching and learning environment for both teachers and learners.
\n\nTwo sets of training packages will be developed for these instructional leaders: (1) for school heads, (2) for supervisors. These training packages will address the critical competencies – both leadership and technical – that are essential in performing their instructional leadership role. The package will include a specific topic that will facilitate development of a system and accompanying plan to be implemented at the school level to identify at-risk learners and take measure to mitigate dropouts, especially among boys. This plan will be among the outputs that participants are expected to produce at the end of the training, and will subsequently be implemented at their respective schools.
\n\nIn developing these training packages, the following considerations must be taken into account:
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Together, they help ensure that effective instructional supervision and support are provided to teachers. A separate training package will be developed to enhance the specific competencies that are required in this role and to facilitate a collaborative working environment across these three levels of education governance.
\n\nA group of school heads, supervisors, superintendents and regional leaders will be tapped as trainers and resource persons in delivering the training to the target cohort. To prepare them for this role, a training of trainers will be conducted by the LSP. Note that while the LSP will prepare the TOT design and package and tap into their team experts as resource persons, DepEd will cover the cost for participants’ room and board, materials, and transportation.
\n\nThe training packages will be accompanied with an Instructional Leadership Training Plan consulted o NEAP and DepEd Regional Offices to cover TEACEP target: in 2026, at least 60% of school heads and supervisors in each region are trained on management and instructional leadership with focus on literacy and numeracy.
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| \n\t\t\t Major Outputs \n\t\t\t | \n\t\t\t\n\t\t\t Target Delivery \n\t\t\t | \n\t\t
| \n\t\t\t Enhanced teacher training package on literacy, numeracy and socio-emotional skills for K to 3 \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Q3 of 2026 \n\t\t\t | \n\t\t
| \n\t\t\t Teacher training package on literacy, numeracy and socio-emotional skills for Grades 4-6 \n\t\t\t | \n\t\t\t\n\t\t\t Q3 of 2026 \n\t\t\t | \n\t\t
| \n\t\t\t Training of trainers for training of Grades 4-6 teachers \n\t\t\t | \n\t\t\t\n\t\t\t Q4 of 2026 \n\t\t\t | \n\t\t
| \n\t\t\t Training Plan for Regions IX, XII and BARMM \n\t\t\t | \n\t\t\t\n\t\t\t Q4 of 2026 \n\t\t\t | \n\t\t
In 2024, NEAP delivered the training titled Orientation and Training for Teachers and School Leaders on Developing/Strengthening Learners’ Literacy/Reading and Numeracy/Mathematics for Key Stage 1 teachers and school leaders. It capacitated the participants to improve instructional practices in teaching literacy and numeracy skills.
\n\nPart of the contracted LSP’s deliverable is to enhance the teacher training package for K to 3 and will use the feedback gathered from the implementation as among the bases for enhancing the materials.
\n\nSimilarly, a training package for Grades 4-6 teachers focusing on literacy, numeracy and socio-emotional skills will be developed and implemented by the contracted LSP. In developing this training package, the following must be considered:
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High performing supervisors, school heads, master teachers from Regions 9, 12 and BARMM will be tapped to constitute the pool of trainers who will cascade the training to Grades 4-6 teachers in the region. During the TOT, the contracted LSP will provide learning facilitators and subject matter experts who will serve as resource persons in various topics and sessions. DepEd will cover the cost for participants’ room and board, materials, and transportation. The LSP will work with NEAP and the DepEd Regional Offices to develop training plans for each of the three regions.
\n\nThe two sets of teacher training packages must come in inclusive and accessible format (file format for low vision and print disabilities), in electronic copy and ready for print.
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| \n\t\t\t Major Outputs \n\t\t\t | \n\t\t\t\n\t\t\t Target Delivery \n\t\t\t | \n\t\t
| \n\t\t\t Teachers in Region IX, XII and BARMM will be evaluated via classroom observation, capturing practices that teachers have been taught related to teaching literacy and numeracy. \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Q1 - Q3 of 2027 \n\t\t\t | \n\t\t
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The contracted LSP will engage a Gender Equality, Disability, and Social Inclusion (GEDSI) expert and environmental expert to ensure that inclusion standards and principles are integrated and observed in the entire duration of project implementation. The LSP’s proposal must detail its strategies on how it will integrate inclusion and environment standards and practices in the design, implementation, and outputs of the project.
\n\nUnder this component the following are expected to be provided:
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Component 7: Development and Contextualization of the Coaching and Training Package for BARMM-MBHTE
\n\nDuring the development, the firm shall consider the requirements such as Bangsamoro Teachers Professional and Moral Development (BTPMD) Standards, Bangsamoro Education Code, Bangsamoro Organic Law, and among others as mentioned in the POM. Further, the LSP will engage a local consulting service with expertise in the BARMM context. The LSP also expected to contextualize the developed training and coaching package to reflect the specific nuances of BARMM-MBHTE for effective cascading.
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The contracted LSP is expected to design and develop a technology-aided monitoring mechanism that will facilitate collection, reporting, and consolidation of data and other document requirements related to the project implementation. The data requirements will be aligned with the requirements of the independent verification process.
\n\nThe contracted LSP is also expected to conduct an impact evaluation of the outputs and their implementation. This will be the basis for the sustainability of the projects and improvement of related programs of NEAP.
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Component 9: Terminal Report
\n\nThe contracted LSP is expected to submit a Terminal Report before the end of Q4 of 2027, summarizing the CPDP. The report should outline the program’s objectives, evaluating its effectiveness in enhancing coaching skills, instructional practices, and professional growth. It must detail activities conducted, including training sessions, workshops, mentoring and coaching engagements.
\n\nThe accomplishments section should present measurable outcomes, such as skill improvements, assessment results, and participation feedback. The report must also address challenges faced, including resource constraints, engagement issues, and implementation barriers, along with mitigation strategies.
\n\nLastly, the lesson learned should highlight best practices, areas improvement, and recommendations for future program enhancements. The report should be structure, evidence based, and actionable to support continuous professional development efforts.
\n\nThe following are the considerations of DepEd in the selection of the service provider:
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At the minimum, the project team will be composed of at least 14 team members of various expertise. Depending on the LSP’s proposed approach and strategies, additional team members may be added.
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| \n\t\t\t Expert Consultants \n\t\t\t | \n\t\t\t\n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t |
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| \n\t\t\t Team Leader \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Coaching and Mentoring Expert \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Literacy Expert for K-6 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Language Expert for K to 6 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Numeracy Expert for K-6 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Mathematics Expert for K to -6 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Learning Assessment Expert \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Instructional Leadership Expert \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t GEDSI Expert \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t Minimum Team Composition \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t |
\n\n
Qualification of the different experts are outlined below and will be among the bases for evaluating a provider’s proposal.
\n\n\n\n
| \n\t\t\t =Expert \n\t\t\t | \n\t\t\t\n\t\t\t Team Leader \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualification \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Project Manager \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Coaching and Mentoring Expert \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Instructional Leadership Expert \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Literacy Experts for K to 6 \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Language Expert for K to 6 \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Numeracy Experts for K to 6 \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Mathematics Expert for Grades K to 6 \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t Learning Assessment Expert \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t|
| \n\t\t\t Expert \n\t\t\t | \n\t\t\t\n\t\t\t GEDSI Expert \n\t\t\t | \n\t\t
| \n\t\t\t No. of Expert/s \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t
| \n\t\t\t Qualifications \n\n\t\t\t
| \n\t\t
\n\n
The contracted LSP will be working closely and under the guidance of the National Educators’ Academy of the Philippines, particularly with the Office of the Director (OD) and with the Professional Development Division (PDD) of the bureau. A technical team led by NEAP, and with representatives from the two DepEd Regional Offices and BARMM MBHTE’s assigned unit will be working closely with the LSP to provide guidance, input, and monitor the implementation of activities.
\n\nOther offices that may be involved in this project includes the Bureau of Curriculum Development (BCD), Bureau of Learning Delivery (BLD), and Bureau of Learning Resources (BLR), and Project Management Services (PMS).
\n\nA quarterly meeting will be scheduled to track progress of implementation, and to discuss and collaborative design solutions to challenges experienced during implementation. If NEAP finds that there is a need to call the LSP for a meeting or any related activity, the contracted LSP must adhere. This meeting will involve DepEd’s technical team, PMS, and World Bank representative.
\n\nThe LSP shall be provided with the following documents to determine initial insight into the project:
\n\n\n\n
\n\n
\n\n
The payment of the firm shall be made upon the submission of accomplishment report, certificate of service rendered and acceptance of outputs or certificate of retainership signed by the Head of Office or End User following all prescribed accounting rules and regulations.
\n\n\n\n
\n\n
[1] See Executive Order 174 on the Expanded Career Progression (ECP) and its implementing rules and regulation.
\n\n[2] The sessions will primarily be face-to-face, but to reach teachers in remote areas without certified coaches, virtual sessions (e.g., through Zoom, Skype, Microsoft Teams, etc.) are envisaged.
\n\n[3] This will involve, for example, teaching phonemic awareness, systematic phonics instruction, combined with reading comprehension strategies including oral language instruction in the early grades and more advanced skills of reading and understanding a wide range of high-quality texts, including stories, plays, and poems from across cultures and time periods, interpretation, and critical thinking.
\n\n[4] The project will work with schools in Mindanao and BARMM that are attempting to return to normalcy following violent incidences. The introduction and fostering of socioemotional skills inside and outside of the classroom will provide an additional vehicle to support students who deal with the emotional consequences of having witnessed violence. DepEd has existing mechanisms (including peace-building curriculum) which the project will support when appropriate. This aspect will require collaboration with DepEd to build on existing mechanisms and adapt them to different contexts in the project areas
\n\n[5]Target regions have schools identified with IP education (IPEd) Program. This project will be able to contextualize instruction addressing the needs of the learners and the school community. Tools developed by IPSEO may be utilized to ensure the alignment of DepEd’s initiatives on IPEd Program to the outputs of this project.
\n\n[6] Teach Primary is a free classroom observation tool that provides a window into one of the less explored and more important aspects of a child’s education: what goes on in the classroom. The tool is intended to be used in primary classrooms (grades 1-6) and was designed to help countries collect data on teaching practices to improve teaching quality following the Teach Primary framework.
\n\n[7] Growing Smarter: Learning for Growth in East Asia and the Pacific (2018) World Bank
\n\n[8] The current 28 LAC sessions are specifically related to early literacy and numeracy. This component might also help individual schools review how LAC sessions are currently conducted, topics selected and delivered within existing school spaces (i.e., no new spaces will be constructed or rehabilitated).
\n\n[9] Fryer, R., Management and Student Achievement: Evidence from a Randomized Field Experiment, Harvard University, 2017
\n\nREQUEST 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\n\n\n
Engineering Consultant, to prepare the detailed design, engineering package for Ameriyah depot administrative buildings rehabilitation and full site supervision for the depot retrofitting
\n\nReference No. (as per Procurement Plan): EG-EEAA-488389-CS-QCBS
\n\n\n\n
I. Background
\n\n1. As 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\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\n
\nComponent 3 Vehicle Emission Reduction
Under this component, the Project will support activities aimed at reducing vehicle emissions from the 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
The Depot retrofitting tender will be issued soon with all depot drawings and details. 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 (GGAP&CC) Project” in the implementation of the service of Engineering Consultant, to prepare the detailed design and engineering package for depot administrative buildings rehabilitation and full site supervision for the depot retrofitting
\n\n\n\n
The Ministry of Environment (MoE) through the PCU now invites eligible consultancy firms to indicate their interest in providing the services. Interested suppliers should provide information demonstrating that they have the required qualifications and relevant experience to perform the scope.
\n\n
\nThe shortlisting criteria are:
| \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 design and supervision of building rehabilitation or transport infrastructure projects (minimum of 5 similar 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 firms are expected to have a minimum of 5-7 years \n\n\t\t\tof experience in 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. \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 projects with strong leadership skills \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
The Consulting Firm 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 17:00.
\n\n\n\n
Expressions of interest must be delivered in a written form by e-mail not later than
\n\nJune 15th. 2025 at 12:00 pm (CLT)
\n\nextended to 30th of June
\n\n\n\n
Greater Cairo Air Pollution Management and Climate Change “GCCC” Project
\n\nAttn: 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: 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\nEngineering Consultant, to prepare the detailed design and engineering package for depot administrative building rehabilitation and full site supervision for the depot retrofitting
\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\n\n\n
Component 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 building 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) is in the process of being established at the MoE. The 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) are in the process of being established to oversee the implementation of Components 1, 2, 3 and 4 in co-ordination with other relevant agencies. The PCU is also 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\nThe Ministry of Environment also received a grant from the Global Environment Facility (GEF) to implement “Improving Management of E-waste and Healthcare Waste to Reduce Emissions of Unintentionally Produced Persistent Organic Pollutants (UPOPS)” project. The project is to be executed under the “Greater Cairo Air Pollution Management and Climate Change Project” (GCAPM&CC or ‘parent’ project) as an additional financing to the project. The GEF grant will be implemented through activities under Component 6 of the GCAPM&CC project.
\n\n- Supporting effective E-Waste management, models, and solutions. This subcomponent will support the implementation of the National Policy Framework and Legal Directive on E-Waste and pilot solutions and models for E-Waste management and recycling to reduce air pollution and climate pollutant emissions. Subcomponent
\n\n- Supporting effective healthcare waste management, models, and solutions. This subcomponent will support activities to strengthen the enabling environment for sound management of Healthcare Waste and piloting innovative solutions for sound management of Healthcare Waste for reduction of air pollution, climate pollutant and uPOPs emissions to yield long-term results and systems-wide change. This work will be done in close collaboration with Subcomponent 2.2 which is implementing activities focused on creating model hospitals for proper HCWM and long-term changes to create safer hospital and community environments during pandemics and other health emergencies.
\n\n- Supporting the preparation of Egypt’s application to Minamata Convention. This subcomponent will build knowledge and capacity within involved agencies, EEAA, Health, etc. to identify regulatory and policy needs for meeting obligations of Minamata convention and technical needs of agencies to meet Egypt’s commitments under the convention.
\n\n- Supporting additional monitoring and evaluation (M&E) and specialized project management costs.
\n\nII. 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 whole Ameriyah depot retrofitting works (the depot and the accompanying administrative buildings). This project is to upgrade the existing administrative building (maintaining the current work capacity) to match the state of the art electric bus technologies and represent the ambitious vision of Egyptian people for a green transition; mitigate risks emerging from separately designing the depot and the administrative building, and; comply with rules and regulations applicable to the Government of Egypt investment projects and to the World Bank financed investment projects, including the ESF and Procurement Regulations. The rehabilitation of the administrative building will focus on upgrading and modernizing existing infrastructure while maintaining the current functional capacity. The number of personnel working in the administrative building 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 building.
\n\n\n\n
III. Scope of Work
\n\nThe Consultant will undertake the following two (2) main tasks, and as detailed below:
\n\nTask (1): Deliver a comprehensive engineering design, including detailed specifications, bill of quantities (BOQ), and cost estimates, and prepare the technical specifications and the tender documents for the rehabilitation of the administrative building. This will cover replacing old systems of water, wastewater, and electricity connections, both around and within the administrative building. 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 building 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 listing 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 building retrofitting. The detailed engineering design for the depot retrofitting (excluding the administrative building) 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 building located within the Ameriya Depot. However, the Consultant shall ensure that the administrative building 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 building 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\nTask (2): Provide comprehensive site supervision services during the depot retrofitting and administrative buildings rehabilitation civil works. 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 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.
\n\nSpecific requirements for Environmental, Social, Health and Safety (ESHS) supervision:
\n\n\n\n
IV. Technical requirements
\n\nFor Task 1: (under Lump-Sum Contract)
\n\nRegarding the Administrative buildings the following tasks will be included:
\n\na. Architectural and Structural Rehabilitation
\n\n· Conduct a comprehensive assessment of the administrative building's condition covering different necessary aspects including assessment for the compatibility with national accessibility codes and the good practices for gender sensitive design.
\n\n· Refurbish interior and exterior spaces to improve functionality and aesthetics.
\n\n· Address structural repairs and reconfigure spaces for better operational efficiency.
\n\n· Ensure the rehabilitation is done using gender sensitive design (e.g. dedicated women facilities, lighting system…etc.) and universal accessible features.
\n\nb. Mechanical, Electrical, and Plumbing (MEP) Systems
\n\n· Install new heating, ventilation, and air conditioning (HVAC) systems.
\n\n· Install new electrical systems for safety and efficiency and replace the existing systems (for the administrative building only) .
\n\n· Replace plumbing and wastewater systems.
\n\nc. Accessibility and Safety Improvements
\n\n· Ensure compliance with accessibility standards.
\n\n· Install new fire safety systems, including alarms and emergency routes.
\n\n· Implement modern security measures for enhanced safety (e.g. security cameras & alarm systems).
\n\nd. Energy and water Efficiency and Sustainability
\n\n· Integrate energy-saving and water-saving upgrades and sustainable materials.
\n\n· Explore renewable energy options such as solar panels.
\n\ne. Landscaping and Site Improvements
\n\n· Rehabilitate access roads, pathways, and parking areas (within the administrative building premises).
\n\n· Redesign landscaping and drainage systems to enhance the site’s functionality.
\n\nf. Documentation and Compliance
\n\n· Prepare detailed design documents and obtain necessary permits.
\n\n· Ensure compliance with local building codes and safety regulations.
\n\ng. Project Management and Supervision
\n\n· Provide continuous supervision and coordination with contractor/s.
\n\n· Regularly report progress to the Client and ensure adherence to timelines.
\n\nh. Health and Safety in Design
\n\n· Integrate health and safety considerations, particularly for areas such as high-risk activities (e.g., electrical work, confined spaces, structural rehabilitation) and the need for ergonomically designed workspaces.
\n\ni. Environmental Health Considerations
\n\n· Ensure that the design and site operations address potential environmental health risks, including air quality, noise control, and dust suppression, to minimize exposure for both workers and the surrounding community.
\n\n\n\n
For Task 2: (Under Time-Based Contract),
\n\nThe Consultant shall provide comprehensive site supervision services for the rehabilitation of the administrative building 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\n\n\n
\n\n
\n\n
\n\n
\n\n
V. Expected Deliverables
\n\nTask 1:
\n\na. The Consultant shall prepare and provide a complete bidding package for the administrative building retrofitting works including the technical specifications and tender documents including cost estimates.
\n\nb. Specific Environmental and Social clauses that can be used in the tender documents will be incorporated, with particular attention to Occupational Health and Safety (OHS), Labor Management, accessibility and women safety in compliance with the World Bank Environmental and Social Framework (ESF) and the Bank-cleared checklist Environmental and Social Management Plan.
\n\nc. Health and safety risk assessment for the administrative building rehabilitation work.
\n\nTask 1 Deliverables:
\n\ni. Phasing plan: Comprehensive assessment report of the administrative building’s existing conditions, outlining structural, architectural, and MEP issues.
\n\nii. Inception Report to propose the work plan, requirements for both the consultant and owners to proceed with the task and complete successfully, protocols for communication, deliverable submission and approval, and invoicing and payment process, as agreed with the client.
\n\niii. Preliminary design drawings for all the works mentioned in the scope of work
\n\niv. Health and safety risk assessment, emergency response and safety plan for the rehabilitation works.
\n\nv. Tender Documents: Detailed design documents “including layout plans, cross sections, profiles”, Technical Specifications, Bill of Quantities (BOQ) and bidding documents required for the tender process of the administrative buildings.
\n\n\n\n
Task 2:
\n\nThe Consultant shall provide continuous site supervision of all rehabilitation work in the depot (the depot and its accompanying administrative building), 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\na. Supplying contractor/s with essential data, benchmarks, coordinates, and other relevant information required for setting out the works, followed by checking and approving the detailed setting out.
\n\nb. Reviewing the detailed rehabilitation phase schedule, identifying all critical milestones and actions that should be taken to ensure timely progress.
\n\nc. Establishing a communication protocol for all project stakeholders to ensure efficient and clear communication.
\n\nd. Developing and managing a robust document control system to organize all project documents, such as drawings, reports, instructions, and approvals.
\n\ne. Issuing all necessary instructions to contractors and continuously supervising the work to ensure compliance with contract documents. This includes setting clear forms for construction exchanges between the contractor and the consultant to ensure smooth performance during the construction phase and timely approvals.
\n\nf. Checking and approving contractors' work plans to ensure efficient and timely execution. This includes supervising the work during execution and inspecting all work areas and installations regularly.
\n\ng. Witnessing all tests related to the completion of systems, subsystems, and the entire project, and certifying the successful completion of these tests.
\n\nh. Identifying non-compliance by the rehabilitation contractor and defining corrective actions to be implemented.
\n\ni. Reviewing and approving all working drawings prepared by contractors to ensure they conform to project specifications.
\n\nj. Verifying contractors’ work measurements and certifying payment claims, after providing warranty letter against executed work.
\n\nk. Assisting the client in negotiations with contractors for any contractually permissible changes in price or rates and making recommendations based on technical and financial assessments.
\n\nl. Notifying the client of any problems that arise, or that may arise, in connection with civil works contracts, and providing recommendations for solutions to the contractor and client.
\n\nm. Evaluating contractors' claims for additional payments or time extensions and making informed recommendations to the client based on contract terms and project status.
\n\nn. Supporting the client in contract management and resolving disputes and formal communications on corrective actions and penalties with contractor during the contract period, providing all necessary information for judgments and decisions.
\n\no. Organizing monthly site meetings and submitting minutes of these meetings within one week of each meeting. Moreover, the consultant has to submit a monthly progress report for the client including all the work updates and its compliance with the planned schedule.
\n\np. Supporting the client in the issuance of the compliance certificate upon successful completion of the rehabilitation phase to the contractor. Conducting final tests and issuing the Practical Completion Certificate to the contractor upon successful project completion.
\n\nq. Preparing and reporting the environmental and social management records (e.g. solid and liquid waste management records, hazardous materials records, hazardous waste management records, labor working conditions, grievance mechanism, etc.) to the client.
\n\nr. Site Safety Management Plan: The Consultant will manage and supervise the Site Safety Management Plan that outlines the procedures for ensuring worker safety on-site, including hazard identification, risk assessment, emergency procedures, and PPE requirements provided by the contractor.
\n\ns. Safety Inspections and Progress Reports: The Consultant will provide monthly safety inspection reports, including the status of safety measures and any corrective actions taken by the contractor. These reports will ensure that the rehabilitation works are proceeding in line with OHS standards.
\n\n\n\n
Task 2 Deliverables:
\n\ni. Progress Reports: Regular updates on project status, including supervision reports, ESHS compliance reports (including OHS compliance certificate, training records, near misses, incidents, accident reports…etc.), quality control checklists for the whole retrofitting work (i.e., including the depot and the administrative building), and recommendations to the client for approving the contractor’s payment invoices.
\n\nii. Completion Certificates: Support the client in issuance of compliance and practical completion certificates once all rehabilitation works are finalized.
\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 administrative buildings and transport-related facilities 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\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
| \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. Strong leadership and coordination skills. \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 building 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\n
The 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 estimation for deliverable timeline; however, the consultant may propose alternatives with justification. If bidders propose a different timeline, they must demonstrate how it ensures timely and high-quality delivery. 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\n\t\t\t
\n\n\t\t\t
| \n\t\t||
| \n\t\t\t Task 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||
| \n\t\t\t D. 1 : Phasing plan and Inception report \n\t\t\t | \n\t\t\t\n\t\t\t 10 Business days after contract signing \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
\n\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 Business 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
\n\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 Business days after approval of preliminary design drawings \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
\n\n\t\t\t
| \n\t\t||
| \n\t\t\t D.4 Tender Documents: \n\t\t\t | \n\t\t\t\n\t\t\t 20 Business days approving submission of Health and safety risk assessment \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t
\n\n\t\t\t
| \n\t\t||
| \n\t\t\t Task 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||
| \n\t\t\t D.5 : Supervision of the construction works \n\t\t\t | \n\t\t\t\n\t\t\t Till the end of the retrofitting construction. Tentatively 14 months after the contractor start execution works. \n\t\t\t | \n\t\t\t\n\t\t\t 20 person-days per month for the whole team (160-184 person-days per month) \n\t\t\t | \n\t\t||
| \n\t\t\t D.6 : Submission of monthly Progress Reports \n\t\t\t | \n\t\t\t\n\t\t\t On Day 5 of each month during the supervision period of the construction works. \n\t\t\t | \n\t\t
Note: 7 business days are required by the client for review and comment after each of the aforementioned deliverables.
\n\n\n\n
All outputs, deliverables, and intellectual property produced under this consultancy will remain the sole property of the Client. The Consultant may not use, reproduce, or share any project materials without prior written consent.
\n\nTask 1 will be implemented under a lump-sum contract basis, with payments tied to the acceptance and approval of each corresponding deliverable.
\n\nWhereas
\n\nTask 2 will follow a time-based contract, with the Consultant receiving monthly payments for the supervision of construction works
\n\nThe Consultant shall treat all information accessed during this assignment as confidential and may not disclose it to third parties without approval. Specific confidentiality agreements may be required.
\n\nThe Consultant must adhere to agreed communication and coordination protocols with project stakeholders, ensuring alignment with Client priorities. Any external engagement or representation on behalf of the Client requires prior authorization.
\n\n\n\n
"},{"id":"OP00361720","notice_type":"Request for Expression of Interest","noticedate":"04-Jun-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-06-23T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Uzbekistan","project_id":"P168180","project_name":"Institutional Capacity Building Project","bid_reference_no":"MEF-PPC-CQS-2","bid_description":"Modernization of the public procurement system","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"29., Istiklol street, 100017 Tashkent","contact_ctry_name":"Uzbekistan","contact_email":"piu_mof@mail.ru","contact_name":"Sirojiddin Imanov","contact_organization":"Ministry of Economy and Finance of the Republic of Uzbekistan","contact_phone_no":"903311662","contact_web_url":"info@imv.uz","submission_date":"2025-06-04T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n
Country: Republic of Uzbekistan
\n\nProject name: Institutional Capacity Building Project
\n\nCredit No.: IDA 6431-UZ
\n\n\n\n
Assignment Title: Modernization of the public procurement system.
\n\nReference No.: MEF-PPC-CQS-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 Consultant to modernization of the public procurement system in Uzbekistan (“Services”) for the Ministry of Economy and Finance of the Republic Uzbekistan.
\n\n\n\n
The project aims to enhance the public procurement system in Uzbekistan by developing an effective legal framework. This framework will encourage the adoption of innovative and modern approaches to improve the performance of public procurement.
\n\n\n\n
The 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 by submitting directly to the piu_mof@mail.ru.
\n\n\n\n
The Qualification requirements for the Consultants are:
\n\n- At least 10 years of experience in public procurement and/or public finance management in transition economies, including a focus on improving procurement efficiency;
\n\n- Proven experience in carrying out similar assignments within the past 5 years;
\n\n- Availability of the qualified and experienced staff in rendering services in the sphere of public procurement, experience of transformation and work experience in increasing the efficiency of procurement.
\n\n\n\n
Given the nature of the Services, it is desirable that the consultant firm shall have a physical presence in Uzbekistan.
\n\n\n\n
The attention of interested Consultants is drawn to Section III of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 (“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\n\n\n
A Consultant will be selected in accordance with the Consultant Qualification Selection (CQS) method set out in the Procurement Regulations.
\n\n\n\n
Further information can be obtained at the address below during office hours from 9:00 a.m. to 18:00 p.m. Tashkent time.
\n\n\n\n
Expressions 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 23rd June 2025.
\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: +998 90331662/ 901741711
\n\nE-mail: piu_mof@mail.ru
\n\n\n\n
\n\n
\n\n
As part of the EOI, the consultant should include the following information:
\n\n\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\n
\n\n
| \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\n\n\n
Project References - highlight the technical qualifications of your entity/consortium in undertaking similar assignments. Provide details of past experiences working with similar project authorities
\n\n\n\n
\n\n
Project References, present experiences in similar geographic areas.
\n\n\n\n
Present relevant projects to demonstrate the firm’s technical qualifications and geographical experience (maximum 10 projects).
\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 Period \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
| \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 |
| \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 |
| \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\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\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
\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 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 Description \n\t\t\t | \n\t\t\t\n\t\t\t (indicate your role and input in man-months) \n\t\t\t | \n\t\t
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We, the undersigned, certify to the best of our knowledge and belief:
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TERMS OF REFERENCE
\n\nModernization of the public procurement system
\n\nBased on the main directions and goals outlined in the strategy “Uzbekistan – 2030”, it is important to further improve and ensure openness and transparency of the system of public procurement. Public procurement is one of the instruments for ensuring the needs of society in goods, works, and services, as well as state regulation of the economy, its dynamics, and structure, an important element of the socio-economic development of the country in a most efficient way.
\n\nThe main objective of the public procurement policy is to meet the needs of state customers in goods, works, and services in the most efficient manner to enable them to perform their functions, provide public services, and implement investment and production programs. At the same time, the public procurement system is an effective instrument in the following socio-economic areas:
\n\nensuring sustainable economic growth, supporting and stimulating producers and increasing their competitiveness, creating new jobs, securing sustainable procurement;
\n\ninvolving socially vulnerable groups in economic processes;
\n\nensuring competition by the principles of a market economy and creating opportunities for local economic agents;
\n\nsupporting innovation, creating demand for new products or products with new consumer properties, so addressing the climate, environmental and social, etc. concerns by supporting sustainable procurement;
\n\nensuring the food, technological, information, and national security of the state.
\n\nPublic procurement is regulated by laws of the Republic of Uzbekistan “On public procurement”, “On anti-corruption”, “On competition” and other legislative documents.
\n\nIn recent years, efforts to make public procurement more open and transparent, along with the digitalization of procurement processes, have created opportunities to boost competition in this area. However, there are still several challenges that need to be addressed. They include:
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The project aims to enhance the public procurement system in Uzbekistan by developing an effective legal framework. This framework will encourage the adoption of innovative and modern approaches to improve the performance of public procurement.
\n\n\n\n
The Ministry of Economy and Finance of the Republic of Uzbekistan (Customer) is looking to hire a qualified and experienced consulting company (referred to as the Consultant) to enhance the public procurement system. The project will be carried out in three stages: (1) development of the public procurement regulation, including standard bidding documents, (2) analysis of procurement performance and efficiency within state institutions and enterprises, along with recommendations for improvement, and (3) capacity building and training for the Department of Public Procurement Policy (PPD) within the Ministry of Economic and Finance.
\n\nThe project involves the implementation of the following tasks and subtasks:
\n\nTask 1. Regulatory Development
\n\nDevelop Standard Bidding Documents (SBDs) based on the specifications of goods, works, and services;
\n\nReview the existing standard reporting forms used in public procurement and develop improved versions based on identified gaps and best international practices;
\n\nPrepare a draft regulation incorporating relevant amendments to the Decree of Cabinet of Ministers of the Republic of Uzbekistan No. 276, dated May 20, 2022, in alignment with the recently updated Law “On Public Procurement”, including (but not limited to) mechanisms for implementation of newly introduced procurement methods.
\n\nTask 2. Performance Assessment and System Improvement
\n\nDetailed diagnostics of the current public procurement system with a focus on digital tools, including the electronic government procurement (e-GP) platform;
\n\nReview the existing compliance and control mechanisms in public procurement and develop proposals for their improvement;
\n\nStudy the potential of industries to implement centralized public procurement and provide justified proposals on categories of goods (services, works) subject to centralization;
\n\nDevelop legal and institutional framework for centralized public procurement, as well as operation manual for procuring entities;
\n\nDevelop mechanisms for utilization of framework agreements based on best international practices;
\n\nReview the electronic trading platforms (ETPs) operating in Uzbekistan and assess their compliance with national legislation, the needs of procuring entities and suppliers;
\n\nConduct an assessment of the impact of human factors on procurement processes carried out through ETPs;
\n\nConduct an assessment of the reliability and stability of the information exchange system used in public procurement (Rabbit);
\n\nDevelop proposals to refine the method of calculating the starting price in state-owned enterprises’ (SOEs) procurement, along with a review of the procurement management model of SOEs.
\n\nTask 3. Capacity Building
\n\nFunctional analysis of the Department of Public Procurement Policy within the Ministry of Economy and Finance;
\n\nDevelop a comprehensive training program to support the professional development of the Department’s staff.
\n\n4. Deliverables
\n\n| \n\t\t\t Task \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 Deadline \n\t\t\t | \n\t\t
| \n\t\t\t Task 1. Regulatory development \n\t\t\t | \n\t\t||
| \n\t\t\t Develop Standard Bidding Documents (SBDs) based on the specifications of goods, works, and services. \n\t\t\t | \n\t\t\t\n\t\t\t Draft SBDs based on the specifications of goods, works, and services. \n\t\t\t | \n\t\t\t\n\t\t\t Within 1 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Review the existing standard reporting forms used in public procurement and develop improved versions based on identified gaps and best international practices. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of the review and dafts of new justified standard reporting forms. \n\t\t\t | \n\t\t\t\n\t\t\t Within 2 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Study the potential of industries to implement centralized public procurement and provide justified proposals on categories of goods (services, works) subject to centralization. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of the study and justified proposals on categories of goods (services, works) subject to centralized public procurement. \n\t\t\t | \n\t\t\t\n\t\t\t Within 3 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Prepare a draft regulation incorporating relevant amendments to the Decree of Cabinet of Ministers of the Republic of Uzbekistan No. 276, dated May 20, 2022, in alignment with the recently updated Law “On Public Procurement”, including (but not limited to) mechanisms for implementation of newly introduced procurement methods. \n\t\t\t | \n\t\t\t\n\t\t\t Draft regulation (Decree of Cabinet of Ministers) with relevant amendments the Decree of Cabinet of Ministers of the Republic of Uzbekistan No. 276, dated May 20, 2022, in alignment with the recently updated Law “On Public Procurement”, including (but not limited to) mechanisms for implementation of newly introduced procurement methods. \n\t\t\t | \n\t\t\t\n\t\t\t Within 3 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Task 2. Performance Assessment and System Improvement \n\t\t\t | \n\t\t||
| \n\t\t\t Detailed diagnostics of the current public procurement system with a focus on digital tools, including the electronic government procurement (e-GP) platform. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of diagnostics with justified proposals on elimination of gaps identified. \n\t\t\t | \n\t\t\t\n\t\t\t Within 4 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Review the existing compliance and control mechanisms in public procurement and develop proposals for their improvement \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of diagnostics with justified proposals on elimination of gaps identified. \n\t\t\t | \n\t\t\t\n\t\t\t Within 4 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Study the potential of industries to implement centralized public procurement and provide justified proposals on categories of goods (services, works) subject to centralization. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of the study, as well as justified proposals on categories of goods (services, works) subject to centralized procurement. \n\t\t\t | \n\t\t\t\n\t\t\t Within 4 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Develop legal and institutional framework for centralized public procurement, as well as operation manual for procuring entities. \n\t\t\t | \n\t\t\t\n\t\t\t Draft regulation containing legal and institutional framework for centralized public procurement, as well as operation manual for procuring entities. \n\t\t\t | \n\t\t\t\n\t\t\t Within 6 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Develop mechanisms for utilization of framework agreements based on best international practices. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing mechanisms for utilization of framework agreements based on best international practices. \n\t\t\t | \n\t\t\t\n\t\t\t Within 5 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Review the electronic trading platforms (ETPs) operating in Uzbekistan and assess their compliance with national legislation, the needs of procuring entities and suppliers. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing assessment results and justified proposals. \n\t\t\t | \n\t\t\t\n\t\t\t Within 5 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Conduct an assessment of the impact of human factors on procurement processes carried out through ETPs \n\t\t\t | \n\t\t\t\n\t\t\t Report containing assessment results and justified proposals. \n\t\t\t | \n\t\t\t\n\t\t\t Within 6 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Conduct an assessment of the reliability and stability of the information exchange system used in public procurement (Rabbit) \n\t\t\t | \n\t\t\t\n\t\t\t Report containing assessment results and justified proposals. \n\t\t\t | \n\t\t\t\n\t\t\t Within 6 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Develop proposals to refine the method of calculating the starting price in state-owned enterprises’ (SOEs) procurement, along with a review of the procurement management model of SOEs. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing detailed and justified proposals on method of calculating the starting price in state-owned enterprises’ (SOEs) procurement, as well as results of review of procurement management model of SOEs. \n\t\t\t | \n\t\t\t\n\t\t\t Within 6 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Task 3. Capacity Building \n\t\t\t | \n\t\t||
| \n\t\t\t Functional analysis of the Department of Public Procurement Policy within the Ministry of Economy and Finance. \n\t\t\t | \n\t\t\t\n\t\t\t Report containing the results of analysis and justified proposals on enhancement of the Department’s performance. \n\t\t\t | \n\t\t\t\n\t\t\t Within 7 month from the date of signing the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Develop a comprehensive training program to support the professional development of the Department’s staff \n\t\t\t | \n\t\t\t\n\t\t\t Draft training progra for the Department’s staff. \n\t\t\t | \n\t\t\t\n\t\t\t Within 9 month from the date of signing the contract. \n\t\t\t | \n\t\t
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All deliverables must be submitted in Uzbek and Russian.
\n\n5. Duration and time frame
\n\nThe total duration of the project is 10 months.
\n\n6. Qualification requirements to the Consultant
\n\nAll work must comply with international agreements and the legislation of the Republic of Uzbekistan, including safety requirements for performing tasks and delivering services and their results.
\n\nAll information provided by the Customer shall be treated as confidential. The Consultant agrees to use such information exclusively for the purposes of fulfilling the obligations under this project. The Consultant shall not sell, transfer, disclose, or otherwise misuse the Customer’s confidential information, and shall take all necessary measures to ensure that it is not published, disclosed, or shared with any third party without the Customer’s prior written consent.
\n\nThe Consultant must meet the following requirements:
\n\nAt least 10 years of experience in public procurement and/or public finance management in transition economies, including a focus on improving procurement efficiency;
\n\nProven experience in carrying out similar assignments within the past 5 years;
\n\nAvailability of the qualified and experienced staff in rendering services in the sphere of public procurement, experience of transformation and work experience in increasing the efficiency of procurement.
\n\nProject team:
\n\nEducation: Higher education is required. Candidates must hold a bachelor’s or master’s degree in public procurement, business administration, economics, information technology, mathematics, statistics, engineering, or a related field. Certificates from specialized courses will be welcomed.
\n\nProfessional Experience: At least 10 years of experience in project management as a Team Leader, with a background in public procurement or analytics. This includes experience in data analysis, business process analysis, financial analysis, or related fields.
\n\nKnowledge and experience with business processes in procurement will be an asset.
\n\nTechnical skills: Experience working with tools and technologies used in the field of data analytics, such as SQL, Excel, BI-tools, Python, etc.
\n\nEducation: Higher education is required. Candidates must have at least a bachelor’s degree in information technology, computer science, software engineering, information security, or related fields. Certificates from leading IT vendors will be welcomed.
\n\nProfessional Experience: At least 5 years of experience in developing or working with basic computerization technologies, including computerization in government settings, electronic procurement systems (such as e-GP), and related software.
\n\nTechnical Skills: Knowledge and experience in database administration, including working with basic databases (such as MySQL, PostgreSQL, Oracle, etc.). Understanding of fundamental principles of information security, along with experience in information security, network security, and system security.
\n\nc) Lawyer
\n\nEducation: Must have higher (bachelor or master) legal education.
\n\nProfessional Experience: At least 10 years of professional experience, preferably in the legal departments of government agencies. Mandatory understanding of public procurement and experience in drafting legal acts, including laws, regulations, and decrees.
\n\nAdditional Requirements: Understanding of national legislation related to public procurement and excellent oral and written communication skills in English language. Experience with at least 3 similar projects is required. Proficiency in Uzbek or Russian at a working level will be welcomed.
\n\nd) Procurement Specialist
\n\nEducation: Higher education is required. Candidates should hold a bachelor’s or master’s degree in procurement, economics, finance, business administration, law, or related fields. Preference will be given to those who have graduated from leading international educational institutions and/or completed specialized courses on public procurement or related legislation.
\n\nProfessional Experience: At least 5 years of experience in public procurement or related fields, such as procurement, contract management, or administration.
\n\nAdditional Requirements:
\n\nUnderstanding of the Law of the Republic of Uzbekistan “On Public Procurement” and relevant by-laws;
\n\nKnowledge of procedures and requirements for preparing public procurement documentation, including tender documents, contracts, reports, and protocols;
\n\nFamiliarity with the processes and procedures of public procurement, such as preparing tender documents, tendering, evaluating proposals, and concluding contracts;
\n\nExcellent oral and written communication skills in the state language (Uzbek or Russian) will be welcomed.
\n\n7. Organizational.
\n\nThe Consultant should be able to provide services in Tashkent. All costs, including local and international taxes, are borne by the consulting company.
"},{"id":"OP00361070","notice_type":"Request for Expression of Interest","noticedate":"01-Jun-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-06-16T00:00:00Z","submission_deadline_time":"15:30","project_ctry_name":"Tanzania","project_id":"P176682","project_name":"Second Tanzania Intermodal and Rail Development Project","bid_reference_no":"TZ-NIRC-494197-CS-INDV","bid_description":"Provision of Individual Consultancy Services for the Engagement of Project Manager","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Kikuyu South\nP. O. Box 146\nDodoma","contact_ctry_name":"Tanzania","contact_email":"raphael.laizer@nirc.go.tz","contact_name":"Eng. Raphael Laizer","contact_organization":"National Irrigation Commission","contact_phone_no":"+255656112107","contact_web_url":"www.nirc.go.tz","submission_date":"2025-06-01T00:00:00Z","notice_text":"THE UNITED REPUBLIC OF TANZANIA
\n\nMINISTRY OF AGRICULTURE
\n\nNATIONAL IRRIGATION COMMISSION
\n\nTANZANIA INTERMODAL RAIL DEVELOPMENT PROJECT (TIRP-2)
\nTHE SECOND TANZANIA INTERMODAL AND RAIL DEVELOPMENT PROJECT (TIRP2) – VER 3 OF 31 JULY 2023
\nREQUEST FOR EXPRESSIONS OF INTEREST (INDIVIDUAL CONSULTANT)
\nTENDER No. PROPOSAL NO.: TZ-NIRC-450671-CS-INDV
\nPROJECT ID: P176682, IDA CREDIT NO: 7529
\nPROVISION OF INDIVIDUAL CONSULTANCY SERVICES FOR THE ENGAGEMENT OF PROJECT MANAGER
1. This request for Expression of Interests follows the General Procurement Notice for this Project that appeared in United Nations Development Business (UNDB) Issue No. WB2651-05/13 posted on May 2023.
\n 2. The Government of the United Republic of Tanzania has received a credit from the World Bank towards the cost of the Tanzania Intermodal Rail Development Project (TIRP) and intends to apply part of the proceeds for Consultancy Services.
3. The consultant to be engaged (The Project Manager) shall be working with NIRC Project Implementation Team on supervising the Individual Consultants, , Consultancy firms sand Contractors who will be hired by NIRC during the Project period.
\n\n4. The National Irrigation Commission on behalf of Government of Tanzania, now invites eligible individual consultants to express their interests to work as project manager. Interested Consultants should provide information with supporting documents demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\n5. SCOPE OF SERVICES AND THE ROLES OF THE PROJECT MANAGER
\n\nThe Project Manager will be responsible for planning, overseeing and monitoring day-to-day activities and making sure that he/she is aware of any technical issue regarding the project. The Project Manager will work closely with the Project Coordinator to manage the technical experts in the Project Implementation Team. This is a senior role at an organization and requires interaction with a range of internal and external stakeholders, most often managing several moving project parts simultaneously. The Project Manager will report to the Project Coordinator in all technical matters.
\n\nThe Project Manager will be responsible for the following tasks
\n\n5.1 Project Planning and Coordination
\n\nUnder this area, the Project Manager will be responsible for:-
\n\n5.1.1 Planning meetings and organizing project logistics
\n\n5.1.2 Leading project planning sessions upon the approval from the Project Coordinator
\n\n5.1.3 Participating intender process i.e design, submission and review
\n\n5.1.4 Provide summarized project plan documentation to Project Coordinator, clients, and other stakeholders as needed and directed
\n\n5.1.5 Lead the review of all technical documents produced by the Project Implementation Team as well as other consultants under the Project Coordinator
\n\n5.1.6 Managing project progress and adapt work as required
\n\n5.1.7 Ensuring projects meets deadlines
\n\n5.1.8 The Project Manager, in consultation with the Project Coordinator, will oversee the day-to-day operations of the Project Implementation Team. This includes managing the assessment, feasibility, and implementation of the selected dams, as well as overseeing any associated catchment management and flood management interventions within the designated catchment area.
\n\n5.2 Fiduciary Management
\n\nUnder this area, the Project Manager will be responsible for;
\n\n5.2.1 Making key decisions that can impact the financial health of the project in consultation with the Project Coordinator
\n\n5.2.2 Ensuring that fiduciary duties are carried out in a manner that minimizes potential harm. It’s about making prudent decisions that align with the client’s objectives and risk tolerance.
\n\n5.2.3 Manage resource needs to maximize potential for successful execution of projects
\n\n5.2.4 Collaborate with and lead teams to deliver results on schedule and within budget limits
\n\n5.2.5 Play a crucial role in ensuring that projects get done on time and within budget constraints
\n\n5.3 Risk Managment
\n\nUnder this area, the Project Manager will be responsible for;
\n\n5.3.1 Identify Project Risk and Designing risk mitigation Plan
\n\n5.3.2 Defining project costs by assessing risk, opportunities and actions
\n\n5.3.3 Identifying, assessing, and managing the risks associated with fiduciary duties
\n\n5.3.4 Supporting risk owners in characterizing risks and their associated cost
\n\n5.3.5 Reporting, creating,updating and communicating to project Coordinator
\n\n5.4 Monitoring and Evaluation
\n\nUnder this area, the Project Manager will be responsible for
\n\n5.4.1 Submitting to the Project Coordinator the Weekly, Monthly, Quarterly, Annually and any other required reports.
\n\n5.4.2 Monitorig the daily progress of projects
\n\n5.4.3 Providing detailed updates to Project Coordinator or other stakeholders on project related issues.
\n\n5.4.4 Establishing a proper custody of all potential documents including but not limited to various project reports invoices, contracts, and other financial files for easy access.
\n\n5.4.5 Conducting periodic scope, schedule, and cost reviews using industry best practices, to identify needed adjustments
\n\n5.4.6 Measuring project performance and progress throughout campaign execution
\n\n5.4.7 Engage in continual learning to remain abreast of industry best practices, new technologies, and emerging standards
\n\n5.4.8 Documenting the project activities, obstacles, costs and results
\n\n5.5 Stakeholder Engagement
\n\nUnder this area, the Project Manager will be responsible for;
\n\n5.5.1 Liaising with Dam Safety Unit of the Ministry of Water to ensure full compliance with Dam safety requirements of Government as well as the World bank
\n\n5.5.2 Managing relationships with clients and stakeholders
\n\n5.5.3 Project Manager prior to consultation with the Project Coordinator will be responsible for early engagement and managing the relationship with key stakeholders;
\n\n5.5.4 Defining the project objectives and scope, identifying involvement of internal and external stakeholders
\n\n5.5.5 Managing the client and other stakeholder expectations to maintain productive and engagement relationship
\n\n5.5.6 Regular reviewing and endorsement of the overall approach to stakeholder engagement
\n\n5.5.7 Development and management of the stakeholder engagement approach, developing stakeholder profiles and aligning relevant activities
\n\n5.5.8 Maintaining all relant stakeholder information
\n\n5.6 Manage Start-up Activities for the Project
\n\nThe Project Manager shall ensure that the Parties (Employer, Consultant and Contractor) fulfill their obligations for smooth startup of the project. In this respect the Project Manager shall be responsible for
\n\n5.6.1 Ensuring that the site for the works is ready for handing over to the Contractor and notify timely of any problems
\n\n5.6.2 Ensuring timely of any problems
\n\n5.6.3 Cause the Contractors to submit the required guarantees within the prescribed time and ensure that Advance payment is paid upon internal confirmation of the acceptability of the guarantees.
\n\n5.6.4 Ensuring timely issuance of the Commencement Order for the works and consultancy services Contracts.
\n\n5.6.5 Causing the first site meeting (kick-off) convened at the appropriate time to enable proper coordination and reporting during implementation of the project
\n\n5.7 Monitoring Progress of Works and Time Control
\n\n
\nThe Project Manager shall ensure that the works are completed within the agreed contract period. To ensure this, the Project Manager shall among other tasks undertake the following: -
5.7.1 Ensuring that the Contractor submits a works program according to the contract provisions
\n\n5.7.2 Ensuring that monthly progress review and other ad-hoc meetings are convened to deliberate on projects issues and participate fully in the meetings.
\n\n5.7.3 Follow up closely implementation of resolutions made in the meetings and advise the Manager for donor funded projects on necessary actions by NIRC management to ensure that the works progress as planned.
\n\n5.7.4 Ensuring that supervision consultants perform their duties in accordance with the provisions of contracts in relation to construction works time control.
\n\n5.7.5 Proactively initiate necessary actions within the ambit of the contract to mitigate any causes that may lead to delays in completion of Works.
\n\n5.8 Monitor Quality of Works
\nThe Project Manager shall ensure that the Works are constructed to the specified quality in the contract and in accordance with the contract drawings. The following are among the tasks the PM has to undertake:
5.8.1 Reviewing the adequacy of the quality assurance plans to be prepared by the consultants and ensure implementation of the same at site
\n\n5.8.2 Reviewing contractors’ works methodology in line with contract specifications and bring up shortfalls that may result to poor quality for timely innervation pursuant to the contracts provisions.
\n\n5.8.3 Reviewing monthly progress reports and bringing up comments for any corrective actions required to ensure the quality of the works.
\n\n5.8.4 Conducting site visits and inspecting the works for conformity with specifications and drawings.
\n\n5.8.5 Proactively initiate necessary actions to mitigate any cause that lead to poor quality of the works
\n\n5.9 Manage Contractual Issues
\nThe Project Manager shall attend all contractual and any other correspondence related to the Project implementation. To this end, the Project Manager shall among other things attend the following: -
5.9.1 Reviewing claims/recommendation on claims by the Consultant and advice the Employer timely
\n\n5.9.2 Initiating contractual actions timely to defend Employer's right under the contract
\n\n5.10 Manage Closing Activities of Contracts
\n\nThe Project Manager shall be responsible for ensuring that substantial completion of the Works and Final Completion of Works are done in accordance with contract requirements. Accordingly, the Project Manager will be required to ensure among others the following: -
\n\n5.10.1 Substantial completion inspection is done thoroughly by the “Engineer” and list of defects and acceptable snag list recorded properly.
\n\n5.10.2 Coordinating adequate representation by NIRC during substantial completion inspection and final inspection for taking over works.
\n\n5.10.3 Ensuring that the Parties (Consultants and the Contractors) fulfill their obligations during the Defects Notification Period.
\n\n5.10.4 Cause timely submission of Final Construction Report, Maintenance Manual, As-Built Drawings, and Final Account and ensures their adequacy in line with contract requirements.
\n\n5.10.5 Ensuring eventual release of guarantees, in accordance with contract provisions.
\n\n5.10.6 Ensuring proper handling over of properties that revert to the Employer’s as per Contract.
\n\n5.11 Manage Consultancy Contracts
\nThe Project Manager shall be responsible for ensuring that Consultants deliver their assignment as per provision of contracts. The Project Manager will be required to undertake the following: -
5.11.1 Ensuring that Consultant mobilize to site approved key personnel in accordance with approved manning schedule.
\n\n5.11.2 Ensuring that Consultant perform their assignments as per contract provisions and in accordance with best standards.
\n\n5.11.3 Scrutinizing any proposed changes in key staff pursuant to the Contract provisions and timely recommend approval /disapproval.
\n\n5.11.4 Cause proper review of Consultant’s invoices and ensure timely payments
\n\n6.0 PROJECT MANAGER’S TOP SKILLS AND PROFICIENCIES
\n\n6.1 Familiarity with project management programs and processes
\n\n6.2 Strong budget management to minimize project cost overruns
\n\n6.3 Abillity to set and meet project deadlines while maintaining the highest standards
\n\n6.4 Excellent quality analysis and control
\n\n6.5 Effective written and verbal communication skills (English)
\n\n6.6 Consistent conflict resolution skills
\n\n6.7 Multi-tasking capability to efficiently manage multiple campaigns simultaneously
\n\n6.8 Ability to align with the company's vision and mission
\n\n6.9 High stress tolerance
\n\n6.10 Strategic thinking and creative planning
\n\n6.11 Data analytical skills to analyze project goals, ongoing metrics, and final results
\n\n6.12 Documentation and reporting abilities
\n\n6.13 Time, resource, and organizational management
\n\n6.14 The ability to identify and analyze problems, create innovative solutions, and make informed decisions to facilitate project success
\n\n6.15 Risk analysis and mitigation
\n\n 7.0 QUALIFICATION AND EXPERIENCE REQUIREMENTS
\nThe applicants for the specific post must meet the following minimum qualification and experience requirements;
7.1 Master’s degree in Civil/Irrigation engineering or construction management with a minimum of ten years of experience in Project and Contract Management
\n\n7.2 Must have experience of at least three years acting as the Project Manager/Employer’s representative on big FIDIC Works contracts with value exceeding US$ 30 million.
\n\n7.3 Proven track record of successful project management
\n\n7.4 Strong technical background in industry
\n\n7.5 Experience in developing countries especially Sub-Saharan African is desired.
\n\n7.6 Familiarity with World Bank or multilateral Donors environmental and social frameworks will be an added advantage
\n\n7.7 Previous experience in managing similar infrastructure projects in terms of nature and complexity with extensive experience in FIDIC contracts and be familiar with the World Bank and contract management procedures and guidelines
\n\n7.8 Shall have good communication skills (written and oral in English) and demonstrated capability to coordinate and lead the team.
\n\n 8. 0 REMUNERATION
\nThe remuneration to the Project Manager shall be on the monthly basis for 12 months, as a time-based contract Expenses including per diem incurred through field and training visit to project sites/ field offices shall be reimbursed in arrears as incurred subject to approval of the travel by the Project Coordinator. Reimbursable expenses shall be paid as per contract. The Project Manager shall be required to submit a detail time sheet showing the days and activities done under the Project Coordinator.
9.0 DURATION OF PROJECT MANAGER POSITION
\nThe Contract will be of one year and renewable upon successful performance.
10. WORKING DAYS, LEAVE AND OVERTIME
\nThe official working days and holidays will be as per GoT official calendar. There shall be no extra payment for any overtime work. The Project Manager shall submit the monthly work plan at the start of each month. Well in advance the Project Manager shall plan his/her work plan showing the site visits and let the Project Coordinator know his/her program.
11.0 REQUIRED DELIVERABLES FROM THE PROJECT MANAGER
\nThe Project Manager shall be required to prepare monthly reports consolidating all activities conducted by the PIT during the period and submit to the Project Coordinator copied electronically to the World Bank project Task Team Leader.
12.0 COORDINATION ARRANGEMENTS
\nThe Project Manager will be directly supervised by the Project Coordinator from National Irrigation Commission (NIRC). NIRC will oversee the work of the Project Manager and liaise with the respective stakeholders.
13. The attention of interested Individual 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 September 2023 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\n14. A Consultant will be selected in accordance with the Individual Consultant Selection Method set out in the World Bank’s “Procurement Regulations for IPF Borrowers” Fifth Edition September 2023, (“Procurement Regulations”).
\n\n15. Further information including a detailed Terms of Reference can be obtained at the www.nirc.go.tz and address below during office hours from 08:00 – 16:00 hours local time, Mondays to Fridays inclusive, except Public Holidays.
\n\n16. Expression of interest must be delivered in a written form to the Director General National Irrigation Commission P.O.Box 146 Dodoma Tanzania, by email, info@nirc.go.tz and copy to yahya.omari@nirc.go,tz and raphael.laizer@nirc.go.tz by June 16 28, 2025.The Consultant who will submit their REOIs via e-mail must get confirmation of the receipt of their documents from NIRC. In case the consultant does not receive an acknowledgement from NIRC immediately after sending the documents via email please call Mr. Raphael Laizer (+255 656 112 107) or Email: raphael.laizer@nirc.go.tz for follow-up. NIRC is not responsible for any corrupted documents.
\n\n"},{"id":"OP00360299","notice_type":"Request for Expression of Interest","noticedate":"28-May-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-06-11T00:00:00Z","submission_deadline_time":"23:00","project_ctry_name":"St Maarten","project_id":"P172611","project_name":"Sint Maarten Digital Government Transformation Project","bid_reference_no":"SX-NRPB-492920-CS-INDV","bid_description":"Project Officer Digital Leadership Team","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":"jobopportunity@nrpbsxm.org","contact_name":"Fabi Fliervoet","contact_organization":"National Recovery Program Bureau","contact_phone_no":"7215428887","contact_web_url":"https://nrpbsxm.org/","submission_date":"2025-05-28T00:00:00Z","notice_text":"
Government of Sint Maarten
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National Recovery Program Bureau
\n\nDigital Government Transformation Project (DGTP)
\n\nTerms of Reference
\n\nfor
\n\nIndividual Consultant (12 months)
\n\nProject Officer, Digital Leadership Team
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Background
\n\nThe Government of Sint Maarten (GOSM) envisions a future in which public services are tailored to citizen needs, delivered more efficiently, and foster openness and transparency in interactions with the state. To achieve becoming a digital leader, the GOSM is creating a Digital Leadership Team (DLT) within the Ministry of General Affairs to lead and facilitate the digital transformation of the public administration. It will report directly to an Oversight Committee, chaired by the Prime Minister, and comprised of two Ministers and two Secretary Generals.
\n\nThe DLT will coordinate and manage the process of digital transformation, facilitating inter- ministerial coordination, and implementing digital initiatives across the seven ministries of Government. Core technical responsibilities include the adoption of digital technologies, effective coordination of departmental information system development and implementation. The DLT will support development of key policies and regulations and inter-agency coordination to enable consensus building. It will determine if technical committees are required for policy formulation and convene such committees as necessary (i.e., for cybersecurity, data privacy, service delivery, payments, digital Identity, interoperability).
\n\nThe DLT will also be responsible for promoting change management practices and stakeholder engagement, developing effective programs for digital Government skills development, knowledge exchange and awareness-raising. To support the achievement of these objectives, the Sint Maarten Digital Government Transformation Project (US $12 million) was recently approved under the Sint Maarten Recovery, Reconstruction and Resilience Trust Fund, which is administered by the World Bank. The DLT will be responsible for overseeing and guiding the implementation of this Project in alignment with the Government’s overall objectives for digital transformation.
\n\nThe Beneficiary of this project: Government of Sint Maarten through Digital Leadership Team.
\n\nThe Contracting entity: National Recovery Program Bureau (NRPB).
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Institutional Arrangements
\n\nThe DLT will seek to establish networks and arrangements of coordination across all Ministries and with key partners. It will also work in close coordination with the National Recovery Program Bureau (NRPB) and a Management Firm to execute the Project. The NRPB will be responsible for reporting on the project status, monitoring and evaluation, financial management, contracts management, safeguards oversight, and procurement in line with World Bank rules. The Management Firm will be engaged to maintain a twinning work relationship with the DLT to ensure that the capacity of the Team’s personnel is adequately built to sustain the digital transformation agenda beyond the life of the Project. It is expected that the engagement of the management firm will be reduced as capacity is transferred to local counterparts.
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Objective
\n\nThe Digital Leadership Team is seeking to engage a consultant to fulfill the role of Project Officer to the Digital Leadership Team and, by extension, the Digital Government Transformation Project.
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Role of the Project Officer, Digital Leadership Team
\n\nThe role of the Project Officer is to support the DLT Project Manager and DLT by coordinating and overseeing the day-to-day operational aspects of the project, ensuring activities are completed on schedule and within scope. The Project Officer will directly influence the project’s success through strategic planning, stakeholder engagement, and meticulous documentation. The role includes coordination of activities, monitoring and reporting on project progress, and ensuring efficient execution of the workplan. The consultant will be required to provide regular updates to the DLT and NRPB. The consultant is expected to spend 80% of the time supporting the DLT, and the remaining 20% for supporting the NRPB.
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Duration and contracting arrangements
\n\nThe start date of the contract will be June 2025 or soon thereafter. The contract duration is 12 months. The successful candidate is expected to work full-time in Sint Maarten, except when situations demand travel outside of the project area. Based on the needs of the project, as well as on the Consultant’s performance, the parties could agree to an extension of the contract.
\n\nBased on performance, the contract may be renewed annually for the duration of the project. The Project Officer receives taskings from the DLT Project Manager and DLT Work Steam Managers, and reports to the DGTP Project Lead from the NRPB.
\n\nKey Duties and Responsibilities
\n\nUnder the direction of the DLT Project Manager and DLT Work Steam Managers, the Project Officer will perform tasks including but not limited to:
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Minimum Qualifications
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Preferred Experience
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Strategic Competencies – Brief Description
\n\nNRPB 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:
\n\nProfessional Acumen - Intermediate Level
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Looking at the bigger picture – Strategic outlook – Intermediate Level
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Leading myself and others – Intermediate Level
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Respect for diversity - Intermediate level
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Successful Communication – Intermediate level
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Relationship Building. Consultation and Collaboration – Intermediate level
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Courage and Integrity – Intermediate level
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How to Apply
\n\nInterested parties should send their CV (in English) by e-mail ONLY to jobopportunity@nrpbsxm.org.
\n
\nIn the subject line clearly state: Project Officer – Digital Leadership Team
Applicants should ensure that their CV is received before Wednesday June 11th 2025 2300 (AST)
\n\nAny CV coming in after this date and time will not be considered.
\n\nThe CV should clearly present relevant experience to meet minimum requirements, preferred experience, and general competences as outlined in this term of reference.
\n\nCandidates should be prepared to attend at least one interview virtually or in person.
"},{"id":"OP00353320","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":"23:45","project_ctry_name":"Eastern and Southern Africa","project_id":"P175731","project_name":"SADC Regional Statistics Project","bid_reference_no":"BW-SADC-485072-CS-INDV","bid_description":"National Training of Survey Solution in Lesotho","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Plot 54385, New CBD, Private Bag 0095, Gaborone","contact_ctry_name":"Botswana","contact_email":"djagai@sadc.int","contact_name":"Deepchandsingh Jagai","contact_organization":"Southern African Development Community","contact_phone_no":"+267 364 1623","contact_web_url":"https://www.sadc.int/procurement-opportunities","submission_date":"2025-04-22T00:00:00Z","notice_text":"\n\n
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SADC SECRETARIAT
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REQUEST FOR EXPRESSION OF INTEREST (INDIVIDUAL CONSULTANTS SELECTION)
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COUNTRY: Botswana
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NAME OF PROJECT: SADC REGIONAL STATISTICS PROJECT (RSP)
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PROJECT ID: P175731
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ASSIGNMENT TITLE: INDIVIDUAL CONSULTANCY TO CARRY OUT A NATIONAL TRAINING ON SURVEY SOLUTION TO LESOTHO BUREAU OF STATISTICS
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REFERENCE NUMBER: SADC/3/5/2/389
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DATE OF ISSUE: 22 April 2025
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\n\n
Background
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The SADC Secretariat through the SADC Regional Statistics Project has received a grant. The aim of this grant is to strengthen the institutional capacity of SADC and participating countries to produce, disseminate and use quality statistics while increasing regional harmonization and collaboration.
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The Regional Infrastructure Development Master Plan (RIDMP), the SADC Regional Agricultural Policy (RAP), the Industrialisation Strategy and the Roadmap, among others, are complementary guiding frameworks for achieving the regional integration agenda. SADC has also developed various Protocols for domestication and implementation by Member States including the most recent one, the Protocol on Statistics, to enhance harmonization of statistics. The operating framework for implementing statistical activities as priorities for the region is the Regional Strategy for Development of Statistics (RSDS) and is aligned to SADC Vision 2050 and RISDP 2020-30.
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Demand for quality and harmonized statistics has been on the rise to monitor progress in developmental agendas at national, regional, continental, and global level. The scope of data demand cuts across economic, social, and on emerging issues such as climate change, disaster-risk, environment and others related.
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The SADC Secretariate intends to apply part of the proceeds of this financing to eligible payments under the contract for hiring an INDIVIDUAL CONSULTANCY TO CARRY OUT A NATIONAL TRAINING ON SURVEY SOLUTION TO LESOTHO BUREAU OF STATISTICS
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The SADC Secretariat invites submissions from suitably qualified and interested individual consultants to conduct the training, recruited as individual consultant following World Bank Procurement Regulations dated September 2023.
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Title : INDIVIDUAL CONSULTANCY TO CARRY OUT A NATIONAL TRAINING ON SURVEY SOLUTION TO LESOTHO BUREAU OF STATISTICS (1 Position)
\n\nTime Commitment : 100%
\n\nAccountable : Senior Officer, Research and Statistics
\n\nDuration of Assignment: 3 months
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\n\n
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The overall objective of this exercise is to build and enhance capacity of Member State on the use of modern data collection techniques to collect and manage complex surveys/census data efficiently with in-built robust data quality checks.
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The specific objective of the assignment is to undertake a national training on Survey Solution in Lesotho to implement data collection tools for EAC.
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1.3 Expected results
\n\nThe consultant is expected to achieve the following results in the following:
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This assignment is expected to be carried out by an individual consultant as the Master Trainer and there should be evidence of in-depth knowledge with Survey Solution. The specific profile is provided below:
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2.1 Qualifications and Skills
\n\n2.2 General Professional Experience
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2.3 Specific Professional Experience
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The Individual Consultant will work within the 3 months from the date of signing the agreement.
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The assignment will mostly be home-based and shall require travel to the Lesotho Bureau Statistics for consultation.
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The assignment will involve traveling to the Lesotho Bureau Statistics for consultation.
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Interested Individuals Consultants meeting the stated requirements should submit their Expressions of interest including updated detailed curriculum vitae (CVs) and copies of professional certificates must be delivered in a written form using a drag and drop electronic tender box by Friday 9 May 2025 on or before 23:59 hours, Botswana local time. No public opening will be held.
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SADC Collab link: https://collab.sadc.int/s/y9DQG6xkModNTiK
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Kindly note that only highly technically scored bidder will be contacted for negotiations meeting.
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Your Technical proposal should be valid for a period of 120 days from the date of deadline for submission.
\n\n10. Additional requests for information and clarifications can be made through the address below:
\n\nThe 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: djagai@sadc.int
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Annex 1- CURRICULUM VITAE (CV)
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| \n\t\t\t Position Title and No. \n\t\t\t | \n\t\t\t\n\t\t\t {e.g., K-1, INDIVIDUAL CONSULTANT} \n\t\t\t | \n\t\t
| \n\t\t\t Name of Expert: \n\t\t\t | \n\t\t\t\n\t\t\t {Insert full name} \n\t\t\t | \n\t\t
| \n\t\t\t Date of Birth: \n\t\t\t | \n\t\t\t\n\t\t\t {day/month/year} \n\t\t\t | \n\t\t
| \n\t\t\t Country of Citizenship/Residence \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
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Education: {List college/university or other specialized education, giving names of educational institutions, dates attended, degree(s)/diploma(s) obtained}
\n\n________________________________________________________________________
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Employment record relevant to the assignment: {Starting with present position, list in reverse order. Please provide dates, name of employing organization, titles of positions held, types of activities performed and location of the assignment, and contact information of previous clients and employing organization(s) who can be contacted for references. Past employment that is not relevant to the assignment does not need to be included.}
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| \n\t\t\t Period \n\t\t\t | \n\t\t\t\n\t\t\t Employing organization and your title/position. Contact information for references \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 Summary of activities performed relevant to the Assignment \n\t\t\t | \n\t\t
| \n\t\t\t [e.g., May 2005-present] \n\t\t\t | \n\t\t\t\n\t\t\t [e.g., Ministry of ……, advisor/consultant to… \n\n\t\t\t\n\n\t\t\t For references: Tel…………/e-mail……; Mr. Hbbbbb, deputy minister] \n\t\t\t | \n\t\t\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
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Membership in Professional Associations and Publications: ______________________________________________________________________
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Language Skills (indicate only languages in which you can work): ______________
\n\n______________________________________________________________________
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Adequacy for the Assignment:
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| \n\t\t\t Detailed Tasks Assigned on Consultant’s Team of Experts: \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Reference to Prior Work/Assignments that Best Illustrates Capability to Handle the Assigned Tasks \n\t\t\t | \n\t\t
| \n\t\t\t {List all deliverables/tasks as in REOI or TORS in which the Expert will be involved) \n\n\t\t\t\n\n\t\t\t \n\n\t\t\t \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 \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
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Experts contact information: (e-mail …………………., phone……………)
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Certification:
\n\nI, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes myself, my qualifications, and my experience, and I am available to undertake the assignment in case of an award. I understand that any misstatement or misrepresentation described herein may lead to my disqualification or dismissal by the Client, and/or sanctions by the Bank.
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{day/month/year}
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Name of Expert Signature Date
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Annex 2 Detailed TORs
\n\nTERMS OF REFERENCE
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CONSULTANCY TO CARRY OUT A NATIONAL TRAINING ON SURVEY SOLUTION TO LESOTHO BUREAU OF STATISTICS
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BACKGROUND INFORMATION
\n\nThe Southern African Development Community (SADC) is a Regional Economic Community comprising 16 Member States, namely; Angola, Botswana, Comoros, Democratic Republic of Congo, Eswatini, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Swaziland, Tanzania, Zambia, Zimbabwe. Established in 1992, SADC is committed to Regional Integration and poverty eradication within Southern Africa through economic development and ensuring peace and security.
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Article 14 of the SADC Treaty establishes the SADC Secretariat as the principal executive institution of SADC. The Secretariat performs its mandate and functions within the policy, strategic and programme provisions outlined in the Regional Indicative Strategic Development Plan (RISDP) and the Vision 2050. The SADC Vision 2050 earmarks Statistics a priority cross-cutting sector whereby by 2050, the region strategic objective in statistics is to realize a robust and responsive regional statistical system to underpin regional integration processes, including measurement of progress and impact.
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Article 6 of the SADC Protocol on Statistics refers explicitly to data sources and collection techniques. Specifically, Member States is recommended to collect household and enterprise-based information for compilation of official statistics in both formal and informal sectors of their economies using a combination of data collection instruments. Within this context, Member States shall implement appropriate survey design methodologies, traditional or modern data collection techniques, sampling procedures and Geospatial Information system, to conduct census including economic census and surveys. In this regard, there is a need to capacitate Member States to effectively design and implement censuses and surveys using modern data collection techniques. The benefits of using modern data collection techniques ensures comprehensive data collection for complex surveys, robust data quality checks, cost effective, simplify survey coordination, and ability to manage large-scale surveys efficiently amongst others.
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Secretariat is prioritizing statistical capacity building as part of its implementation plan guided by the Regional Strategy for Development of Statistics (RSDS) 2020-30. With the Regional Statistics Project funded by the World Bank, capacity building shall basically come in the form of development of practical guidelines in specific domains; rolling out national and regional training programmes, and assisting Member States through technical assistance. The scope of the project includes providing capacity building and technical assistance on various topics on statistics, including on specialized software for collection, processing, validation and analysis from censuses and surveys.
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Within this context, Lesotho has requested a national training on Survey Solution to effectively design and implement data collection tools for Economic Activity Census (EAC) given that they are currently planning to undertake this activity in 2025. It is within this background that Secretariat is looking for an individual consultant to deliver training on Survey Solution.
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The overall objective of this exercise is to build and enhance capacity of Member State on the use of modern data collection techniques to collect and manage complex surveys/census data efficiently with in-built robust data quality checks.
\n\nThe specific objective of the assignment is to undertake a national training on Survey Solution in Lesotho to implement data collection tools for EAC.
\n\nThe consultant is expected to achieve the following result:
\n\nThis assignment primarily consists of undertaking and servicing a national training on Survey Solution to implement data collection tools for EAC as a resource person. The preparatory work consists of drafting an Inception with the programme for the training as well as preparing training materials. The training shall be done during 5 working days in a week with an audience that regroups mainly data producers of EAC at national level. The training must provide for theoretical and practical sessions on the preparation of data collection forms with in-built robust data quality and validation checks as well as data management using Survey Solution. The training report should contain summary of topics covered during training week, and training materials as annexes.
\n\nThe assignment will be carried out in Lesotho.
\n\nThis consultancy is expected to target the National Statistics Office, in particular, statisticians involved in data collection process and management of data for the EAC, especially new staff working on EAC.
\n\nThe assignment will be carried out primarily through a national training in Lesotho.
\n\nIn particular, the consultant will be required to:
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This assignment is expected to be carried out by an individual consultant as the Master Trainer and there should be evidence of in-depth knowledge with Survey Solution. The specific profile is provided below:
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Qualifications and Skills
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General Professional Experience
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Specific Professional Experience
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The expert must be independent and free from conflicts of interest in the responsibilities they take on.
\n\nNote that civil servants and other staff of the public administration, of the partner country or of international/regional organizations based in the country, shall only be approved to work as experts if well justified. The justification should be submitted with the tender and shall include information on the added value the expert will bring as well as proof that the expert is seconded or on personal leave.
\n\nThe consultant shall operate under the guidance of the Senior Officer – Research & Statistics and direct supervision of Officer – Research and Statistics responsible for data collection techniques.
\n\nAll the deliverables shall be delivered to the Officer – Research and Statistics who shall assess and review the deliverables in line with the requirement of the Term of the References; and approved by the Senior Officer- Research and Statistics.
\n\nAll reports / training materials shall be in electronic format in MS Word, Excel or PowerPoint as the case may be. The training materials including power point presentations and Survey Solution forms/syntax developed during the training will be the property of SADC Secretariat. The Expert shall work with the Secretariat up to the end of the assignment, shall have delivered the following in electronic format within three (3) months:
\n\n| \n\t\t\t Name of report \n\t\t\t | \n\t\t\t\n\t\t\t Content \n\t\t\t | \n\t\t\t\n\t\t\t Time of submission \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 It should demonstrate how the training will be organised and its effectiveness towards impactful results. It should have the following: \n\n\t\t\t
| \n\t\t\t\n\t\t\t No later than 7 calendar days after the signing of the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Training report \n\t\t\t | \n\t\t\t\n\t\t\t The report should cover: \n\n\t\t\t
| \n\t\t\t\n\t\t\t No later than 7 calendar days after the completion of the national training workshop. \n\t\t\t | \n\t\t
\n\n
The reports referred to above must be submitted to the project manager identified in the contract. The reports must be written in English. The project manager is responsible for approving the reports.
\n\nOverall responsibility for supervision of the Consultancy will lie with the Officer – Research and Statistics. The Consultant shall be responsible for the operational day-to-day management and coordination of the consultancy work.
\n\nThe Consultant shall report to the Officer – Research and Statistics and perform the assigned tasks.
\n\nThe assignment will involve traveling to Lesotho.
\n\nNone required
\n\nFor the expert working on this consultancy, the Contracting Authority shall facilitate for visa entry in Lesotho, if required.
\n\nThe contractor must ensure he/she is adequately prepared and equipped for delivery of the training and drafting of deliverables. Moreover, the Consultant is expected to be fully self- sufficient in terms of international travel associated expenses in Lesotho, laptop and related device connectivity for projector for this consultancy.
\n\nNo equipment is to be purchased on behalf of the contracting authority / procuring entity as part of this service contract or transferred to the contracting authority / procuring entity at the end of this contract. Any equipment related to this contract that is to be acquired by the procuring entity must be purchased by means of a separate supply tender procedure.
\n\nThe intended start date is as soon as both parties have signed the contract agreement and the period of implementation of the contract will be 60 calendar days from the date of signing the agreement. Please see Article 3 of the specific contract for the actual start date and period of implementation.
\n\nThe indicators to be used are timeliness, technical coverage and analytical quality of the 2 Reports as detailed in 5 above. In addition, assessment of the effectiveness of the training to be done using pre and post-test surveys with recipients of the capacity building activity.
\n\nThe Consultant must declare any potential conflict of interest between the provision of the requested services, and other activities in which, a member of their consortium of group (s), or any expert proposed in their offer is engaged.
\n\nIt assumed that the consultant would be procured within the reasonable timeframe and activities implemented within the schedule provided of 60 calendar days spread over 3 months.
\n\nThe nature of the assignment presents negligible risks associated with the consultancy. Some of the foreseen risks are the following:
\n\n| \n\t\t\t Possible risks \n\t\t\t | \n\t\t\t\n\t\t\t Risk Level \n\t\t\t | \n\t\t\t\n\t\t\t Mitigation Measures \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Medium \n\t\t\t | \n\t\t\t\n\t\t\t Plan and communicate ahead with key stakeholders; have more than one communication means \n\t\t\t | \n\t\t
9. FINANCIAL PROPOSAL
\n\n9.1 Financial proposal
\n\nThe financial proposal should include all consultancy fees and all costs .
\n\n9.2 Schedule of payment
\n\nPayments for the assignment shall be related to the reports and their approval as follows:
\n\n20% of the contract price shall be paid upon submission and approval of the Inception Report
\n\n80% of the contract price shall be paid upon submission and approval of the Training Report
\n\n\n\n
"},{"id":"OP00352097","notice_type":"Request for Expression of Interest","noticedate":"15-Apr-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-04-28T00:00:00Z","submission_deadline_time":"23:45","project_ctry_name":"Eastern and Southern Africa","project_id":"P175731","project_name":"SADC Regional Statistics Project","bid_reference_no":"BW-SADC-485082-CS-CQS","bid_description":"Firm Consultancy for Basic and Intermediate Training of PYTHON in 5 Member States","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":"djagai@sadc.int","contact_name":"Deepchandsingh Jagai","contact_organization":"Southern African Development Community","contact_phone_no":"+267 364 1623","contact_web_url":"https://www.sadc.int/procurement-opportunities/regional-climate-resilience-project-rcrp-assistant-finance-officer","submission_date":"2025-04-15T00:00:00Z","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) SHORTLISTING
\n\n\n\n
\n\n
COUNTRY: Botswana
\n\n\n\n
NAME OF PROJECT: SADC REGIONAL STATISTICS PROJECT (RSP)
\n\n\n\n
PROJECT ID: P175731
\n\n\n\n
ASSIGNMENT TITLE: CONSULTANCY TO HIRE A FIRM FOR UNDERTAKING OF NATIONAL TRAININGS ON PYTHON IN FIVE (5) SADC MEMBER STATES
\n\n\n\n
REFERENCE NUMBER: SADC/3/5/2/391
\n\n\n\n
DATE OF ISSUE: 14th April 2025
\n\n\n\n
\n\n
Background
\n\n\n\n
The SADC Secretariat through the SADC Regional Statistics Project has received a grant. The aim of this grant is to strengthen the institutional capacity of SADC and participating countries to produce, disseminate and use quality statistics while increasing regional harmonization and collaboration.
\n\n\n\n
The main guiding frameworks are SADC Vision 20250 and the SADC Regional Indicative Strategic Development Plan 2020-2030 (RISDP 2020-2030). The Regional Infrastructure Development Master Plan (RIDMP), the SADC Regional Agricultural Policy (RAP), the Industrialisation Strategy and the Roadmap, among others, are complementary guiding frameworks for achieving the regional integration agenda. SADC has also developed various Protocols for domestication and implementation by Member States including the most recent one, the Protocol on Statistics, to enhance harmonization of statistics. The operating framework for implementing statistical activities as priorities for the region is the Regional Strategy for Development of Statistics (RSDS) and is aligned to SADC Vision 2050 and RISDP 2020-30.
\n\n\n\n
Demand for quality and harmonized statistics has been on the rise to monitor progress in developmental agendas at national, regional, continental, and global level. The scope of data demand cuts across economic, social, and on emerging issues such as climate change, disaster-risk, environment and others related.
\n\n\n\n
The SADC Secretariate intends to apply part of the proceeds of this financing to eligible payments under the contract for hiring a FIRM FOR UNDERTAKING OF NATIONAL TRAININGS ON PYTHON IN FIVE (5) SADC MEMBER STATES
\n\n\n\n
\n\n
The SADC Secretariat invites submissions from suitably qualified and interested individual consultants to conduct the training, recruited as individual consultant following World Bank Procurement Regulations dated September 2023.
\n\n\n\n
Title : CONSULTANCY TO HIRE A FIRM FOR UNDERTAKING OF NATIONAL TRAININGS ON PYTHON IN FIVE (5) SADC MEMBER STATES
\n\nTime Commitment : 100%
\n\nAccountable : Senior Officer, Research and Statistics
\n\nDuration of Assignment: 10 months
\n\n\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
Closing time is 23.59 hours midnight Botswana time on 28 April 2025 and should mention the name of the consultancy assignment. CONSULTANCY TO HIRE A FIRM FOR UNDERTAKING OF NATIONAL TRAININGS ON PYTHON IN FIVE (5) SADC MEMBER STATES A Firm)
\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: zruth@sadc.int; tchabwera@sadc.int
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\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex 2 Detailed TORs
\n\n\n\n
\n\n
TERMS OF REFERENCE
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
CONSULTANCY TO HIRE A FIRM FOR UNDERTAKING OF NATIONAL TRAININGS ON PYTHON IN FIVE (5) SADC MEMBER STATES
\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
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\n\n
\n\n
The Southern African Development Community (SADC).
\n\n\n\n
The Contracting Authority is SADC Secretariat, represented by its Executive Secretary.
\n\n\n\n
The Southern African Development Community (SADC) is a Regional Economic Community comprising 16 Member States, namely; Angola, Botswana, Comoros, Democratic Republic of Congo, Eswatini, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Tanzania, Zambia, Zimbabwe. Established in 1992, SADC is committed to Regional Integration and poverty eradication within Southern Africa through economic development and ensuring peace and security.
\n\n\n\n
Article 14 of the SADC Treaty establishes the SADC Secretariat as the principal executive institution of SADC. The Secretariat performs its mandate and functions within the policy, strategic and programme provisions outlined in the Regional Indicative Strategic Development Plan (RISDP) and the Vision 2050. The SADC Vision 2050 earmarks Statistics a priority cross-cutting sector whereby by 2050, the region strategic objective in statistics is to realize a robust and responsive regional statistical system to underpin regional integration processes, including measurement of progress and impact.
\n\n\n\n
In the discipline of Official Statistics there is an absolute necessity of evolving towards programming languages oriented to modern data science to face new challenges such as fast prototyping innovative ideas, standardizing production processes and automatizing manual tasks. The implementation of statistical techniques, methods and methodologies can be done with Python functions and scripts in a more efficient way.
\n\n
\nThe Secretariat is prioritizing statistical capacity building as part of its implementation plan guided by the Regional Strategy for Development of Statistics (RSDS) 2020-30. With the Regional Statistics Project funded by the World Bank, capacity building shall basically come in the form of development of practical guidelines in specific domains; rolling out national and regional training programmes and; assisting Member States through technical assistance. Data management and processing is within the sub-component 1.1 on improving capacity for data production, management and dissemination of the World Bank project.
\n\n
With the growing need of analysing voluminous and complex survey data on a timely basis, open-source statistical softwares play a significant role. Thus, Secretariat is recruiting a consultancy firm which may include but not limited to research centres or universities to train SADC Member States statisticians on Python for beginners and intermediate level.
\n\n\n\n
Member States were also requesting training on Python for official statisticians involved or not in Big Data and Data Science activities having no specific knowledge on the subject.
\n\n\n\n
\n\n
The overall objective of this exercise is to train Member States on the use of statistical software for management of large database and analysis of complex surveys.
\n\nThe specific objective of the assignment is to undertake a national training on Python for processing of data for official statistics, especially:
\n\n\n\n
\n\n
The Consultancy Firm is expected to achieve the following result:
\n\n\n\n
The selected service provider is expected to deliver in-person technical training workshop on Python to process and analyze official statistics for data producers of official statistics at national level for respective Member State for 10 working days (5 working days for Beginners and 5 working days for intermediate levels)
\n\nThe training includes theoretical and practical sessions to help participants understand Python syntax and its ecosystem for data management, statistical analysis, tabulations, graphics, and maps from complex census, survey data, and big data. The training report should contain summary of topics covered during training week. Training materials should also be shared to all participants and annexed to be training report
\n\nIt is expected that the training to be done with real anonymized data obtained from censuses, survey and administrative data undertaken by National Statistics Offices.
\n\n\n\n
The assignment will be carried out in 5 selected Member States of SADC Region, namely (indicate which countries).
\n\nThis consultancy is expected to target the National Statistics Office and other stakeholders, in particular, statisticians involved in processing and analysis of official statistics, large data and complex surveys.
\n\nThe assignment will be carried out primarily through a national training in five selected Member States of SADC Region.
\n\nIn particular, the consultant will be required to:
\n\n\n\n
\n\n
\n\n
\n\n
The experts from the Firm shall assist participants in first handling of Python on the first day of the training for them to use it correctly.
\n\n\n\n
The assignment is for training in 5 SADC Member States. The Firm shall be subject to evaluation after each training in a Member State. Continuation of contract is upon satisfactory completion and quality of the previous assignment.
\n\n\n\n
Eligible entities for the current assignment are consultancy firm which may include but not limited to research centres or universities.
\n\nThis assignment is expected to be carried out by experienced Master Trainers from University, Research Centres and Consultancy Firms and there should be evidence of in-depth knowledge with the open-source software’s (R and Python among others) and trainings at national, regional and international level. The specific profile of Experts is provided below:
\n\n| \n\t\t\t Profiles of Experts \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications and Skills \n\t\t\t | \n\t\t\t\n\t\t\t General Experience \n\t\t\t | \n\t\t\t\n\t\t\t Specific Experience \n\t\t\t | \n\t\t
| \n\t\t\t TWO (2) Expert Trainers \n\t\t\t | \n\t\t\t\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t
\n\t\t\t | \n\t\t\t\n\t\t\t The Expert Trainers Must have at least ten (10) years of experience using Python \n\t\t\t | \n\t\t\t\n\t\t\t
\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
\n\t\t\t | \n\t\t
The expert must be independent and free from conflicts of interest in the responsibilities they take on.
\n\nNote that civil servants and other staff of the public administration, of the partner country or of international/regional organizations based in the country, shall only be approved to work as experts if well justified. The justification should be submitted with the tender and shall include information on the added value the expert will bring as well as proof that the expert is seconded or on personal leave.
\n\n\n\n
The consultant shall operate under the oversight of the Senior Officer – Research & Statistics and direct supervision of Officer – Research and Statistics.
\n\nAll the deliverables shall be delivered to the Officer – Research and Statistics who shall assess and review the deliverables in line with the requirement of the Term of the References; and approved by the Senior Officer- Research and Statistics.
\n\nAll reports / training materials shall be in electronic format in MS Word, Excel or PowerPoint format as the case may be. Scripts and commands for Python should be shared with SADC Secretariat and participants. The training materials including power point presentations and Python scripts will be the property of SADC Secretariat and will be used for additional training if required. The Expert shall work with the Secretariat up to the end of the assignment, shall have delivered the following in electronic format within three (3) months:
\n\n| \n\t\t\t Name of report \n\t\t\t | \n\t\t\t\n\t\t\t Content \n\t\t\t | \n\t\t\t\n\t\t\t Time of submission \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 The inception should demonstrate how the training will be organised and its effectiveness towards impactful results. It should have include the objectives, expected outcome, methods, assumptions, risks, timelines of the training as well as topics to be covered and training programme \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t No later than 7 calendar days after the signing of the contract. \n\t\t\t | \n\t\t
| \n\t\t\t Training reports \n\t\t\t | \n\t\t\t\n\t\t\t Each report should cover: \n\n\t\t\t- summary of topics covered during training week; \n\n\t\t\t- pre and post training assessment; and \n\n\t\t\t- Final Training Materials \n\t\t\t | \n\t\t\t\n\t\t\t No later than 10 calendar days after the completion of the national training workshop. \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
The reports referred to above must be submitted to the Project Manager identified in the contract. The reports must be written in English. The Project Panager is responsible for approving the reports.
\n\nOverall responsibility for supervision of the Consultancy will lie with the Senior Officer – Research and Statistics. The Consultant shall be responsible for the operational day-to-day management and coordination of the consultancy work.
\n\nThe Consultant shall report to the Senior Officer – Research and Statistics and perform the assigned tasks.
\n\nThe assignment will involve traveling to selected SADC Member States.
\n\nNone required
\n\nFor the expert working on this consultancy, the Contracting Authority shall facilitate for visa entry in SADC Member States, if required.
\n\nThe contractor must ensure he/she is adequately prepared and equipped for delivery of the training and drafting of deliverables. Moreover, the Firm is expected to be fully self- sufficient in terms of international travel associated expenses, laptop and related device connectivity for projector for this consultancy.
\n\nNo equipment is to be purchased on behalf of the contracting authority / procuring entity as part of this service contract or transferred to the contracting authority / procuring entity at the end of this contract. Any equipment related to this contract that is to be acquired by the procuring entity must be purchased by means of a separate supply tender procedure.
\n\nThe intended start date is as soon as both parties have signed the contract agreement and the period of implementation of the contract will be up to 31st March 2026 from the date of signing the agreement. Please see Article 3 of the specific contract for the actual start date and period of implementation.
\n\nThe indicators to be used are timeliness, technical coverage and analytical quality of the 2 Reports as detailed in 5 above. In addition, assessment of the effectiveness of the training to be done using pre and post test surveys with recipients of the capacity building activity.
\n\nThe Consultant must declare any potential conflict of interest between the provision of the requested services, and other activities in which, a member of their consortium of group (s), or any expert proposed in their offer is engaged.
\n\n\n\n
It assumed that the consultant would be procured within the reasonable timeframe and activities implemented within the schedule provided up to 31st March 2026.
\n\nThe nature of the assignment presents negligible risks associated with the consultancy. Some of the foreseen risks are the following:
\n\n| \n\t\t\t Possible risks \n\t\t\t | \n\t\t\t\n\t\t\t Risk Level \n\t\t\t | \n\t\t\t\n\t\t\t Mitigation Measures \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Medium \n\t\t\t | \n\t\t\t\n\t\t\t Plan and communicate ahead with key stakeholders; have more than one communication means \n\t\t\t | \n\t\t
\n\n
\n\n
9. FINANCIAL PROPOSAL
\n\n9.1 Financial proposal
\n\nThe financial proposal should be a lump sum that includes professional fees, travel costs and any other cost for conduct of the trainings in 5 countries with the split of fees individually for the 5 countries.
\n\n\n\n
9.2 Schedule of payment
\n\nPayments for the assignment shall be related to the reports and their approval as follows:
\n\n10% of the contract price shall be paid upon submission and approval of the inception report and training materials
\n\n18% of the contract price shall be paid upon submission and approval of the Training Report for the first Member State trained
\n\n18% of the contract price shall be paid upon submission and approval of the Training Report for the second Member State trained
\n\n18% of the contract price shall be paid upon submission and approval of the Training Report for the third Member State trained
\n\n18% of the contract price shall be paid upon submission and approval of the Training Report for the fourth Member State trained
\n\n18% of the contract price shall be paid upon submission and approval of the Training Report for the fifth Member State trained
\n\n\n\n
"},{"id":"OP00349501","notice_type":"Request for Expression of Interest","noticedate":"03-Apr-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-04-14T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Liberia","project_id":"P171997","project_name":"Liberia Investment, Finance and Trade Project","bid_reference_no":"LR-MOCI-483610-CS-INDV","bid_description":"Hiring of Project Coordinator for the Ministry of Commerce and Industry, through the Liberia Investment, Finance and Trade Project (LIFT-P).","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"Ministerial Complex\nCongo Town\nTubman Blvd, Monrovia,","contact_ctry_name":"Liberia","contact_email":"jsayekehnel@gmail.com","contact_name":"Julius Saye-Kehnel","contact_organization":"Ministry of Commerce and Industry","contact_phone_no":"0777201863","submission_date":"2025-04-03T00:00:00Z","notice_text":"
REPUBLIC OF LIBERIA
\nMINISTRY OF COMMERCE & INDUSTRY
\nLIBERIA INVESTMENT, FINANCE AND TRADE PROJECT (LIFT-P) INSURANCE BUILDING, 5TH STREET-SINKOR, OPPOSITE CONEX GAS STATION MONROVIA, LIBERIA
\nP.O. Box 9041, 1000 Monrovia, 10 Liberia
\nwww.moci.gov.lr
REQUEST FOR EXPRESSION OF INTEREST (REOI)
\n(CONSULTING SERVICES)
\nIndividual Consultant Selection (INDV)
RE-ADVERTISED March 28, 2025
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Assignment Titles \n\t\t\t | \n\t\t\t\n\t\t\t Procurement Method \n\t\t\t | \n\t\t\t\n\t\t\t Duration \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t PROJECT COORDINATOR \n\t\t\t | \n\t\t\t\n\t\t\t Individual Consultant Selection (INDV) Method \n\t\t\t | \n\t\t\t\n\t\t\t 1 Year \n\t\t\t | \n\t\t
Background
\n\nThe Republic of Liberia through the Ministry of Commerce & Industry has received Financing from the International Development Association (IDA) towards the cost of implementing the Liberia Investment, Trade & Finance Project (LIFT-P) and it intends to apply part of the proceeds of the Financing towards payments under the contract for above mentioned position for the Ministry of Commerce and Industry (MOCI). under the Liberia Investment, Finance and Trade Project (LIFT-P) of the Ministry of Commerce and Industry.
\n\nThe overall objective of the LIFT-P is to improve the investment climate, expand sustainable access to finance, and increase the efficiency of trade in Liberia and help formal MSMEs recover from the impact of the COVID-19. The LIFT-P is an explicit contributor to the FY19-FY24 Country Partnership Framework (CPF)
\n\nThe detailed Terms of Reference (TOR) for this position can be found below.
\n\nThe Ministry of Commerce and Industry now invites eligible and interested Individual Applicants (“Consultants”) to indicate their interest in providing the required Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the required Services. The shortlisting (qualification) criteria are listed as per the Terms of Reference. Applicants must have minimum qualifications and experience as per the Terms of Reference.
\n\nApplicants will be selected in accordance with the Individual Consultant Selection (INDV) as set out in the World Bank Procurement Regulations for IPF Borrowers dated July 2016 as Revised in November 2017, August 2018, November 2020, September 2023 and February 2025.
\n\nFurther information can be obtained at the address below during office hours, i.e., 0900 to 1600 hours GMT, Monday to Friday.
\n\nThe deadline for submission of Expressions of Interests is on Monday April 14, 2025. Please submit your Expressions of Interest with a letter of interest to the addresses below only by email indicating the position title in the subject line of the email.
\n\nPlease note that ONLY shortlisted Applicants will be contacted.
\n\nLiberia Investment, Finance and Trade Project (LIFT-P)
\nAttn: Joseph Blanco
\nHuman Resource Director
\nFirst Floor, Commerce Building
\nEJS Ministerial Complex, Congo Town
\nMonrovia, Liberia
\nE-mail: jsblango1@gmail.com
\nCc: vanyanbah.julius@yahoo.com and fahnco76@yahoo.com
\n\n
TERMS OF REFERENCE FOR PROJECT COORDINATOR
\n\nPost Tile: Project Coordinator
\n\nLocation of Project: Project Implementation Unit-Ministry of Commerce and
\n\nIndustry, EJS Ministerial Complex, Tubman Boulevard, Congo Town
\n\nContract Duration: One (1) year with possibility of extension based on satisfactory performance and availability of funds.
\n\nReport Line: The Deputy Minister for Commerce and Trade, Ministry of Commerce and Industry (MoCI)
\n\nRecruitment Type: National Position
\nType of Contract: Time Based Contract
Background
\n\nThe Government of Liberia, through the Ministry of Commerce and Industry (MOCI), has received a Project Preparation Advance (PPA) amount from the World Bank in preparation for the implementation of the Liberia Investment, Finance and Trade (LIFT) Project: P171997. MOCI intends to recruit a new Project Coordinator to lead the Project Implementation Unit established at the Ministry of Commerce and Industry.
\n\nThe overall objective of the LIFT-Project is to improve the investment climate, expand sustainable access to finance, and increase the efficiency of trade in Liberia and help formal MSMEs recover from the impact of the COVID-19 and other endogenous and exogenous factors impacting on the business environment and trade facilitation.
\n\nThe LIFT-Project is an explicit contributor to the FY2019-FY2024 Country Partnership Framework (CPF) Pillar I: Strengthening Institutions and Creating an Enabling Environment for Inclusive and Sustainable Growth. Specifically, the project implements Objective 3 of the CPF, that seeks a more enabling environment for the development of Small and Medium Enterprises (SMEs). The Project furthers the CPF’s objective by fostering the emergence of an inclusive private sector through a more hospitable investment climate, expanded access to finance, and stronger market governance. The LIFT Project envisions the removal of key regulatory constraints and will facilitate trade and expand access to finance. Specifically, it will focus on (i) the regulatory areas where Liberia ranks low on Doing Business indicators, (ii) implementation of the Financial Sector Development Implementation Plan and National Financial Inclusion Strategy, (iii) implementation of the Insolvency and Restructuring Law adopted in 2017, and (iv) support for Liberia’s implementation of commitments to the World Trade Organization (WTO), Trade Facilitation Agreement, since adoption of the long-awaited Customs Code.
\n\nObjective of the Assignment
\n\nTo lead and coordinate the implementation of the World Bank funded LIFT-Project and be fully responsible for its day-to-day management in such a manner as to ensure efficient and timely implementation of all project activities in accordance with the overall project implementation schedule for the five-year period and duly approve and/or revise Annual Work Plans and Budgets and Procurement Plans, in compliance with the relevant Protocols of Agreement as well as WB’s rules and Procedures as detailed in the Financing Agreement, the Project Appraisal Document the Project Operating Manual, and other related documents.
\n\nScope of Services
\n\nThe Project Coordinator will ensure the effective and efficient coordination and management of all activities associated with the project, in full compliance with the requirements and procedures of the Government of Liberia and the World Bank.
\n\nMain Roles and Responsibilities
\n\nSpecific responsibilities of the Project Coordinator will include, but not limited to the following:
\n\n1. Project Leadership and Management
\n\n2. Planning, Monitoring, and Reporting
\n\n3. Coordination and Stakeholder Engagement
\n\n4. Procurement and Financial Oversight
\n\n5. Capacity Building and Knowledge Management
\n\n6. Additional Duties
\n\nKey Qualifications
\n\nMinimum Academic/Professional Qualifications and Experience:
\n\nKey Competencies
\n\nAbilities
\n\nSkills
\n\nPerformance Criteria
\n\nThe MoCI will conduct mid-year and end year appraisal to assess performance of the consultant. This appraisal will form the basis of contract extension with the consultant.
\n\nReporting Obligations
\n\nThe Project Coordinator will report to the Ministry of Commerce and Industry through the Deputy Minister for Commerce and Trade (DMC), who serves as the Chairperson of the National Project Technical Committee comprised of the TIMAs and shall submit a brief progress report at the end of each month summarizing the activities, problems encountered in the implementation of the LIFT- Project as well as quarterly, semi-annual, and annual project progress reports as outlined in the Project Operations Manual.
\n\n\n\n
"},{"id":"OP00335991","notice_type":"Request for Expression of Interest","noticedate":"20-Feb-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-07-31T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Georgia","project_id":"P173975","project_name":"Georgia Relief and Recovery for Micro, Small, and Medium Enterprises","bid_reference_no":"GE-EG-CS-QBS-2025-03","bid_description":"Provision of Consulting Services in Finance and Accounting through Consulting Centers (Growth Hubs)","procurement_group":"CS","procurement_method_code":"QBS","procurement_method_name":"Quality Based Selection","contact_address":"18 Dimitri Uznadze Street","contact_ctry_name":"Georgia","contact_email":"gmaisuradze@enterprise.gov.ge","contact_name":"Guranda Maisuradze","contact_organization":"Enterprise Georgia","contact_phone_no":"+ 995 32 296 00 10","contact_web_url":"http://www.enterprisegeorgia.gov.ge/en/home","submission_date":"2025-02-20T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES - FRAMEWORK AGREEMENT – SELECTION OF FIRMS)
\n\nGeorgia
\n\nProject Name: The Relief and Recovery for Micro, Small and Medium Enterprises (MSMEs)
\n\nProject No: P173975
\n\nLoan No. 9239-GE
\n\nAssignment Title: Provision of Consulting Services in Finance and Accounting through Consulting Centers (Growth Hubs)
\n\nReference No. GE-EG-CS-QBS-2025-03
\n\nLEPL Enterprise Georgia within the Relief and Recovery for Micro, Small and Medium Enterprises (MSMEs) Project supported by the World Bank intends to apply part of the loan proceeds for consulting services in the area of Finance and Accounting. The purpose of this call is to create a qualified companies that can deliver these services.
\n\nAll potential consultants which express interest to receive the Request for Proposal (RfP), will be sent the document. However, the evaluation of the submitted proposal shall be made only for those consultants, which meet the below stated evaluation criteria, and the consultants will be selected in accordance with the Framework Agreement arrangements described in the Procurement Regulations and specifically set out in the Request for Proposals (RfP). Therefore, it is advised that the potential consultants assess their profile relevance against the required criteria prior to requesting the RfP, in order to save time and resources.
\n\nThe Project will be implemented nationwide and will consist of four components:
\n\nComponent 1 – Financial relief and recovery for MSMEs
\n\nComponent 2 – Digital payments & financial infrastructure upgrading
\n\nComponent 3 – Project management and monitoring
\n\nComponent 4 – Contingent Emergency Response Component
\n\nA substantial portion of the Project activities fall under Component 1. Component 1 will be implemented by LEPL Enterprise Georgia (hereinafter – Agency), which is a government economic development agency operating under the Ministry of Economy and Sustainable Development of Georgia. It comprises of the following sub-components:
\n\nThe GHs established under the Sub-component 1.4 will offer MSMEs three main services:
\n\n1. Consulting Services – this entails (1) identifying the problems, obstacles, and opportunities facing a specific business (hereinafter – beneficiary MSME) in terms of growth and productivity through a comprehensive diagnostic interview, (2) offering a service of a consulting company (hereinafter - Consultant) to remedy these problems and design specific solutions, and (3) co-financing the cost of this service. At the first stage, the Consulting service covers the following six areas:
\n\n2. Improving Business Skills – this covers delivering seminars, talks, trainings, and workshops that match the needs of the businesses, organizing business meetings, and providing necessary infrastructure for these purposes.
\n\n3. Providing Information – this means providing businesses access to information about ongoing business support programs, business sector news, and the latest available research.
\n\nThe consulting services (hereinafter - the Services) in the area of Finance and Accounting include 4 basic packages developed by the Agency with respective lists of deliverables and preliminary descriptions of the work scope. These packages are:
\n\n\n\n
This list can be further expended and/or modified as needed to meet any other needs of beneficiaries, provided that additional services will not go beyond the scope of services as defined in the ToR. Accordingly, upon agreement between the Consultant and the beneficiary in the Call-Off Contract, the Consultant may tailor the consulting services related to the above packages to the specific needs of the beneficiary in order to improve the packages and make them more fit to the beneficiary.
\n\nThe Terms of Reference (TOR) for the primary procurement stage for the assignment is attached to this request for expressions of interest.
\n\nPlease find respective link: https://drive.google.com/file/d/11euuDc8E0AMTOwoCu7ZY3FRH3DVbpYGq/view?usp=sharing
\n\nThe Agency now invites eligible consulting firms (Consultants) to indicate their interest in providing the Services in the area of Finance and Accounting. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services.
\n\nThe evaluation criteria are:
\n\nThe potential Consultants which consider that they meet the above-mentioned qualification criteria, may submit a formal letter requesting RfP document.
\n\nAfter receiving the RfP document, based on it, the Consultant shall prepare Technical Proposal and submit it to EG within the deadline indicated in the RFP.
\n\nEG will evaluate the Consultant’s qualifications and experience vis-à-vis required criteria, and if the Consultant qualify, their Technical Proposal will be evaluated as well.
\n\nRequirements for the Consultant’s Staff
\n\nIn order to provide quality services Consultant should mobilize qualified personnel (key experts). The Consultant is liable for the quality of the provided Service.
\n\nList of required experts and narrative of minimum qualification requirements is given in the table below:
\n\n| \n\t\t\t Expert Position (Quantity) \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Specific Experience (Years) \n\t\t\t | \n\t\t\t\n\t\t\t Area of Minimum Specialization, Qualification \n\t\t\t | \n\t\t
| \n\t\t\t KEY EXPERTS \n\t\t\t | \n\t\t||
| \n\t\t\t Team Leader (1) \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t At least 5 years of experience in the field, and prior experience in the management of similar projects; \n\n\t\t\tMinimum Master’s degree in finances, accounting, or other relevant field; \n\t\t\t | \n\t\t
| \n\t\t\t Specialist (2) \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 At least 3 years of experience in the field; \n\n\t\t\tMinimum Bachelor’s degree in finances, accounting, or other relevant field; \n\t\t\t | \n\t\t
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, revised August 2018 and revised November 2020 (“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: The Consultant shall not receive any remuneration in connection with the assignment except as provided in the contract. The Consultant and its affiliates shall not engage in consulting or other activities that conflict with the interest of the client under the contract. The contract shall include provisions limiting future engagement of the Consultant in other services resulting from or directly related to the firm’s consulting services in accordance with the requirements of paragraphs 3.16, 3.17 and 3.18 of the Regulations.
\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\nThe Agency will co-finance up to 90% of the Service(s) with a maximum amount of 10,000 GEL. The cost of the Service(s) offered by the Consultant may exceed the given amount.
\n\nThe Formal Letter of Expressions of Interest in English language must be submitted electronically. The Consultants are requested to clearly indicate in the letter the area of Consultancy service(s) they are applying for.
\n\nThe Potential Consultants may express their interest till July 31, 2025.
\n\nAttn: To the Administrative Department
\n\nE-mail To: gmaisuradze@enterprise.gov.ge
"},{"id":"OP00338483","notice_type":"Request for Expression of Interest","noticedate":"09-Feb-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-02-23T00:00:00Z","submission_deadline_time":"12:00","project_ctry_name":"Egypt, Arab Republic of","project_id":"P172548","project_name":"Greater Cairo Air Pollution Management and Climate Change Project","bid_reference_no":"EG-EEAA-455983-CS-CQS","bid_description":"Development of e Waste legal system and Standard Operating Procedures","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"15 c El Tawfik Building, El Fustat El Gedida, \nOld Cairo, Cairo - Egypt","contact_ctry_name":"Egypt, Arab Republic of","contact_email":"mohamed.hassan@gccceg.com","contact_name":"Mohamed Hassan","contact_organization":"Egyptian Environmental Affairs Agency","contact_phone_no":"01128333019","submission_date":"2025-02-09T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST
\n\nCONSULTING SERVICES
\n\n\n\n
Arab Republic of Egypt
\n\nGREATER CAIRO AIR POLLUTION MANAGEMENT AND CLIMATE CHANGE “GCCC” PROJECT - PROJECT (P172548)
\n\n\n\n
Assignment Title: Developing Technical regulations and policy framework and Standard Operation Procedures (SOP) that assure and support effective and sustainable E-Waste management, models, and solutions services in Egypt ” .
\n\n\n\n
Reference No.: EG-EEAA-455983-CS-CQS
\n\n
\n
The Greater Cairo Air Pollution Management and Climate Change Project (herein “the Project”) aims at reducing air emissions from critical sectors and increasing 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 two of the primary sources of air pollution in the Greater Cairo (GC) region (i.e., Cairo, Giza and Qalyoubia Governorates): open burning of solid waste and vehicle emissions; and will include six main components aiming at: (i) enhancing the air quality management framework and decision support system in Egypt; (ii) improving Solid Waste Management services; (iii) reducing air and climate pollutants from vehicle emissions; (iv) furthering stakeholder engagement, awareness and communication; (v) project management and monitoring & evaluation (M&E); (vi) addressing the important issue of unintended emissions of POPs.
\n\n\n\n
Brief description about the Enhanced E-Waste and HCW management for Reduction of uPOPs:
\n\nIt is an additional finance (AF) to the parent project; this new activity focuses on reduction of unintended persistent organic pollutants (uPOPs) aligns with the “GEF Project Design and Review Considerations in Response to the COVID-19 Crisis and the Mitigation of Future Pandemics”. This new component will comprise 3 sub-components.
\n\nSub-component 6.1: Supporting effective E-Waste management, models, and solutions
\n\nActivities under this sub-component aim to support the implementation of Egypt National Policy Framework and Legal Directive on E-Waste and piloting solutions and models for E-Waste management and recycling to reduce air pollution and climate pollutant emissions. Activities are designed to support the country in a life-cycle approach to e-waste from understanding upstream issues, such as causes and generation of e-waste to safe recycling and safe extraction of precious commodities.
\n\nSpecific activities will include: (i) strategy development and guidance for used electronic equipment, particularly at the household level including batteries and electrical appliances and their integration into existing strategies for the refurbishment, recycling, disposal and/or take back of equipment/E-Waste and establishment of safe exposure limits for key uPOPs; (ii) technical assistance and capacity building for key public and private sector entities and agencies for the enforcement and implementation of upcoming Extended Producer Responsibility (EPR) schemes for new electronic equipment; (iii) support to recyclers of E-Waste, including: assessment and technical assistance for enhanced efficiency in recycling processes, development of strategies and support for safe and effective recycling of batteries, development of risk assessment studies and risk mitigation strategies and capacity building for recyclers to ensure safer/cleaner processing for improved human and environmental health; (iv) support for alignment with the globally harmonized system on waste and E-Waste, particularly with regard to developing train-the-trainer programs and other training/educational tools and products; (v) support for updating and monitoring of E-Waste data and utilization of the uPOPs tool kit and E-Waste calculator for E-Waste processing and needs assessment for establishing an integrated management information system (MIS; (vi) piloting collection, safe dismantling, and recycling of E-Waste, particularly older equipment and household level E-Waste at strategic locations and segregation and hazardous waste disposal, particularly waste which will not be targeted through EPR; (vii) testing of ‘take-back’ schemes and enhancing engagement with the private sector; (viii) testing of financing tools for start-ups and small and medium enterprises in E-Waste recycling and exploration of supporting enterprises in possible markets for recycled materials (e.g., gold, copper, silver) nationally, regionally, and internationally; and (ix) supporting further integration of informal sector players and those recently ‘formalized.’
\n\n\n\n
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 (GGAP&CC) Project” in the implementation of the service of supporting effective E-Waste management, models, and solutions.
\n\n\n\n
The Ministry of Environment (MoE) now invites eligible consultancy firms to indicate their interest in providing the services. Interested suppliers should provide information demonstrating that they have the required qualifications and relevant experience to perform the scope.
\n\n\n\n
The shortlisting criteria are:
\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
Excellent knowledge of national and international regulations, conventions, and standards in recycling and waste management. \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 firms are expected to have a minimum of 5-7 years of experience providing consulting in the waste management sector, with a strong recommendation for experience in E-waste management. \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 projects with strong leadership skills. \n\t\t\t | \n\t\t\t\n\t\t\t 40 % \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
Minimum % for qualification 75%
\n\n\n\n
A Consulting Firm will be selected in accordance with the Request for Proposal with the Consultant Qualifications Selection - CQS method" set out in the Procurement Regulations”.
\n\n\n\n
Further information can be obtained at the address below during office hours 09:00 to 17:00.
\n\n\n\n
Expressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by 23rd February - 12pm (CLT)
\n\n
\n
Greater Cairo Air Pollution Management and Climate Change “GCCC” Project
\n\nAttn: Ms. Heba Elkarkari – Procurement Consultant
\n\n\n\n
Address: 15 c El Tawfik Building, El Fustat El Gedida,
\n\nOld Cairo, Cairo - Egypt
\n\nTel: +20 1128333019
\n\nE-mail: heba.elkarkari@gccceg.com
\n\n\n\n
The detailed Terms of Reference “TOR” including the scope of work and deliverables for the assignment is found below.
\n\n
\n
\n
\n
\n
\n
\n
\n
\n
TERMS OF REFERENCE
\n\n
\n
Developing Technical regulations and policy framework and Standard Operation Procedures (SOP) that assure and support effective and sustainable E-Waste management, models, and solutions in Egypt
\n\nI. 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 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 World Bank-financed Greater Cairo Air Pollution Management and Climate Change Project (P172548) approved in September 2020, aims at reducing air emissions from critical sectors and increasing 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 focuses on the two main sources of air pollution: open burning of solid waste and vehicle emissions and geographically covers Greater Cairo (i.e., Cairo, Giza and Qalyoubia Governorates --GC) region; and includes five 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;(iv) furthering stakeholder engagement, awareness and communication ; and (v) Project Management and Monitoring & Evaluation.
\n\nIn addition to the 5 main component, The Ministry of Environment also received a grant from the Global Environment Facility (GEF) to implement “Improving Management of E-waste and Healthcare Waste to Reduce Emissions of Unintentionally Produced Persistent Organic Pollutants (UPOPS)” project. The project is to be executed under the “Greater Cairo Air Pollution Management and Climate Change Project” (GCAPM&CC or ‘parent’ project) as an additional financing to the project. The GEF grant will be implemented through activities under Component 6 of the GCAPM&CC project. The activities to be undertaken under the GEF project/Component 6 are complementary to those within the parent project, particularly its solid waste management component, as well as sharing the overall objective of the parent project: to reduce air and climate emissions from critical sectors and increase resilience to air pollution in Greater Cairo.
\n\nThe activities to be implemented under the GEF project/Component 6 are designed to address the above issues and to expand on the work completed under previous GEF projects in the region to address on-going gaps in the sectors and contribute to the reduction of uPOPs and overall improved air quality in the Greater Cairo region. It comprises 4 subcomponents:
\n\nSubcomponent 6.1: Supporting effective E-Waste management, models, and solutions. This subcomponent will support the implementation of the National Policy Framework and Legal Directive on E-Waste and pilot solutions and models for E-Waste management and recycling to reduce air pollution and climate pollutant emissions. Subcomponent
\n\tSubcomponent 6.2: Supporting effective healthcare waste management, models, and solutions. This subcomponent will support activities to strengthen the enabling environment for sound management of Healthcare Waste and piloting innovative solutions for sound management of Healthcare Waste for reduction of air pollution, climate pollutant and uPOPs emissions to yield long-term results and systems-wide change. This work will be done in close collaboration with Subcomponent 2.2 which is implementing activities focused on creating model hospitals for proper HCWM and long-term changes to create safer hospital and community environments during pandemics and other health emergencies.
\n\tSubcomponent 6.3: Supporting the preparation of Egypt’s application to Minamata Convention. This subcomponent will build knowledge and capacity within involved agencies, EEAA, Health, etc. to identify regulatory and policy needs for meeting obligations of Minamata convention and technical needs of agencies to meet Egypt’s commitments under the convention.
\n\tSub-component 6.4: Supporting additional monitoring and evaluation (M&E) and specialized project management costs.
\n\tII. Objective of the Assignment
\n\nThe objective of this assignment is to hire a qualified consulting firm (“the consultant”) to support the Project Coordination Unit (PCU) and the Technical Implementation Units (TIUs) of “Greater Cairo Air Pollution Management and Climate Change (GGAP&CC) Project” in the implementation of the service of supporting effective E-Waste management, models, and solutions. This service will support the implementation of the 1st work pillar of subcomponent 6.1, where subcomponent 6.1 has 4 work pillars as indicated below:
\n\nWork pillar 1: Polices, legislation and Standard Operation Procedures (SOP)
\n\nWork pillar 2: Technical assistant and industry development
\n\nWork pillar 3: Train of the Trainer and building capacities
\n\nWork pillar 4: adoption of Best available technologies (BAT)/ best Environmental Process (BEP) and pilot solutions and models
\n\nIII. Scope of Work
\n\nThe scope of work under this assignment covers the 1st work pillar of subcomponent 6.1 of component 6. The scope of this work pillar is to develop the technical regulation (TR)/legal binding measures and standard Operation Procedures(SOP) for the integrated management of new, used, refurbished and Waste of EEE in compliance with Law 202 of 2020 and its Executive regulation and their integration into existing framework and strategies for the new, used, refurbishment, recycling, disposal and/or take back of equipment through Extended producers responsibility schemes(EPR)/E-Waste and developing guidance of safe exposure limits for key UPOPs and potential hazardous components /or chemical substances and delivering Technical assistance and capacity building for key public and private sector entities and agencies for the enforcement and implementation of upcoming Extended Producer Responsibility (EPR) schemes for new electronic equipment (ICT waste, batteries and household appliance)
\n\n\n\n
To achieve the scope and objectives of the assignment, the consultant should be completely familiarized with the Greater Cairo Air Pollution Management and Climate Change Project Appraisal Document (GCAP&CC PAD) and the Project paper on the GEF grant (Improved Management of E-Waste and Healthcare Waste for Reduction of UPOPs Emissions (P176688)
\n\n\n\n
The Consultant should also be fully familiar with the outcomes/deliverables of the previous GEF/UNDP project on” Protect human health and the environment from unintentional releases of POPs originating from incineration and open burning of health care- and electronic-waste” which was implemented during the period 2016 to 2021. The consultant should be familiar with international conventions relevant to the management of E-waste specially Stockholm convention and Basel convention. The consultant should be familiar with the all-relevant national legislation and standards and the status of E-waste market at the national and international market to be able set a sustainable framework, models, and guidelines that assure the sustainable management of E-waste in Egypt. In addition to that, the consultant should be aware of the projects that currently implemented in Egypt with similar objectives which are: phase two of Sustainable Recycling Industries (SRI) on E-waste which implemented by CEDARE and the SWITCH to Circular Economy Value Chains (SWITCH2CE) project on E-waste that is being implemented by UNIDO-Egypt.
\n\n\n\n
IV. Detailed Tasks
\n\nThe following are the detailed tasks to be carried out by the consultant.
\n\nWork pillar 1: Polices, legislations and Standard Operation Procedures (SOP)
\n\nTask 1: Strategy development and guidance for new, used electronic equipment, particularly at the household level including batteries and electrical appliances and their integration into existing strategies for the refurbishment, recycling, disposal and/or take back of equipment/E-Waste and establishment of safe exposure limits for key uPOPs.
\n\nE-waste in Egypt is regulated under the executive regulation of law 202/2020, the “waste management law,” under a new waste category which is called under the regulation, ‘conditional hazardous waste.’ The conditional hazardous waste is defined as: “ categories of waste of a special nature that result from specific production activities and processes and require the availability of certain characteristics and requirements in order to acquire the characteristics of being hazardous, the most important of which is the occurrence of external interference, whether by human or nature, and it is not limited to the wastes of electrical and electronic equipment, Residues from recycling operations, used tires, oils, packages of pesticides, industrial, pharmaceutical and pharmaceutical chemicals, asbestos pipes and plates, Freon cylinders and lead-acid batteries. In addition to other types of hazardous waste with conditions that do not fall under any of the classifications of waste in Chapter One of the Regulations”.
\n\nTill today, no technical regulation or polices have been issued for ‘conditional hazardous waste’ nor for E-waste including no regulations pertaining to: definitions, categories, related licenses and permits, handling, management and safe disposal. And according to article 46 of the executive regulation of law 202/2020 and article 53 of law 202/2020 on “waste management law”, a technical committee must be formed by a decision of the competent minister headed by the CEO of the Waste Management Regulatory Authority (WMRA). Part of the responsibilities of this committee which related to conditional hazardous waste are:
\n\n(1) Determining the responsibilities of the ministries and concerned authorities for each type of conditional hazardous waste
\n\n(2) Setting threshold limits for concentrations, quantities and hazardous characteristics to consider what exceeds them as hazardous waste, and for this purpose, the committee uses guidelines to identify and classify hazardous waste and conditional hazardous waste that are prepared by the Environmental Affairs Agency or by being guided by international standards
\n\n(3) Determining the types of licenses required according to the intended handling activity (collection - transport - temporary or permanent storage - final disposal).
\n\n\n\n
Based on the above, the consultant will support the TIU, and PCU in developing technical regulation (TR)/legal binding measures for the integrated management of new, used, refurbished and Waste of EEE in compliance with Law 202 of 2020 and its Executive regulation and their integration into existing framework and strategies for the refurbishment, recycling, disposal and/or take back of equipment/E-Waste and guidance of safe exposure limits for key UPOPs and protentional hazardous components /or chemical substances.
\n\n\n\n
This TR/legal binding measures must be developed and reviewed in coordination with all relevant stakeholders (Technical committee of article 35 of law 202 of 2020, WEEE recyclers, EEE manufacturers and retailers, similar funding project implemented in Egypt (SWITCHCE, SRI), etc…) within the overall responsibility of the Waste Management Regulatory Authority (WMRA), the TIU for this ‘project.’
\n\n\n\n
In the same context, two workshops will be organized by the consultant, the first to present and discuss the semifinal version of the TR with all stakeholders and the second to present the final version where all stakeholders, PCU, and TIU comments have been considered and taken into account where possible. (Note: The TR related to refurbished equipment is being developed under the UNIDO/SWITCH CE project, so coordination with this project will be important in order to ensure work is not duplicated. However, while the consultant should make every effort to harmonize the work on refurbished equipment with the overall TRs, the consultant should not delay progress or development of the TRs subject to this TOR should there be any delays in the SWITCH CE project)
\n\nAfter finalizing the technical regulations, the consultant is requested to develop Standard Operation Procedures (SOP) on WEEE. The SOP must include and not limited to:
\n\nE-waste and its social and environmental impact
\n\tAssessment of E-waste flow and management in Egypt
\n\tLegal framework (national legislation and international conventions) of Environmental sound management of E-waste
\n\tStandard operation procedure for Handling (Collection and Transport), Management (Dismantling, Segregation, Sorting, Pretreatment, and Storage), and Disposal of E-waste
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The consultant while developing the SOP must consider all the guidelines developed by the GEF/ UNDP project (list below) and other guidelines developed by similar projects such as SRI and SWITCHCE projects.
\n\nList of Guidelines developed by the aforementioned GEF/UNDP project:
\n\nA Baseline assessment on POPs, UPOPs, and associated hazardous releases (mercury, lead, cadmium) from E-waste processing.
\n\tGuidelines for Handling (Collection and Transport), Management (Dismantling, Segregation, Sorting, Pretreatment, and Storage), and Disposal of E-waste Components Containing Heavy Metals and POPs
\n\tGuidelines for environmental sound management of E-waste and related legal framework
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Task 2: Technical assistance and capacity building for key public and private sector entities and agencies for the enforcement and implementation of upcoming Extended Producer Responsibility (EPR) schemes for new electronic equipment
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This task includes two sub-tasks:
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Sub task 2.1. Explore, cooperate and coordinate with SRI project for further development needed to finalize a common and agreed EPR policy for E-Waste stream (ICT waste) including institutional setting and implementation modalities’, and Support Enforcement and implementation
\n\nIn this sub task, the consultant is requested to cooperate and coordinate with the SRI project for further development needed to finalize a Common and agreed Extended Producer Responsibility (EPR) policy for E-Waste stream (ICT waste) including institutional setting, financial models, and implementation modalities, and Support Enforcement and implementation of the EPR after the closure of SRI project. The SRI project developed a technical document on” EPR Scheme for WEEE in Egypt” with different scenarios and options for implementation. As well, the SRI project developed a technical document on “End of life management cost of selected ICT products” The document suggests different scenarios for management costs. The product covered in SRI project documents are: Desktop Personal Computers (PC), Mobile Phones, Liquid Crystal Display (LCD) Screens, Cathode Ray Tube (CRT) Screens, Notebooks, Routers, and Hard Copy Peripherals (HCP) which includes (printers, photocopiers, and fax machines).
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The process of coordination, implementation and enforcement of the policy must and not limited to the following activities:
\n\nConsultation sessions with all relevant stakeholders (government officials, federation of Egyptian industries/local manufacturers, chamber of commerce/importers, recyclers, etc…) to discuss the different scenarios and its impact on their business, Institutional settings, Financial/cost management models, Implementation and enforcement modalities, Monitoring and evaluation tools, Social and environmental impact of the adoption of EPR policy, and Roadmap/Time table for transition period and enforcement schedule
\n\tWorkshops for presenting the semifinal policy with all stakeholders (government officials, technical committee of article 35 of law 202 of 2020, WEEE recyclers, EEE manufacturers and retailers, etc…)
\n\tDraft ministerial decree for the adoption and issuance of the EPR policy
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Sub task 2.2. Develop EPR policy in consultation and coordination with all relevant stakeholders for batteries and household appliance including institutional setting, financial schemas and implementation modalities’ and support the enforcement
\n\nIn this Sub task, the consultant is requested to develop EPR policy for all household appliances, and all types of batteries used in the Egyptian market, this includes: Common household batteries used in EEE, batteries used in solar panels farms and wind farms, Electrical cars batteries, and lead acid batteries. The process of developing the policy must include and not limited to:
\n\nAssessment of voluntary EPR schemes/models adopted in Egypt
\n\tConsultation sessions with all relevant stakeholders (government officials, federation of Egyptian industries/local manufacturers, chamber of commerce/importers/retailers, recyclers, etc…) to introduce, discuss the different models and its impact on their business
\n\tIdentify the producers, EPR products, etc…
\n\tDevelop Roadmap/Time table for transition period and enforcement schedule
\n\tDevelop Institutional settings
\n\tSet Management cost/Financial models
\n\tImplementation and enforcement modalities
\n\tSet Monitoring and evaluation tools
\n\tIdentify Social and environmental impact of the adoption of EPR policy
\n\tOrganizing workshops for presenting the semifinal policy with all stakeholders (government officials, technical committee of article 35 of law 202 of 2020, WEEE recyclers, batteries and household appliances manufacturers, retailers, and importer, etc…)
\n\tDraft ministerial decree for the adoption and issuance of the EPR policy
\n\tOrganizing workshops to the defined producers to present the final EPR policy and discuss their adoption modalities
\n\tPriority should be given to current waste streams that are impacting or have the risk of impacting human and environmental health.
\n\nTask 3: Assessment, Technical guidelines, and Standards Operation license (SOP) of the handling, integrated management and safe disposal of solar panel waste and attached batteries.
\n\nAs Egypt continues to expand its renewable energy sector, particularly through the widespread adoption of solar panels, the management of solar panel waste has become a critical environmental and regulatory challenge. The increasing volume of end-of-life solar panels necessitates a comprehensive approach to waste management that ensures environmental sustainability and compliance with national and international standards.
\n\nBased on the above, this task outlines the requirements for hiring a consultancy firm to conduct an in-depth assessment and forecasting of solar panel waste quantities in Egypt. The consultancy will analyze the flow of waste, review relevant laws and policies, and list available recycling technologies. Additionally, the consultancy will perform a SWOT analysis to evaluate the potential for localizing recycling technologies, develop financing models, propose effective collection schemes, and identify safe disposal options. The consultancy will also design Extended Producer Responsibility (EPR) schemes and draft Standard Operating Procedures (SOPs) for the handling, management, and disposal of solar panels waste.
\n\nThe objective of this activity is to provide a strategic framework that supports the sustainable management of solar panel waste in Egypt, promoting environmental protection and resource efficiency.
\n\nFor this task, the consultant is requested to do the following activities:
\n\nAssessment & Forecasting and flow analysis of Waste:
\n\tAssess current quantities of solar panel waste.
\n\nForecast future quantities based on market trends and lifespan of panels.
\n\nAnalyze the flow of solar panel waste from generation to disposal.
\n\nRecycling Technologies:
\n\tList and evaluate current recycling technologies for solar panels at national and global level.
\n\nConduct a SWOT analysis for the localization of recycling technologies.
\n\nRelevant Laws and Policies:
\n\tReview and summarize existing laws and policies related to solar panel waste management.
\n\nPropose legal measures to assure the sustainable management of Solar panel waste
\n\nPropose Extended Producer Responsibility (EPR) schemes.
\n\nFinancing Models for safe and integrated management
\n\tDevelop financing models for solar panel waste management.
\n\nPropose effective collection schemes for solar panel waste.
\n\nIdentify and recommend safe disposal options.
\n\nStandard Operating Procedures (SOPs):
\n\tSOPs for handling (collection and transport), management (dismantling, segregation, sorting, pretreatment, and storage), and disposal of solar panels.
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V. Duration of the assignment
\n\nThe Expected duration of the assignment is 18 Months.
\n\nVI. Deliverables
\n\nThe Consultant shall prepare the following reports in English [and in Arabic] in 1 paper copy and complete digital files in format and manner acceptable to the PCU and TIUs. Reports would be prepared initially in draft and finalized within two to three weeks following the receipt of comments from PCU/ TIU. The final reports shall be delivered in the following formats: word, pdf, and ppt files.
\n\nTask 1:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with detailed workplan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Technical regulations (TR) \n\t\t\t | \n\t\t\t\n\t\t\t Technical regulation (TR)/legal binding measures for the integrated management of new, used, refurbished and Waste of EEE in compliance with Law 202 of 2020 and its Executive regulation and their integration into existing framework and strategies for the refurbishment, recycling, disposal and/or take back of equipment/E-Waste and guidance of safe exposure limits for key uPOPs and protentional hazardous components /or chemical substances \n\t\t\t | \n\t\t\t\n\t\t\t 5 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t 2 workshops \n\t\t\t | \n\t\t\t\n\t\t\t workshop with all stakeholders (Technical committee of article 35 of law 202 of 2020, WEEE recyclers, EEE manufacturers and retailers, etc…) to review the semifinal TR \n\t\t\t | \n\t\t\t\n\t\t\t One month from issuing the reviewed and agreed technical regulations \n\t\t\t | \n\t\t
| \n\t\t\t workshop to present the final TR to all stakeholders \n\t\t\t | \n\t\t\t\n\t\t\t Within two months after the 1st workshop \n\t\t\t | \n\t\t|
| \n\t\t\t Standard Operation Procedures (SOP) on WEEE \n\t\t\t | \n\t\t\t\n\t\t\t Standard Operation Procedures (SOP) on WEEE that reflect the legal measures in the technical regulations \n\t\t\t | \n\t\t\t\n\t\t\t 4 months from issuing the reviewed and agreed final version of TR \n\t\t\t | \n\t\t
| \n\t\t\t 1 workshop \n\t\t\t | \n\t\t\t\n\t\t\t workshop with all stakeholders to present the SOP \n\t\t\t | \n\t\t\t\n\t\t\t 1 month After issuing the reviewed and agreed final version of the SOP \n\t\t\t | \n\t\t
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Task 2:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Sub task 2.1 \n\t\t\t | \n\t\t||
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with detailed workplan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t 3 consultation sessions \n\t\t\t | \n\t\t\t\n\t\t\t Consultation sessions with all relevant stakeholders (government officials, federation of Egyptian industries/local manufacturers, chamber of commerce/importers, recyclers, etc…) to discuss the different models and its impact on their business \n\t\t\t | \n\t\t\t\n\t\t\t 2 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t EPR policy scheme \n\t\t\t | \n\t\t\t\n\t\t\t Final and common agreed EPR policy scheme for ICT Waste stream including institutional setting, financial models, adoption roadmap, and implementation modalities \n\t\t\t | \n\t\t\t\n\t\t\t 4 Months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t 1 workshop \n\t\t\t | \n\t\t\t\n\t\t\t Workshop with all stakeholders to present the EPR policy scheme for ICT product \n\t\t\t | \n\t\t\t\n\t\t\t 2 months after issuing reviewed and agreed EPR policy \n\t\t\t | \n\t\t
| \n\t\t\t EPR Ministerial decree on ICT waste \n\t\t\t | \n\t\t\t\n\t\t\t Ministerial decree for the adoption and issuance of ICT waste EPR policy \n\t\t\t | \n\t\t\t\n\t\t\t 1 months after organizing the above workshop \n\t\t\t | \n\t\t
| \n\t\t\t Sub task 2.2 \n\t\t\t | \n\t\t||
| \n\t\t\t Assessment report \n\t\t\t | \n\t\t\t\n\t\t\t Assessment of voluntary EPR schemes/models adopted in Egypt \n\t\t\t | \n\t\t\t\n\t\t\t 2 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t 6 consultation session \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 4 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t EPR policy scheme \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 8 Months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t 2 workshops \n\t\t\t | \n\t\t\t\n\t\t\t Two workshops with all stakeholders to present the EPR policy scheme. One workshop for batteries and another one for household appliances \n\t\t\t | \n\t\t\t\n\t\t\t 2 months after issuing reviewed and agreed EPR policy \n\t\t\t | \n\t\t
| \n\t\t\t EPR Ministerial decrees \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 1 month after organizing the above two workshops \n\t\t\t | \n\t\t
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Task 3:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with methodology and work plan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Interim technical report with preliminary findings \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 3 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Final technical report & presentation \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 2 months after issuing the reviewed and agreed interim technical report \n\t\t\t | \n\t\t
| \n\t\t\t Draft Standard Operating Procedures (SOPs) \n\t\t\t | \n\t\t\t\n\t\t\t SOPs for BEP/BAT for handling (collection and transport), management (dismantling, segregation, sorting, pretreatment, and storage), and disposal of solar panels waste. The SOP must reflect all the technical and legal measures of the final technical report. \n\t\t\t | \n\t\t\t\n\t\t\t 3 months after issuing the reviewed and agreed final technical report \n\t\t\t | \n\t\t
| \n\t\t\t Final SOP \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 1 month after issuing the reviewed and agreed SOP \n\t\t\t | \n\t\t
\n\n
VII. Expertise of the consulting Firm/Organization
\n\nHighly organized entity with the ability to produce quality work and meet tight deadlines.
\n\tProven experience in working on similar projects and assignments, particularly in e-waste, technical regulations, policy development, EPR schemes, and SOP preferably in the E-waste management sectors or related field.
\n\tProven track record of client engagement.
\n\tDemonstrable experience with stakeholders’ engagement in the waste sector, government institutions and other relevant stakeholders.
\n\tAt least 5-7 years of experience in conducting similar assignments.
\n\tProven track record of having successfully completed at least one similar assignment either at the national or regional level.
\n\tVIII. Key Team Members
\n\nThe nature of the service requires the consultant/firm to assemble a well-qualified and experienced team of experts, of sufficient size and capacity, covering the professional disciplines required to professionally undertake the assignment, meeting the agreed targets, timelines, quality assurance and standards. The required total minimum person-months input expected is 18 months.
\n\nThe team shall be a multidisciplinary team comprising at least the following key experts:
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Project Manager/ Team leader \n\t\t\t | \n\t\t\t\n\t\t\t
The team leader will manage the entire assignment process and will be responsible for all deliverables, ensuring good quality standards. \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Policy/Technical regulation senior specialist \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 Waste economics senior specialist \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 Waste management specialist \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 Environmental Engineer or Scientist \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 E-waste expert \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 Solar panel waste specialist \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Administrative assistance \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
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IX. Administrative and Reporting Arrangements
\n\nThe Consultant will report to the Project Coordinator of the Greater Cairo Air Pollution Management and Climate Change Project and the Senior Advisor for Component 6. The Consultant will work closely with the senior advisor of component 6 at the Project Coordination Unit (the PCU) and with the TIUs, who will also make available to the Consultant all related studies and information and facilitate his task on the ground. The PCU will in that respect provide the following to the Consultant:
\n\nAll relevant available documents, reports, and data related to the project activities.
\n\tFacilitate for the Consultant, any required meeting with various stakeholders, as well as the consultations and validation workshops.
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REQUEST FOR EXPRESSIONS OF INTEREST
\n\nCONSULTING SERVICES
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Arab Republic of Egypt
\n\nGREATER CAIRO AIR POLLUTION MANAGEMENT AND CLIMATE CHANGE “GCCC” PROJECT - PROJECT (P172548)
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Assignment Title: Assessment and Technical Assistance services for E-waste Recyclers.
\n\nReference No. (as per Procurement Plan): EG-EEAA-458996-CS-CQS
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The Greater Cairo Air Pollution Management and Climate Change Project (herein “the Project”) aims at reducing air emissions from critical sectors and increasing 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 two of the primary sources of air pollution in the Greater Cairo (GC) region (i.e., Cairo, Giza and Qalyoubia Governorates): open burning of solid waste and vehicle emissions; and will include six main components aiming at: (i) enhancing the air quality management framework and decision support system in Egypt; (ii) improving Solid Waste Management services; (iii) reducing air and climate pollutants from vehicle emissions; (iv) furthering stakeholder engagement, awareness and communication; (v) project management and monitoring & evaluation (M&E); (vi) addressing the important issue of unintended emissions of POPs.
\n\nBrief description about the Enhanced E-Waste and HCW management for Reduction of uPOPs:
\n\nIt is an additional finance (AF) to the parent project; this new activity focuses on reduction of unintended persistent organic pollutants (uPOPs) aligns with the “GEF Project Design and Review Considerations in Response to the COVID-19 Crisis and the Mitigation of Future Pandemics”. This new component will comprise 3 sub-components.
\n\nSub-component 6.1: Supporting effective E-Waste management, models, and solutions
\n\nActivities under this sub-component aim to support the implementation of Egypt National Policy Framework and Legal Directive on E-Waste and piloting solutions and models for E-Waste management and recycling to reduce air pollution and climate pollutant emissions. Activities are designed to support the country in a life-cycle approach to e-waste from understanding upstream issues, such as causes and generation of e-waste to safe recycling and safe extraction of precious commodities.
\n\nSpecific activities will include: (i) strategy development and guidance for used electronic equipment, particularly at the household level including batteries and electrical appliances and their integration into existing strategies for the refurbishment, recycling, disposal and/or take back of equipment/eWaste and establishment of safe exposure limits for key uPOPs; (ii) technical assistance and capacity building for key public and private sector entities and agencies for the enforcement and implementation of upcoming Extended Producer Responsibility (EPR) schemes for new electronic equipment; (iii) support to recyclers of E-Waste, including: assessment and technical assistance for enhanced efficiency in recycling processes, development of strategies and support for safe and effective recycling of batteries, development of risk assessment studies and risk mitigation strategies and capacity building for recyclers to ensure safer/cleaner processing for improved human and environmental health; (iv) support for alignment with the globally harmonized system on waste and E-Waste, particularly with regard to developing train-the-trainer programs and other training/educational tools and products; (v) support for updating and monitoring of E-Waste data and utilization of the uPOPs tool kit and E-Waste calculator for E-Waste processing and needs assessment for establishing an integrated management information system (MIS; (vi) piloting collection, safe dismantling, and recycling of E-Waste, particularly older equipment and household level E-Waste at strategic locations and segregation and hazardous waste disposal, particularly waste which will not be targeted through EPR; (vii) testing of ‘take-back’ schemes and enhancing engagement with the private sector; (viii) testing of financing tools for start-ups and small and medium enterprises in E-Waste recycling and exploration of supporting enterprises in possible markets for recycled materials (e.g., gold, copper, silver) nationally, regionally, and internationally; and (ix) supporting further integration of informal sector players and those recently ‘formalized.’
\n\nThe 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 (GGAP&CC) Project” in the implementation of the service of Assessment and technical assistance to E-Waste recyclers for enhanced efficiency and safer/cleaner processing of WEEE in Egypt.
\n\nThe Ministry of Environment (MoE) now invites eligible consultancy firms to indicate their interest in providing the services. Interested suppliers should provide information demonstrating that they have the required qualifications and relevant experience to perform the scope.
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The shortlisting criteria are:
\n\n\n\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 Percentage \n\t\t\t | \n\t\t
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| \n\t\t\t\n\t\t\t
Experience in assessing and incorporating start-ups and SMEs into the recycling ecosystem. \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 firms are expected to have a minimum of 5-7 years of experience providing consulting in the waste management sector, with a strong recommendation for experience in E-waste management. \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 projects with strong leadership skills. \n\t\t\t | \n\t\t\t\n\t\t\t 40% \n\t\t\t | \n\t\t
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Minimum % for qualification 75 %
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The Consulting Firm will be selected in accordance with the Request for Proposal with the Consultants Qualification Selection - CQS method" set out in the Procurement Regulations”.
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Further information can be obtained at the address below during office hours 09:00 to 17:00.
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Expressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by 23rd February- 12pm (CLT)
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Greater Cairo Air Pollution Management and Climate Change “GCCC” Project
\n\nAttn: Ms. Heba Elkarkari – Procurement Consultant
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Address: 15 S El Tawfik Building, El Fustat El Gedida,
\n\nOld Cairo, Cairo - Egypt
\n\nTel: +20 1128333019
\n\nE-mail: heba.elkarkari@gccceg.com
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The detailed Terms of Reference “TOR” including the scope of work and deliverables for the assignment is found below.
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CONSULTANT TERMS OF REFERENCE
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Assessment and technical assistance to E-waste recyclers (formal, informal, potential startups & SMEs) for enhanced efficiency and safer/cleaner processing OF e-waste IN EGYPT
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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 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 World Bank-financed Greater Cairo Air Pollution Management and Climate Change Project (P172548) approved in September 2020, aims at reducing air emissions from critical sectors and increasing 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 focuses on the two main sources of air pollution: open burning of solid waste and vehicle emissions and geographically covers Greater Cairo (i.e., Cairo, Giza and Qalyoubia Governorates --GC) region; and includes five 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;(iv) furthering stakeholder engagement, awareness and communication ; and (v) Project Management and Monitoring & Evaluation.
\n\nIn addition to the 5 main component, The Ministry of Environment also received a grant from the Global Environment Facility (GEF) to implement “Improving Management of E-waste and Healthcare Waste to Reduce Emissions of Unintentionally Produced Persistent Organic Pollutants (UPOPS)” project. The project is to be executed under the “Greater Cairo Air Pollution Management and Climate Change Project” (GCAPM&CC or ‘parent’ project) as an additional financing to the project. The GEF grant will be implemented through activities under Component 6 of the GCAPM&CC project. The activities to be undertaken under the GEF project/Component 6 are complementary to those within the parent project, particularly its solid waste management component, as well as sharing the overall objective of the parent project: to reduce air and climate emissions from critical sectors and increase resilience to air pollution in Greater Cairo.
\n\nThe activities to be implemented under the GEF project/Component 6 are designed to address the above issues and to expand on the work completed under previous GEF projects in the region to address on-going gaps in the sectors and contribute to the reduction of uPOPs and overall improved air quality in the Greater Cairo region. It comprises 4 subcomponents:
\n\nSubcomponent 6.1: Supporting effective E-Waste management, models, and solutions. This subcomponent will support the implementation of the National Policy Framework and Legal Directive on E-Waste and pilot solutions and models for E-Waste management and recycling to reduce air pollution and climate pollutant emissions. Subcomponent
\n\tSubcomponent 6.2: Supporting effective healthcare waste management, models, and solutions. This subcomponent will support activities to strengthen the enabling environment for sound management of Healthcare Waste and piloting innovative solutions for sound management of Healthcare Waste for reduction of air pollution, climate pollutant and uPOPs emissions to yield long-term results and systems-wide change. This work will be done in close collaboration with Subcomponent 2.2 which is implementing activities focused on creating model hospitals for proper HCWM and long-term changes to create safer hospital and community environments during pandemics and other health emergencies.
\n\tSubcomponent 6.3: Supporting the preparation of Egypt’s application to Minamata Convention. This subcomponent will build knowledge and capacity within involved agencies, EEAA, Health, etc. to identify regulatory and policy needs for meeting obligations of Minamata convention and technical needs of agencies to meet Egypt’s commitments under the convention.
\n\tSub-component 6.4: Supporting additional monitoring and evaluation (M&E) and specialized project management costs.
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II. Objective of the Assignment
\n\nThe objective of this assignment is to hire a qualified consulting firm (“the consultant”) to support the Project Coordination Unit (PCU) and the Technical Implementation Units (TIUs) of “Greater Cairo Air Pollution Management and Climate Change (GGAP&CC) Project” in the implementation of the service of Assessment and technical assistance to E-Waste recyclers for enhanced efficiency and safer/cleaner processing of WEEE in Egypt. This service will support the implementation of the 2nd work pillar of subcomponent 6.1, where subcomponent 6.1 has 4 work pillars as indicated below:
\n\n\n\n
Work pillar 1: Polices, legislation and Standard Operation Procedures (SOP)
\n\nWork pillar 2: Technical assistance and industry development
\n\nWork pillar 3: Train of the Trainer and building capacities
\n\nWork pillar 4: adoption of Best available technologies (BAT)/ best Environmental Process (BEP) and pilot solutions and models
\n\nIII. Scope of Work
\n\nThe scope of work for this assignment pertains to the second work pillar of sub-component 6.1 of component 6. The primary objective is to evaluate the current practices of formal WEEE recyclers, identify areas for improvement to enhance efficiency, safety, and sustainability in the recycling process, and assess the practices of informal players. Furthermore, the assignment aims to identify potential support mechanisms for integrating informal players into the formal recycling system and explore the inclusion of start-ups and small and medium enterprises in E-Waste recycling.
\n\nTo achieve the scope and objectives of the assignment, the consultant must be thoroughly familiar with the Greater Cairo Air Pollution Management and Climate Change Project Appraisal Document (GCAP&CC PAD) and the Project Paper on the GEF grant titled “Improved Management of E-Waste and Healthcare Waste for Reduction of UPOPs Emissions (P176688).”; and the toolkits and standards on UPOP of the Stockholm convention.
\n\nThe consultant should also have comprehensive knowledge of the outcomes and deliverables of the previous GEF/UNDP project, “Protect Human Health and the Environment from Unintentional Releases of POPs Originating from Incineration and Open Burning of Healthcare and Electronic Waste,” which was implemented from 2016 to 2021. Additionally, the consultant must be well-versed in international conventions relevant to the management of e-waste, particularly the Stockholm Convention and the Basel Convention.
\n\nFamiliarity with all relevant national legislation and standards, as well as the status of the e-waste market at both national and international levels, is essential. This knowledge will enable the consultant to establish a sustainable framework, models, and guidelines that ensure the sustainable management of e-waste in Egypt.
\n\nFurthermore, the consultant should be aware of ongoing projects in Egypt with similar objectives, such as Phase Two of the Sustainable Recycling Industries (SRI) on E-Waste, implemented by CEDARE, and the SWITCH to Circular Economy Value Chains (SWITCH2CE) project on e-waste, being implemented by UNIDO-Egypt.
\n\nIV. Detailed Tasks
\n\nThe following are the detailed tasks to be carried out by the consultant.
\n\nWork pillar 2: Technical assistance and industry development to enhance efficiency, safety and sustainability of WEEE recycling process.
\n\nTask 1: Support to formal recyclers of E-Waste, including: assessment and technical assistance for enhanced efficiency in recycling processes, development of strategies and support for safe and effective recycling of batteries, development of risk assessment studies and risk mitigation strategies and capacity building for recyclers to ensure safer/cleaner processing for improved human and environmental health.
\n\nThe management of Waste Electrical and Electronic Equipment (WEEE) represents a critical environmental and public health challenge in Egypt. With the rapid increase in electronic consumption, the volume of e-waste has surged significantly. In response, the number of WEEE recycling facilities has grown over the past decade. The first WEEE recycling facility was established in 2013. As of today, there are approximately 31 recycling facilities, with potential growth to 40 facilities. Most of these facilities (about 75%) are in Greater Cairo. A detailed list of the facilities, including addresses and contact information, will be available upon the commencement of work. This growth necessitates assessment and avail technical support of recycling facilities to increase the efficiency and ensure sustainable recycling practices across these facilities for environmental protection and public health safety.
\n\nBased on the above, the consultant will support the TIU, and PCU in
\n\nAssess/evaluate the current practices of all existing formal recycler for Enhanced Efficiency in Recycling Processes and identify opportunities for enhancing material recovery and opportunities for safe and effective recycling of batteries and hazardous fractions. The consultant must evaluate the following Areas:
\n\tInfrastructure Efficiency
\n\n\tReview and assess the masterplan of the building (storage area, entrance, manufacturing/processing area, etc..) and check its compliance with the production capacity of the facility
\n\t\tOperational Efficiency:
\n\n\tReview the existing recycling processes and workflows.
\n\t\tIdentify bottlenecks and inefficiencies in the current operations.
\n\t\tEvaluate the use of technology and automation in the recycling process.
\n\t\tCompliance and Standards:
\n\n\tAssess compliance with local and international regulations and standards.
\n\t\tReview adherence to environmental, health, and safety guidelines.
\n\t\tMaterial Recovery:
\n\n\tEvaluate the effectiveness of material recovery processes for key materials (e.g., metals, plastics).
\n\t\tIdentify opportunities for improving recovery rates and reducing waste.
\n\t\tSafe disposal and recycling of hazardous fractions
\n\n\tEvaluate the effectiveness of safe disposal and recycling of hazardous fractions and materials, particularly focusing on batteries, printed circuit boards (PCBs), plastic with brominated Flame Retardants, and hazardous fractions with associated hazardous releases (Persistent Organic Pollutants (PoPs) and Unintentional Persistent Organic Pollutants (UPoPs).
\n\t\tQuantitative assessment for POPs, UPOPs, and hazardous materials and releases using UPOPs toolkit and any other internationally recognized methodology.
\n\t\tIdentify opportunities for safe disposal and recycling of hazardous fractions and materials for enhancing safe/cleaner processing for improved human and environmental health.
\n\t\tEconomic Viability:
\n\n\tAnalyse the cost-effectiveness of current recycling operations.
\n\t\tIdentify potential areas for cost reduction and revenue enhancement.
\n\t\tSustainability Practices:
\n\n\tAssess the implementation of sustainable practices in the recycling process.
\n\t\tIdentify opportunities for reducing the environmental footprint of recycling operations.
\n\t\tMonitor & Evaluation
\n\tAssess the existing monitoring & evaluation system
\n\tImplement a system for ongoing monitoring and evaluation to ensure continuous improvement
\n\tDevelopment of risk assessment studies and risk mitigation strategies in accordance with national regulations and international standards for each recycling facility. The consultant must implement the following tasks
\n\t1.2.1. Development of Risk Assessment Studies that include the following
\n\nRisk Identification:
\n\tIdentify potential risks associated with each stage of the recycling process.
\n\tCategorize risks into human health risks, environmental risks, and operational risks.
\n\tRisk Analysis:
\n\tAnalyse the likelihood and impact of identified risks.
\n\tUse risk assessment tools and methodologies to quantify risks.
\n\tDocumentation:
\n\tPrepare a comprehensive risk assessment report detailing findings and risk levels.
\n\tInclude visual aids such as risk matrices and flowcharts.
\n\t1.2.2. Development of Risk Mitigation Strategies
\n\nStrategy Formulation:
\n\tDevelop specific strategies to mitigate identified risks.
\n\tFocus on both preventive measures and contingency plans.
\n\tImplementation Planning:
\n\tCreate a detailed implementation plan for each mitigation strategy with priorities and associated cost.
\n\tAssign responsibilities and timelines for each task.
\n\tResource Allocation:
\n\tIdentify and allocate necessary resources (e.g., equipment, personnel, budget) for implementing mitigation strategies.
\n\tMonitoring and Evaluation:
\n\tEstablish key performance indicators (KPIs) to monitor the effectiveness of mitigation strategies.
\n\tSchedule regular reviews and updates to the mitigation plan.
\n\t\n\n
Capacity building for recyclers to ensure safer/cleaner processing for improved human and environmental health. The consultant must implement the following tasks
\n\tTraining Needs Assessment:
\n\tConduct a needs assessment to identify knowledge gaps and training requirements among recyclers.
\n\tDevelop a training plan based on the assessment findings.
\n\tTraining Program Development:
\n\tDesign training modules covering risk management, safety procedures, and best practices for recycling.
\n\tInclude practical sessions, workshops, and hands-on training.
\n\tTraining Delivery:
\n\tConduct training sessions for recyclers
\n\tProvide training materials such as manuals, presentations, and videos.
\n\tEvaluation and Feedback:
\n\tAssess the effectiveness of training programs through feedback surveys and assessments.
\n\tMake necessary adjustments to improve future training sessions.
\n\tFinal Report and Presentation
\n\nCompile all findings, strategies, and recommendations of Task1 into a final comprehensive report.
\n\t
\n
Task 2: Supporting further integration of informal sector players
\n\nInformal e-waste recycling is a significant component of Egypt’s waste management system, particularly in urban areas such as Cairo, Giza, Qalubeia, Alexanderia, Sharkia, Behera, Suez, Menoufia, kafr Elsheikh, and Beni suef. The informal sector plays a crucial role in the collection and processing of electronic waste (e-waste). Efforts have been made to integrate this sector with formal recycling initiatives, notably through the GEF/UNDP project titled “Protect Human Health and the Environment from Unintentional Releases of POPs Originating from Incineration and Open Burning of Healthcare and Electronic Waste,” which was implemented from 2016 to 2021.
\n\nHowever, this sector faces several challenges, particularly related to health, social, and environmental risks. Despite these risks, the informal sector remains vital to the economy. It provides livelihoods for many individuals and aids in the recovery of valuable materials from e-waste.
\n\nBased on the above, the consultant will support the TIU and PCU in:
\n\nInitial Research and Data Collection & Stakeholder identification and Engagement
\n\tConduct a comprehensive literature review on the current state of the informal E-waste sector.
\n\tIdentify key stakeholders in the informal sectors and formal competent Authorities, including informal workers, informal collection centres, informal refurbish workshops, informal recycling workshops, NGOs, Ministry of Environment, Ministry of social solidarity, Ministry of Industry, etc..
\n\tField Surveys, Interviews, and assessment of Current practices
\n\tDesign and conduct field surveys and interviews with informal E-waste stakeholders to understand their practices, challenges, and needs.
\n\tAnalyze the data collected to assess the efficiency, safety, and environmental impact of current informal E-waste practices.
\n\tDevelopment of integration strategy and policy recommendations
\n\tResearch and evaluate different models for integrating the informal sector into the formal E-waste management system.
\n\tDevelop a strategy for integrating informal E-waste workers into the formal sector, considering legal, economic, and social aspects.
\n\tFormulate policy recommendations based on the research findings and proposed integration strategy.
\n\tCapacity Building and Training Programs
\n\tDesign capacity-building and training programs for informal E-waste workers to facilitate their transition to the formal sector.
\n\tConduct training sessions for recyclers
\n\t\n\n
Monitoring and Evaluation Framework
\n\tDevelop a framework for monitoring and evaluating the integration process and its impact on both the informal and formal sectors.
\n\t\n\n
Final Report and Presentation
\n\tCompile all findings, strategies, and recommendations into a final comprehensive report.
\n\tTask 3: Assessing the feasibility and potential to include start-ups and small and medium enterprises (SMEs) in E-Waste recycling system
\n\nTo ensure comprehensive coverage of all potential stakeholders in the Egyptian E-Waste management system, we request the consultant to assess the feasibility and potential of integrating start-ups and small and medium enterprises (SMEs) into the E-Waste recycling framework and value chain in Egypt. The consultant is also expected to explore innovative approaches and identify opportunities for collaboration within this segment.
\n\nBased on the above, the consultant will support the TIU and PCU in:
\n\nPreliminary Research and Planning
\n\tConduct a comprehensive literature review on E-Waste management practices, focusing on successful models involving start-ups and SMEs.
\n\tIdentify key stakeholders, including government agencies, existing recycling companies, start-ups, SMEs, and industry experts.
\n\tIdentify gaps and opportunities for SMEs and start-ups.
\n\tAssess the current environment for supporting Startups and SMEs through incubator, accelerators, and Venture Capitals (VCs)
\n\t\n\n
Market Analysis and Feasibility Study
\n\tConduct surveys and interviews with potential start-ups and SMEs
\n\tAssess the current market size and potential for E-Waste recycling
\n\tAssess the technical, economic, and operational feasibility of including start-ups and SMEs in the E-Waste recycling system
\n\tAssess reasons for previous startups failure to sustain their activity in the e-waste sector.
\n\t\n\n
Business model development & Pilot Program Design
\n\tDevelop sustainable business models for start-ups and SMEs in the E-Waste recycling sector.
\n\tDesign a pilot program to test the integration of start-ups and SMEs in the E-Waste recycling system.
\n\tIdentify and assess potential risks associated with the integration of start-ups and SMEs
\n\tFinal Report and Presentation
\n\tCompile all findings, analyses, and recommendations into a comprehensive final report.
\n\tThe consultant while developing the Tasks must consider the assessment developed by GEF/ UNDP project and the one developed by similar projects such as SRI project (listed below)
\n\nList of Guidelines developed by the aforementioned GEF/UNDP project:
\n\nEvaluation and review (Audits) of recycling, recovery and refining facilities in Egypt (SRI project, March 2023).
\n\tAssessment of WEEE Management in Egypt (GEF/UNDP project, 2016)
\n\tA Baseline assessment on POPs, UPOPs, and associated hazardous releases (mercury, lead, cadmium) from E-waste processing (GEF/UNDP project, 2020)
\n\tA technical report on “Identification and assessment of BAT/ BEP for recycling and disposal of hazardous fractions containing POPs and U-POPs in Egypt and worldwide” (GEF/UNDP project, 2020)
\n\tA technical report on “Identification and assessment of BAT/ BEP for recycling and disposal of hazardous fractions containing heavy metals (mercury, lead, cadmium) (GEF/UNDP project, 2020)
\n\t\n\n
V. Duration of the assignment
\n\nThe Expected duration of the assignment is 18 Months.
\n\nVI. Deliverables
\n\nThe Consultant shall prepare the following deliverables in English [and in Arabic] in 1 paper copy and complete digital files in format and manner acceptable to the PCU and TIUs. Reports would be prepared initially in draft and finalized within two to three weeks following the receipt of comments from PCU/ TIU. The final reports and training modules shall be delivered in bilingual (in English and Arabic) and in the following formats: word, pdf, and ppt files (Digital and hard copies) to PCU and TIU.
\n\n
\n
\n
\n
Task 1:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with detailed workplan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Assessment reports, risk assessment studies, risk mitigation strategies \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 5 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Workshops \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 2 Months from issuing the reviewed and agreed final assessment reports \n\t\t\t | \n\t\t
| \n\t\t\t Needs assessment report and training plan \n\t\t\t | \n\t\t\t\n\t\t\t Training assessment report that identifies the knowledge gaps and training requirements among recyclers. And a comprehensive plan outlining the training strategy based on the assessment findings. \n\t\t\t | \n\t\t\t\n\t\t\t 1 Month after issuing the reviewed and agreed final assessment report of the recyclers \n\t\t\t | \n\t\t
| \n\t\t\t Training modules and practical sessions outlines \n\t\t\t | \n\t\t\t\n\t\t\t Well-designed training modules covering all needs identified in the assessment report with clear delivery models and Detailed outlines for practical sessions, workshops, and hands-on training activities. \n\t\t\t | \n\t\t\t\n\t\t\t 2 Months after issuing the reviewed and agreed final needs assessment report and training plan \n\t\t\t | \n\t\t
| \n\t\t\t Training sessions and materials \n\t\t\t | \n\t\t\t\n\t\t\t Successfully conducted training sessions for recyclers. In addition to manuals, presentations, and videos provided to participants. \n\t\t\t | \n\t\t\t\n\t\t\t 3 Months after issuing the reviewed and agreed final training modules \n\t\t\t | \n\t\t
| \n\t\t\t Evaluation report and improvement plan \n\t\t\t | \n\t\t\t\n\t\t\t A report assessing the effectiveness of the training programs through feedback surveys and assessments. And Recommendations and adjustments for future training sessions based on the evaluation findings. \n\t\t\t | \n\t\t\t\n\t\t\t 1 month After conducting all training sessions \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 A final report and a presentation summarizing and compiling all findings, strategies, and recommendations of Task1 into a final comprehensive report. \n\t\t\t | \n\t\t\t\n\t\t\t 6 weeks after conducting the training sessions \n\t\t\t | \n\t\t
\n\n
Task 2:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with detailed workplan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Preliminary assessment report \n\t\t\t | \n\t\t\t\n\t\t\t A detailed report summarizing findings on informal E-waste management practices from existing studies, reports, digital platform and stakeholder map and a plan for stakeholder engagement, including interviews and focus group discussions. \n\t\t\t | \n\t\t\t\n\t\t\t 1 month from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Assessment of current practices \n\t\t\t | \n\t\t\t\n\t\t\t An assessment report highlighting key findings of the field survey and areas for improvement. with qualitative and quantitative data on the informal E-waste sector. \n\t\t\t | \n\t\t\t\n\t\t\t 3 Months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Integration strategy and policy brief \n\t\t\t | \n\t\t\t\n\t\t\t A comprehensive integration strategy includes a comparative analysis of various integration models, including case studies from other regions or countries, strategic plan document outlining the proposed integration approach, steps for implementation, potential challenges, and policy brief with actionable recommendations for government and regulatory bodies. \n\t\t\t | \n\t\t\t\n\t\t\t 2 Months after issuing the reviewed and agreed final report of assessment of current practices \n\t\t\t | \n\t\t
| \n\t\t\t Training modules and Training program \n\t\t\t | \n\t\t\t\n\t\t\t Well-designed Training modules and a schedule for capacity-building workshops. \n\t\t\t | \n\t\t\t\n\t\t\t 1 Month after issuing the reviewed and agreed final integration strategy and policy brief \n\t\t\t | \n\t\t
| \n\t\t\t Training sessions and materials \n\t\t\t | \n\t\t\t\n\t\t\t Successfully conducted training sessions for informal workers. In addition to manual, presentations, and videos provided to participants. \n\t\t\t | \n\t\t\t\n\t\t\t 2 Months after issuing the reviewed and agreed final training modules and program \n\t\t\t | \n\t\t
| \n\t\t\t M&E framework document \n\t\t\t | \n\t\t\t\n\t\t\t An M&E framework document with key performance indicators and evaluation methods. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 1 month after conducting the training sessions \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 A final report and a presentation for stakeholders summarizing the entire assessment and proposed integration plan. \n\t\t\t | \n\t\t\t\n\t\t\t 1 month after conducting the training sessions \n\t\t\t | \n\t\t
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Task 3:
\n\n| \n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Contents \n\t\t\t | \n\t\t\t\n\t\t\t Expected Delivery Date \n\t\t\t | \n\t\t
| \n\t\t\t Inception report and workplan \n\t\t\t | \n\t\t\t\n\t\t\t Inception report with detailed workplan \n\t\t\t | \n\t\t\t\n\t\t\t 2 weeks from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Preliminary assessment report \n\t\t\t | \n\t\t\t\n\t\t\t initial report summarizing key findings, best practices, and case studies, Stakeholder map and engagement plan. \n\t\t\t | \n\t\t\t\n\t\t\t 2 months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Market analysis and feasibility study \n\t\t\t | \n\t\t\t\n\t\t\t Market analysis report detailing demand, supply, pricing trends, and potential buyers. Feasibility study report with SWOT analysis. \n\t\t\t | \n\t\t\t\n\t\t\t 4 Months from contract signing \n\t\t\t | \n\t\t
| \n\t\t\t Business model, pilot project design with risk assessment \n\t\t\t | \n\t\t\t\n\t\t\t Business model canvas and financial projections. Pilot program proposal, including objectives, methodology, and evaluation criteria. Risk assessment report with mitigation strategies \n\t\t\t | \n\t\t\t\n\t\t\t 2 Months after issuing the reviewed and agreed final version of market analysis and feasibility study \n\t\t\t | \n\t\t
| \n\t\t\t Final report and presentation \n\t\t\t | \n\t\t\t\n\t\t\t A Final comprehensive report that includes all the studies and analysis of this task and presentation slides \n\t\t\t | \n\t\t\t\n\t\t\t 1 Month after issuing the reviewed and agreed final report of the business model and pilot project design \n\t\t\t | \n\t\t
\n\n
VII. Expertise of the consulting Firm/Organization
\n\nHighly organized entity with the ability to produce quality work and meet tight deadlines.
\n\tProven experience in working on similar projects and assignments, particularly in safety& Environmental standards, E-waste processing technologies, E-waste risk mitigation and adaptation strategies, and integration of informal recyclers.
\n\tProven experience in economic and market analysis.
\n\tProven track record of recyclers engagement.
\n\tDemonstrable experience with stakeholders’ engagement in the waste sector, government institutions, formal recyclers, and informal recyclers, and other relevant stakeholders;
\n\tAt least 5-7 years of experience in conducting in undertaking similar assignments;
\n\tProven track record of having successfully completed at least one similar assignment either at the national or regional level.
\n\tVIII. Key Team Members
\n\nThe nature of the service requires the consultant/firm to assemble well-qualified and experienced team of experts, of sufficient size and capacity, covering the professional disciplines required to professionally undertake the assignment, meeting the agreed targets, timelines, quality assurance and standards. The required total minimum person-months input is variable depending on the specific tasks assigned. However, it will not exceed 18 months.
\n\nThe team shall be a multidisciplinary team comprising at least the following key experts:
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Qualifications \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Team leader/Project Manager \n\t\t\t | \n\t\t\t\n\t\t\t
The team leader will manage the entire assignment process and will be responsible for all deliverables, ensuring good quality standards. \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Industrial Engineer \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 E-waste specialist \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 Waste economics senior specialist \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 Environmental Engineer or Scientist \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 Training and capacity building expert \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 Risk Assessment Specialist \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Market and feasability analyst \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Administrative assistance \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
IX. Administrative and Reporting Arrangements
\n\nThe Consultant will report to the Project Coordinator of the Greater Cairo Air Pollution Management and Climate Change Project and the Senior Advisor for Component 6. The Consultant will work closely with the senior advisor of component 6 at the Project Coordination Unit (the PCU) and with the TIUs, who will also make available to the Consultant all related studies and information and facilitate his task on the ground. The PCU will in that respect provide the following to the Consultant:
\n\nAll relevant available documents, reports, and data related to the project activities.
\n\tFacilitate for the Consultant, any required meeting with various stakeholders, as well as the consultations and validation workshops.
\n\t
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Saint Vincent and the Grenadines
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SVG Coastal and Marine Ecosystems Management Strengthening Project
\n\nBiodiversity
\n\nGEF Grant No. TF0B8353
\n\nProject ID No. P172980
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Data Collection and Management Specialist
\n\nSVGCMEMS-C-IC-6
\n\n\n\n
Terms of Reference
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Academic Qualifications
\n\nExperience and Skills
\n\nWebmaster and Communications will develop a communication plan tailored to different audiences, both local and national, and disseminate project information in various formats while monitoring communication media throughout the project. This position will regularly update and maintain the project’s media channels, especially the project’s website, to ensure it is functioning correctly, up-to-date, and user-friendly. The Webmaster and Communications will be responsible for creating, editing, and publishing website content, including text, images, videos, and other multimedia elements, ensuring all content is accurate, well-organized, and aligned with the project’s objectives.
\n\nDuties and Accountabilities:
\n\nThe candidate's primary responsibilities will include, but are not limited to, the following activities:
\n\nWebsite Maintenance:
\n\nContent Management:
\n\nUser Experience (UX):
\n\nSelection Criteria:
\n\nWebsite Design and Development:
\n\nContent Updates:
\n\nCommunication and Collaboration:
\n\nCompliance and Accessibility:
\n\nSelection Criteria:
\n\nSend your CV to email: wb_epsadmin@thaihealth.com
\n\nFor more information : www.thaihealthacademy.com
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