REQUEST FOR EXPRESSIONS OF INTEREST
(CONSULTING SERVICES – FIRMS SELECTION)
Country: People's Republic of China
Name of Project: Sustainable Ecosystem Restoration and Biodiversity Conservation Project
Loan No.: 9843-CN
Assignment Title: Project Management Consulting Services
Reference No. (as per Procurement Plan): SXPMO-CS01
The Chinese Government has received financing from the World Bank toward the cost of the Sustainable Ecosystem Restoration and Biodiversity Conservation Project, and intends to apply part of the proceeds for Project Management Consulting Services .
The consulting services (“the Services”) include Comprehensive Project Implementation Management, Procurement and Contract Management, Financial Management, Environmental and Social Management, Project Capacity Building and Training Management, Project Result Monitoring, Project Technical Support, Establishment of a Technical Committee, Project Report Preparation, Support for World Bank Team Management Activities, etc. Total number of person-months shall not be less than 178 person-months. The implementation of the consulting service is expected to commence on the date of contract signing and continue until May 31, 2031, covering the entire project implementation period. For specific details, please refer to the Terms of Reference (TOR).
The detailed Terms of Reference (TOR) for the assignment are attached to this request for expressions of interest.
The Accounting Center of Shanxi Forestry and Grassland Bureau 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: Consultants participating in bidding competition should be companies or entities with the qualifications to independently sign contracts. The consultant shall have completed at least 2 consulting service contracts for project implementation management under projects financed by International Financial Institutions within the past ten years (2016.1.1-2025.12.31, the project completion date shall prevail). Among these, at least 1 shall have been completed for World Bank-funded projects. Consultants are required to provide supporting documents (scanned copies of contracts and proof of project completion, etc.). The project implementation management consulting team shall be composed of experts with international experience and qualifications, as well as experts with domestic experience. The consultant is required to develop a reasonable personnel input plan and schedule based on the specific needs of the project and their professional judgment, ensuring that the total number of person-months shall not be less than 178 person-months. Key Experts will not be evaluated at the shortlisting stage.
The attention of interested Consultants is drawn to Section III, paragraphs, 3.13, 3.15, and 3.16 of the World Bank’s “Procurement Regulations for IPF Borrowers” September 2025 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
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.
A Consultant will be selected in accordance with the Quality Cost Based Selection (QCBS) method set out in the Procurement Regulations.
Further information can be obtained at the address below during office hours (office hours: 9:00-12:00,13:30-18:00).
Expressions of interest must be delivered to the address below (in person, or by mail, or by e-mail) by 14:00 (Beijing Time) of June 17, 2026 .
The Client:
Accounting Center of Shanxi Forestry and Grassland Bureau Project Management Office of Sustainable Ecosystem Restoration and Biodiversity Conservation Project
Attn: Xiaowen Hu, Engineer
Add: Room 520, 5th Floor, Building A, Lihua Building, No.1 Changfeng West Street, Wanbailin District, Taiyuan City, Shanxi Province
Postal Code: 030000
Tel: +86-351-3126275
E-mail: xmb1630@163.com
The Client’s Agent:
China Capital Tendering Co., Ltd.
Attn: Hongyan Mao, Project Manager
Add: 15th Floor, South Building, Jiuling Plaza, No.21, Xisanhuan North Road, Haidian District, Beijing, China
Postal Code: 100089
Tel: +86-10-67409997
Email: maohongyan@chinatendering.com.cn
Attachment:
SUSTAINABLE ECOSYSTEM RESTORATION AND BIODIVERSITY CONSERVATION PROJECT
Project Implementation Management Consulting Services
Terms of Reference (TOR)
The Sustainable Ecosystem Restoration And Biodiversity Conservation Project (hereinafter referred to as the "Project") is proposed to be implemented utilizing loans from the World Bank (International Bank for Reconstruction and Development) (hereinafter referred to as the "World Bank") and domestic counterpart funds. The project will contribute directly to conserving globally significant biodiversity resources in China’s Shanxi province, contributing to halting and reversing global biodiversity loss. Biodiversity provides essential ecosystem services, which are often shared widely across populations, making them difficult to monetize in ways that attract private investment. As a result, without public sector involvement, biodiversity conservation may be underfunded, leading to ecosystem degradation and loss of valuable resources. In addition, it will directly contribute to global climate change mitigation through carbon sequestration from the restoration of ecosystems and habitats. Finally, the project will generate knowledge and experience on the implementation of the GBF which can provide models for replication in other parts of China as well as globally. Knowledge generated under the project will also be disseminated to other countries facing similar challenges, especially in Africa, South and Central Asia, through the China-World Bank Group Global Center for Ecological Systems and Transitions launched in December 2024.
The Project Development Objective is (PDO) to restore priority habitats and enhance in-situ and ex-situ conservation for priority species in targeted areas of Shanxi Province. The project's construction content consists of two components:
Component 1: Investments in Ecosystem Restoration and Species Conservation. The key outputs include: (i) Completion of mixed forest ecosystem planting; (ii) Installation of water points, salt points, and shelter shrubs; (iii) Establishment and operationalization of prey breeding and rewilding facilities; (iv) Protection of key habitats for priority species; (v) Establishment and operationalization of a botanical garden; (vi) Restoration of key wetlands.
Component 2: Strengthening Knowledge and Institutional Capacities for Biodiversity Conservation. The key outputs include: (i) Establishment and operationalization of a data platform for monitoring priority species; (ii) Completion of biodiversity research, surveys, and assessments; (iii) Upgrading of wildlife rescue and disease control facilities; (iv) Establishment and operationalization of visitor centers and education bases; (v) Successful implementation of community outreach activities; (vi) Completion of satisfaction surveys; (vii) Implementation of training and capacity building activities; (viii) Development of technical standards, guidelines, and strategies; (ix) Conducting assessments and certifications according to the Guidelines for OECM and the IUCN Green List of Protected and Conserved Areas; (x) Successful organization of knowledge sharing and exchange activities.
The Component 1 will focus on ecosystem restoration by rehabilitating targeted priority habitats for umbrella and migratory species and combining in-situ and ex-situ conservation for other priority species. The Component 2 will generate knowledge and strengthen institutional capacities to enhance sustainability of biodiversity conservation outcomes and enable replicability and future scale-up. On-the-ground habitat restoration under Component 1 will be integrated with rigorous M&E, capacity-building, public engagement, and technical assistance under Component 2 to ensure that conservation efforts in Shanxi are effective, sustainable, and scalable. Improved M&E will allow for timely interventions for adaptive management and informing the development of evidence-based technical standards to enable replication; increased public awareness will enhance community support for biodiversity conservation; while strengthened capacities will support local institutions in implementing and sustaining conservation efforts beyond the project lifetime. Together, both Components will contribute to the conservation of threatened and endemic species, the resilience of ecosystems and people, and the overall health of biodiversity, so that project outcomes are effective and sustainable in the long term.
The overall implementation period for the project is from 2025 to May 31, 2031. The total planned investment is US$168 million, of which US$100 million is proposed to be financed by a World Bank loan, with the remaining funds covered by domestic counterpart funds.
To ensure the smooth implementation of the project and the achievement of the development objectives jointly established by the Shanxi Provincial Government and the World Bank, the Sustainable Ecosystem Restoration And Biodiversity Conservation Project Management Office (hereinafter referred to as the "Provincial PMO") proposes to utilize the World Bank loan to hire Project Implementation Management Consultants (hereinafter referred to as the "Consultants") to provide project management consulting services (hereinafter referred to as the "Consulting Services") throughout the entire project implementation period. The Consultants will provide support to the Provincial PMO and the PIUs in comprehensive project implementation management, knowledge learning and sharing, capacity building, and technical assistance. This support aims to ensure the project's compliance with the legal agreements signed between the Chinese government, the Shanxi Provincial Government, and the World Bank, as well as with the relevant policies, guidelines, and regulations of both the World Bank and China.
Working under the authorization of the Provincial PMO, the Consultants will carry out project implementation and management tasks, closely collaborating with all relevant project stakeholders. Their responsibilities include formulating project implementation plans, driving project execution, and facilitating timely communication and resolution of various issues arising during implementation. They will assist the Provincial PMO and PIUs in strictly adhering to the project's Loan Agreement and Project Agreement, ensuring compliance with their covenants and clauses, alongside relevant Chinese laws, regulations, and standards. The Consultants will assist the Provincial PMO and PIUs in preparing and updating the Annual Work Plan, Fund Utilization Plan, Procurement Plan, and Capacity Building Plan, and will support the PMO and PIUs in carrying out a series of activities according to these plans. They will assist the Provincial PMO and PIUs in carrying out in various tasks such as bidding and procurement, contract management, project mid-term review, and project completion; the Consultants will strictly implement the ESMP, coordinate the monitoring of the implementation of special plans for environment, society, resettlement, gender, labor, and occupational health and safety, and link internal and external monitoring activities; the Consultants will provide technical support and assistance for project design, construction, and operation to ensure high quality. They will conduct thematic training on project management, safeguard policies and technical topics for the Provincial PMO, PIUs, supervisors, and contractors; prepare and submit reports including Project Progress Reports, the Mid-term Adjustment Report, and the Project Completion Report, and assist the PMO in establishing a Technical Committee and conducting its related activities.
The Consultant shall assist the Provincial PMO and the PIUs in carrying out the following tasks:
3.1 Comprehensive Project Implementation Management
Assist in the overall coordination and management of the project, working with all stakeholders to facilitate smooth project implementation in accordance with the project's legal documents, the Project Operation Manual, and relevant domestic regulations.
Assist in formulating and dynamically maintaining the project's overall and annual work plans as well as fund utilization plan, ensuring the orderly sequencing of various activities.
Improve the project organizational and institutional systems, including further clarifying work processes, task decomposition, role responsibilities, and developing relevant detailed implementation rules (e.g., for withdrawal and disbursement, contract variations, etc.), to ensure the efficiency and completeness of the project organizational structure.
Strengthen project communication and coordination. Given the numerous institutions and stakeholders involved in the World Bank-funded project, communication and coordination are challenging, with long paths for information collection, transmission, and analysis. The Consultant team will assist the Provincial PMO in internal and external project communication and coordination, enhancing the communication and coordination mechanisms among participating parties, particularly assisting the Provincial PMO in communication and coordination with the World Bank team.
Assist in carrying out communication and visibility management under the project. Support the Provincial PMO in managing the project information platform, assist in preparing publicity materials, organizing knowledge-sharing activities, implementing project communication and coordination mechanisms, and actively conducting project visibility activities. Undertake filing and archiving management of the records and documents of the Provincial PMO and PIUs during Project implementation.
Strengthen project schedule management, quality management, and investment control to ensure the project achieves its overall objectives for schedule, quality, and cost.
3.2 Procurement and Contract Management
Assist in promptly updating the Procurement Plan, reviewing the technical sections of bidding documents, and providing review comments on construction drawings, specifications, bills of quantities, equipment parameters, and TOR for consulting services provided by the PIUs; assist in reviewing procurement process documents such as bidding documents prepared by bidding agents and bid evaluation reports from Bid Evaluation Committees; track and promote the implementation progress of the Procurement Plan; assist in responding to queries and various issues raised during the bidding process; assist in reviewing contract documents and in contract negotiations.
Assist in establishing a contract management system to manage all project contracts, supervise the contract implementation process based on contract terms, and provide specific guidance; conduct reviews of contract variations, provide opinions based on relevant domestic regulations and World Bank principles, monitor implementation risks for each contract, and resolve various issues during implementation; guide the completion acceptance of contracts to ensure compliance of the acceptance process and completeness of documentation; provide procurement and contract management training.
3.3 Financial Management
Assist in project financial management to ensure compliance with relevant domestic policies and regulations, as well as World Bank financial management guidelines and requirements, ensuring effective use of World Bank loan and domestic counterpart funds; Assist in timely processing of loan withdrawal and disbursement, guide PIUs to establish independent account sets and manage project funds; Assist in preparing financial reports in accordance with the requirements of the Ministry of Finance and the World Bank, including unaudited interim and annual financial statements; According to the contract and relevant regulations, review and guide the disbursement application and related materials; Assist the Provincial PMO and the PIUs in preparing for the annual audit, and provide rectification suggestions for the problems found during the audit; Assist in resolving issues arising in project financial management and provide technical support for organizing financial archive materials.
3.4 Environmental and Social Management
Assist in the comprehensive management of the project's environmental and social aspects to ensure compliance with relevant domestic regulations and the principles and requirements of the World Bank's Environmental and Social Framework (ESF). Guide the implementation and monitoring of the Stakeholder Engagement Plan (SEP), Environmental and Social Commitment Plan (ESCP), Resettlement Action Plan (RAP), Process Framework, Social Management Plan (SMP), Gender Management Plan (GMP), Labor Management Procedure, EIA, EMP, Biodiversity Management Plan, and Pest Management Plan. Monitor the implementation of relevant procedures/codes of conduct, the GRM, and the incident reporting mechanism. Report on the implementation progress and issues related to these plans in the progress reports. Assist in reviewing monitoring and evaluation reports submitted by external monitoring agencies and provide comments for revision.
3.5 Project Capacity Building and Training Management
Assist in preparing the overall project capacity building and training plan and annual plans. Assist the Provincial PMO and PIUs in analyzing and evaluating the effectiveness of capacity building and training activities, and monitoring the results of the implementation of the capacity building and training plan.
Arrange for team experts to provide training to the PMO and PIUs as per their schedules. Simultaneously, lead the organization of training activities related to project management, World Bank policies, and project construction technical standards. The consultant is expected to provide a total of approximately 730 person-days of training for personnel of the Provincial PMO and PIUs (covering topics such as project management, technical aspects, World Bank policies, etc.). During the implementation phase, the Consultant shall develop detailed plans based on actual needs, submit them to the Provincial PMO for review and approval, and then proceed with implementation.
The provisional sum for training under the contract shall be used to cover expenses directly related to training activities, including meals, venue rental, meals for trainers, training materials, transportation, and other expenses. Trainers will primarily be sourced from within the consultant's team, and their costs will be covered using the expert person-month fees. Training expenses shall comply with the "Shanxi Provincial Government Training Fee Management Measures" and other relevant provincial regulations, and shall be reimbursed based on actual invoices within the prescribed limits.
Upon completion of each training session, the consultant shall provide a summary report for that session. The summary should reflect the overall situation, outcomes, participant feedback, training expenses, participant list, lessons learned, and plans for future training activities.
3.6 Project Result Monitoring
Assist the Provincial PMO in conducting indicator monitoring during project implementation and after completion, based on the DMF outlined in the PAD. Establish a monitoring and reporting system for the DMF indicators, and regularly report to the Provincial PMO and the World Bank on the achievement of DMF indicators, existing issues, as well as opinions and recommendations.
3.7 Project Technical Support
Organize multiple industry experts to form a technical expert group, providing professional opinions and suggestions to the Provincial PMO and PIUs for various project stages. As needed, technical experts will deeply engage in key critical points such as design reviews, site supervision, completion acceptance, operational plan quality, review of research findings, and development of specifications and standards. They will fully utilize their technical expertise to participate in project decision-making and implementation, ensuring high quality in project design, construction, and operation and maintenance management.
3.8 Establishment of a Technical Committee
The Technical Committee will consist of approximately 15 experts at the academician-level and professor-level, covering key technical fields relevant to the project (e.g., biodiversity, NCL, forestry, wetlands, botanical gardens, etc.).
The Technical Committee shall, as required by the Provincial PMO and PIUs, organize meetings at least once a year, responsible for conducting high-level seminars, reviewing overall technical schemes, and conducting site visits (each meeting lasting approximately 3 days, with around 40 participants in discussions/training sessions). The Technical Committee will ensure the incorporation of national and international best practices during project implementation and promote the widespread dissemination and sharing of project knowledge and experiences within Shanxi, across China, and internationally.
Within 3 months of the consultant's mobilization, an agreement shall be reached with the Provincial PMO regarding the composition and activity plan of the Technical Committee. The establishment of the Technical Committee shall be completed within 6 months.
The provisional sum for the Technical Committee under the contract will be used to cover expenses directly related to its establishment and seminar activities. This includes expert fees (covering person-month fees, meals, round-trip transportation), venue rental for seminars, participant-related expenses (meals, accommodation, etc.) and other associated expenses. The expenses for Technical Committee activities shall comply with relevant central and local regulations pertaining to science or technical research activities.
3.9 Project Report Preparation
In accordance with the requirements of the Loan Agreement and Project Agreement, assist the Provincial PMO in preparing and submitting relevant reports required by the World Bank and the PMO. These include the Consulting Services Inception Report, Project Progress Reports, Mid-term Adjustment Report (if any), Project Completion Report, Semi-annual and Annual Financial Statements/Reports, Environmental and Social Internal Monitoring Reports, Resettlement Internal Monitoring Reports, etc. Also, assist the PMO in the preparation and submission of the Annual Work Plan.
3.10 Support for World Bank Team Management Activities
In accordance with the requirements of the Provincial PMO, provide translation and assist in handling correspondence with the World Bank and relevant project documents. Assist in preparing for World Bank missions and support the implementation of specific tasks (or actions) required by the World Bank's MOU.
4.1 General Requirements for Consultants
Consultants participating in bidding competition should be companies or entities with the qualifications to independently sign contracts.
The consultant shall have completed at least 2 consulting service contracts for project implementation management under projects financed by International Financial Institutions within the past ten years (2016.1.1-2025.12.31, the project completion date shall prevail). Among these, at least 1 shall have been completed for World Bank-funded projects. Consultants are required to provide supporting documents (scanned copies of contracts and proof of project completion, etc.).
4.2 Consultant Input and Person-Month Allocation
The project implementation management consulting team shall be composed of experts with international experience and qualifications, as well as experts with domestic experience.
The consultant is required to develop a reasonable personnel input plan and schedule based on the specific needs of the project and their professional judgment, ensuring that the total number of person-months shall not be less than 178 person-months.
4.3 Expert Qualification Requirements and Tasks
1) Team Leader / Project Management Expert. This expert shall have at least 15 years of experience in managing the implementation of projects financed by international financial institutions, coupled with sound international exposure and qualifications. They shall have successfully served as the Project Management Team Leader during the implementation phase of at least 3 such projects, at least 1 of which shall be World Bank-funded projects. The expert shall hold a bachelor's degree or higher in project management or engineering, and have good English speaking and writing skills. The Team Leader will lead the entire consultant team in providing comprehensive management assistance to the Provincial PMO and PIUs throughout the project implementation process. Key responsibilities include:
2) Deputy Team Leader / Project Management Expert. This expert shall have at least 10 years of project management experience, including over 5 years of experience managing projects financed by international financial institutions. They must have consulting experience during the implementation phase of at least 3 international financial institutions-funded projects, including 1 World Bank-funded project, and have served as Team Leader or Deputy Team Leader in at least 2 of these projects. The expert shall hold a bachelor's degree or higher in project management or engineering, and have good English speaking and writing skills. Key responsibilities include:
3) Procurement and Contract Management Expert. This expert shall hold a bachelor's or higher degree in engineering, management, or a related field, with at least 10 years of relevant experience and professional knowledge in procurement and contract management; the expert shall have served as Procurement or Contract Management Expert during the implementation phase of at least 3 international financial institution loan projects, including at least 1 World Bank loan project.They shall be proficient in the policies, regulations, procedures, and requirements of both the World Bank and China regarding procurement and contract management. This expert will serve as the core technical support for project procurement and contract management, providing technical assistance throughout the project lifecycle from procurement planning to contract completion:
4) Cost Engineering Specialist. This expert should hold a bachelor's or higher degree in engineering cost, engineering management, or a related field. They must possess experience in engineering cost, with over 10 years of relevant work experience in engineering cost. They should be familiar with domestic regulations and pricing benchmarks for engineering costs and hold a Level 1 Registered Cost Engineer qualification. This specialist will be fully involved in and responsible for the project's investment and cost management:
5) Financial and Economic Expert. This expert shall hold a bachelor's degree in financial management, accounting, or a related field, possess a Certified Public Accountant certificate or equivalent financial management certification, and have over 10 years of experience in project financial management. As a financial management expert, they shall have participated in at least 3 projects financed by international financial institutions, including 1 World Bank-funded projects, and be familiar with World Bank and domestic financial management policies and regulations, financial risk assessment, and the requirements and processes for preparing or auditing financial statements. Key responsibilities include:
6) Environmental Management Expert. This expert shall hold a bachelor's degree in environmental engineering, environmental science, or other related fields, with at least 10 years of environmental management experience on projects financed by international financial institutions, having participated as an environmental management expert in at least 3 such projects, one of which shall be World Bank-funded. The expert shall be familiar with Chinese environmental policies, regulations, and relevant standards, proficient in the World Bank's Environmental and Social Framework and related safeguard policies and requirements. Fluency in written and spoken Chinese and English is required. Key responsibilities include:
7) Social, Gender, and Resettlement Expert. This expert shall hold a bachelor's or higher degree in social sciences, anthropology, public policy studies, or a related social science field, with at least 10 years of experience working on social, gender, or resettlement aspects of projects financed by international financial institutions (IFIs), having served as an expert in social development, resettlement, community development, or related fields for at least 3 IFI-funded projects, 1 of which shall be World Bank-funded projects. The expert shall be familiar with Chinese resettlement policies, regulations, and relevant standards, proficient in the requirements of the World Bank's Environmental and Social Framework, and knowledgeable about community development and process frameworks. Fluency in written and spoken Chinese and English is required. Key responsibilities include:
8) Results Monitoring Expert. This expert shall hold a bachelor's degree or higher in project management, public management, engineering, or a related field, shall have at least five years of experience in performance monitoring or results framework monitoring for international financial organization-funded projects, and shall have undertaken performance monitoring/results framework monitoring tasks in at least two such projects, including at least one World Bank-funded project. The expert shall be familiar with the results frameworks and indicator monitoring methodologies and specific requirements of international financial organizations. Fluency in written and spoken Chinese and English is required. Key responsibilities include:
9) Labor and Occupational Health and Safety (OHS) Expert. This expert shall hold a postgraduate or higher degree in occupational health and safety, labor science, human resource management, or a related field. They shall be familiar with Chinese labor regulations, occupational health and safety standards, and possess expertise in the World Bank's Environmental and Social Framework (ESS2). The expert should have participated in at least 2 international financial organization-funded projects, having been responsible for the labor and OHS management components. Fluency in written and spoken Chinese and English is required. Key responsibilities include:
10) Biodiversity Expert. This expert shall hold a postgraduate or higher degree in forestry, botany, biodiversity, wetlands, or similar fields, with at least 10 years of investigation, research, or project implementation experience related to the ecological environment, forestry vegetation, and wetlands in North China, with demonstrable professional achievements. This expert shall be familiar with and mastery of domestic and international biodiversity conservation concepts is essential. Have good English writing and speaking skills. This expert will serve as the core technical specialist and strategic advisor in the field of biodiversity conservation for the project, ensuring coordination among various technical activities and reviewing and ensuring the quality of biodiversity-related project deliverable. Key responsibilities include:
11) Animal (North China Leopard) Expert. This expert shall hold a postgraduate or higher degree in zoology, animal habitat and protected areas, wildlife environmental protection, or similar fields, with at least 10 years of experience in investigation, research, or project implementation related to the ecological environment and habitat protection of the North China Leopard's habitat or protected areas, with demonstrable professional achievements. This expert shall have good English writing and speaking skills. Key responsibilities include:
12) Plant Protection Expert. This expert shall hold a postgraduate or higher degree in botany, horticulture, ecology, forestry, or related fields, with at least 10 years of practical experience or research in plant species in-situ and ex-situ conservation, botanical garden planning and design, plant introduction and acclimatization, plant maintenance management, and plant diversity conservation, supported by relevant publications or participation in significant projects. This expert shall have good English reading, writing, and communication skills for reviewing and translating English literature and engaging in international exchanges and cooperation.
13) Forestry Expert. This expert shall hold a postgraduate or higher degree in forestry, silviculture, forest ecology, forestry engineering, or related fields, with at least 10 years of practical experience or research in forest resource cultivation and management, planning and design of forestry ecological engineering, forest pest and disease control, and forest tree germplasm resource conservation, supported by relevant publications or participation in significant projects. This expert shall have good English reading, writing, and communication skills for reviewing and translating English literature and engaging in international exchanges and cooperation.
14) Wetland and Avian Expert. This expert shall hold a postgraduate or higher degree in ecology, environmental science, hydrology and water resources, wetland biology, ornithology, or related fields, with at least 10 years of practical experience or research in wetland ecosystem conservation and restoration, avian habitat management, wetland planning and design, wetland biodiversity maintenance, and wetland resource management, supported by relevant publications or participation in significant projects. This expert shall have good English reading, writing, and communication skills for reviewing and translating English literature and engaging in international exchanges and cooperation.
15) Green Building Expert. This expert shall hold a postgraduate or higher degree in architecture, urban planning, engineering (civil or other relevant fields), or related disciplines, with at least 10 years of relevant experience in sustainable building, architectural design, green building, energy and water-saving equipment, and related technologies. Have a deep understanding of international and Chinese green building policies and best practices. This expert shall have a good level of English proficiency. Having relevant experience in communicating and working with international financial institutions such as the World Bank is a plus point.
16) Wildlife Rescue and Disease Control Expert. This expert shall hold a postgraduate or higher degree in veterinary medicine, wildlife medicine, or a related field, with at least 10 years of practical experience in wildlife rescue, rehabilitation, and disease control. Key responsibilities include:
17) Natural education and publicity expert. This expert shall hold a bachelor's degree or above in natural education, environmental science, botany, media science, or related majors; More than 10 years of experience in natural education, science popularization, or biodiversity education; Familiar with the best practices of international nature education and the requirements of domestic biodiversity science popularization policies, participate in at least 2 ecological conservation projects for nature education or publicity work, be familiar with the operation of nature education facilities, development of publicity materials, and organization of public participation activities; This expert shall have good English writing and speaking skills.
18) Capacity Building and Training Expert. This expert shall hold a bachelor's or higher degree in education or engineering, with at least 10 years of experience in project capacity building and training; this expert has been responsible for capacity development and training tasks for at least 2 international financial organization loan projects, including 1 World Bank loan project; be familiar with the specific requirements for capacity building and training in World Bank projects; and this expert shall have good English writing and speaking skills. Key responsibilities include:
19) Project Assistant. This expert shall hold a bachelor's degree or higher, have at least five (5) years of working experience, and be familiar with project management or administrative management. The expert shall have excellent written and oral English communication skills. Key responsibilities include:
The consultant shall prepare various work reports in accordance with the requirements of the PMO and the World Bank and submit reports to the PMO for review. Reports submitted to the World Bank through the PMO shall meet the World Bank's basic requirements regarding content and format. During the project implementation, the consultant is required to submit reports for the following consulting services to the PMO.
No. | Deliverable | Submission Time |
1 | Project Inception Report | Within 1 month after the commencement of consulting services |
2 | Project Progress Report | Semi-annual progress reports shall be submitted by the end of August and the end of February each year, respectively |
3 | Financial Statements | Semi-annual financial statements shall be submitted every six months Annual financial statements (unaudited) shall be submitted by the end of February each year and audited version shall be submitted by end of June. |
4 | Mid-term Adjustment Report | At the mid-term of the project implementation or at a time determined based on specific requirements from the PMO and the World Bank |
5 | Project Completion Report | A draft Project Completion Report shall be submitted 2 months prior to the loan closing date. The final report shall be submitted within 1 month after receiving comments |
6 | Environmental Management Progress Report | Submitted as a chapter of the Project Progress Report by the end of August and the end of February each year |
7 | Resettlement Internal Monitoring Report | Submitted as a chapter of the Project Progress Report by the end of August and the end of February each year |
8 | Social and Gender Monitoring Report | Submitted as a chapter of the Project Progress Report by the end of August and the end of February each year |
9 | DMF Monitoring | Submitted as a chapter of the Project Progress Report as well as a standalone annex by the end of August and the end of February each year. |
10 | Annual Work, Procurement, Fund Utilization, and Capacity Building Plan | Assist the PMO in compiling and consolidating the project's annual work plan, and submit it to the World Bank before December 31 |
11 | Capacity Building and Training Progress Report | Submitted as a chapter of the Project Progress Report by the end of August and the end of February each year |
12 | Various Special Topic Work Reports | Prepare special work reports irregularly according to the management requirements of the PMO |
The implementation of the consulting service is expected to commence on the date of contract signing and continue until May 31, 2031, covering the entire project implementation period.
The PMO and the IAs/PIUs will provide the following assistance to the consultant:
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REQUEST FOR EXPRESSIONS OF INTEREST
(CONSULTING SERVICES – FIRMS SELECTION)
India
Tamil Nadu Housing and Habitat Development Project
Loan No./Credit No./ Grant No.: 9094-IN
Assignment Title: Procurement of System Integrator (SI) for Services to Design, Develop, Implement and Maintain e-Governance System for Tamil Nadu Urban Habitat Development Board
Reference No: IN-TNSCB-402241-CS-QCBS
Tamil Nadu Urban Habitat Development Board (TNUHDB) is implementing the Tamil Nadu Housing and Habitat Development Project financed by the World Bank and intends to apply part of the proceeds for consulting services.
Objective and Scope of Work:
TNUHDB intends to hire a Consulting firm (System Integrator) to design, develop, implement, operate, and maintain an Integrated Enterprise Resource Planning (ERP) and digital solution for TNUHDB to enhance the operations and transform the service delivery to its stakeholders while realizing the vision of “a slum free city and upliftment of the urban poor and habitation”.
The detailed scope of work of the consultancy services is indicated in TOR (Copy as attached)
Also the detailed Terms of Reference (TOR) for the assignment can be found at the following website:www.tnuhdb.tn.gov.in.
Duration of Assignment
The duration of the assignment for building the ERP is (12 months + 2 months for stabilization) and a period of 36 months operation & Maintenance from the date of commissioning of ERP.
The Tamil Nadu Urban Habitat Development Board, Government of Tamil Nadu now invites eligible consulting firms (“Consultants”) to indicate their Expression of 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 short-listing criteria are in the Table below. The lists of documents regarding the Eligibility Criteria of the firm to be submitted along with the Expressions of Interest are in the Table below:
S. No | Eligibility Criteria | Supporting documents for fulfilling the Eligibility Criteria |
1
| The Firm should be a company registered under the provisions of the Indian Companies Act, 1956/2013 or a partnership firm registered under the Indian Partnership Act1932 or the Limited Liability Partnerships Act, 2008. (Applicable for Indian firms). For firms registered outside India, onus will be to demonstrate that the legal structure of the firm complies with internationally accepted good practices and the Indian provisions mentioned above.
Firm should have GST registration. (Applicable for Indian firms)
Firm should have been operational for the last 10 (Ten) years.
| Copy of Certificate of Incorporation or Copy of LLP firm registration certificate, as applicable.
Copy of Goods and Services Tax (GST) certificate with GST registration number (GSTIN)
Copy of PAN Card(Applicable for Indian firms)
In addition, for JV Partner bids • The Signed JV Partner Agreement clearly stating: − Roles and responsibilities of each member − The Lead Firm shall have maximum Stake in the JV Partner − The Lead Firm shall be responsible and jointly & severally liable under this RFP Terms for: The delivery of products & services Successful completion of this entire Project Compliance with the SLAs • Authorization by authorized signatories of JV Partner members authorizing the Lead Firm to bid on their behalf for this RFP |
2 | The Firm (JV Partner) should be certified in all.
| Copy of the requisite certificates should be enclosed. |
3 | Board resolution / Power of attorney in favour of authorised signatory
| Copy of Power of attorney with appropriate supporting documents Power of attorney in favour of the lead member In case of JV Partner, the members shall submit a power of attorney in favour of the lead member. |
4 | The Firm should have a positive net worth in each of last three (3) financial years (FY 2020-2021, FY 2021-2022, FY 2022-2023) | Certificate from the Statutory Auditor clearly stating the net worth |
5 | The Firm should have an average annual turnover of Rs.60Crore and above, in each of the last three (2020—21, 2021-22& 2022-23) audited financial years. | Financial turnover Statement from CA along with Profit & Loss statements Certificate from the statutory auditor clearly stating the total turnover. |
6 | The Firm shall have local office in Chennai.
If Firm does not have a local office in Chennai, an Undertaking is required indicating willingness to open a local office in Chennai within 30 days of signing of the contract. | Copy of the Proof/Rental Agreement & GST be submitted along with office Pictures.
Undertaking letter
. |
7 | The Firm should have the project experience of development, implementation and maintenance of a workflow-based ERP/IT applications and portal implemented/ongoing in public or private sector in India over the last seven (7) years, indicating the works completed with their value and percentage of work completion along with the total contract value if on-going works. This excludes the cost of procurement, deployment, and maintenance of infrastructure.
| Copy of work order and Completion certificate(s) from the client (Completed or Ongoing) and Certification by Statutory Auditor or independent auditor (Completed with Value & other relevant parameters)
Note: |
8 | The Firm should not be under a declaration of in-eligibility for corrupt, fraudulent or any other unethical business practices and should not be debarred or blacklisted by World Bank. | Undertaking on company's letter head signed by company’s authorized signatory |
9 | The Firm should have financial capability to handle the services by mobilizing Rs.25 lakhs per month in advance to disburse payment to the resources deployed for at least Two months (Rs. 50 Lakhs) without awaiting payment from TNUHDB. | Any Scheduled Banker’s certificate to this effect to be produced/ Declaration |
10 | The Firm should have the experience in documents digitization of at least 50 lakh pages during the last seven (7) years. | Scope of Work Document along with the detailed agreement copy. and Certificate(s) from the client related to Document Digitalization (Completed or phase completed) and Certification by Statutory Auditor or independent auditor (Completed or phase completed with Value & other relevant parameters) Note:- |
11 | The Firm should have the experience in IT projects establishing Data Centre or Disaster Recovery Centre with facility management services of comparable scope and magnitude during the last seven (7) years from the date of submission of bid. | Copy of work order and Completion certificate(s) from the client (Completed or phase completed) and Certification by Statutory Auditor or independent auditor (Completed with Value & other relevant parameters) Note:- |
12 | The Firm should have the experience in IT projects (completed) including setting up Local Area Network (LAN) infrastructure during the last seven (7) years from the date of submission of bid | Copy of work order and Completion certificate(s) from the client (Completed) and Certification by Statutory Auditor or independent auditor (Completed with Value & other relevant parameters) Note:- |
Note: Firms submitting documentation which are not in Indian rupees (contracts, work orders, certificates, etc.), in their EOIs, conversion of the local currency into Indian Rupees should be done to facilitate review of REOI using currency conversion rate of the date of advertisement of the REOI.
The Firm must provide the following additional details also:
Note: Key Experts will not be evaluated at the short-listing stage of EoI.
Consultant firm may submit other documents considered important, which are not listed above, to justify general qualifications and qualifications relevant to the assignment.
The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s prevailing “Procurement Regulations for IPF Borrowers” July 2016,(“Procurement Regulations”) as amended 20 November 2020, setting forth the World Bank’s policy on conflict of interest.
Consultants may associate with other firms to enhance their qualifications but should indicate clearly whether the association is in the form of a JV Partner and/or a sub-consultancy. In the case of a JV Partner, all the partners in the JV Partner shall be jointly and severally liable for the entire contract, if selected.
As per the Government of Tamil Nadu directions, all procurement activities should be processed through Government e-Procurement portal www.tntenders.gov.in.
The preferred Consulting firm will be selected in accordance with the Quality and Cost Based Selection (QCBS) method set out in the Procurement Regulations of World Bank.
Further information can be obtained at the address below during office hours i.e.10:00 AM to 5:45 PM. (Except holidays)
Expressions of interest must be delivered through e procurement portal on or before 12.02.2024 up to 11.00 AM Indian Standard Time.
Attention:
Superintending Engineer,
Project Monitoring Unit - World Bank Project
Tamil Nadu Urban Habitat Development Board,
No.5, Kamarajar Salai,
Chennai – 600 005,
Tamil Nadu, India,
E-mail: tnuhdbprocurement@gmail.com
TERMS OF REFERENCE
Terms of Reference for Selection of System Integrator (SI) for Implementation of Enterprise Resource Planning (ERP) and Digital Platform for TNUHDB
January 2024
Table of Contents
Background. 5
Objective. 5
Overview of Scope of Work for System Integrator 5
1. Firm Capability. 10
2. Team Compositions. 11
2.1. Implementation team composition. 11
2.2. Operation & maintenance (Data Centre) support team.. 17
3. Capacity-building program.. 23
4. Project deliverables / Timeline / Payment schedule. 24
5. Compliance to Standards. 25
5.1. Adherence to Open-Source Standard. 25
5.2. Compliance with Government standards & policies. 25
5.3. Compliance with Industry Standards. 25
5.4. Single-Sign On. 26
5.5. Support for PKI based Authentication and Authorization. 26
5.6. Interoperability Standards. 26
5.7. Scalability. 26
5.8. Security. 26
5.9. Application Architecture. 29
5.10. Proposed Application Architecture. 30
5.11. High Level Design (HLD) 30
5.12. Detailed (Low Level) Design (LLD) 30
5.13. Test Plan. 30
5.14. Specification. 30
5.15. Non-Functional Requirements. 31
6. Data, local services, personnel, and facilities to be provided by the Borrower 34
7. Operation and maintenance. 35
8. Institutional and organization arrangements. 35
8.1. Project Stakeholders. 35
8.2. Project Governance Structure. 35
8.3. Communication Protocols 36
8.4. Progress Reports/ Reports/Notes. 36
8.5. Communication medium.. 37
8.6. Submission of Work Outputs. 37
8.7. Quality Assurance Plan. 37
8.8. Change management and risk management 37
9. Commencement Date. 37
10. Period of Contract 37
11. Reporting arrangement 38
Annexure I - Solution / Implementation Approach. 39
Annexure II- Track 1: Application design, development, and implementation. 40
1. Scope of Application Development 40
2. Administration - User Management, Workflow management, Audit-Trail 50
3. Mobile application. 51
4. Design, Develop and Implement the TNUHDB Information Portal 53
5. Design and Development of Mobile Application. 54
6. System Architecture. 55
7. Internet and Intranet Enabled. 57
8. Graphical User Interface. 57
9. Workflow Integration Approach. 58
10. Installation/ Upgrade/ Enhancement 59
11. Scalability. 59
12. Security. 60
13. System Control and Audit 63
14. Data Backup/ Data Archival/ Restore. 64
15. Database. 64
16. Enterprise Monitoring System (EMS) 65
17. Operations. 73
18. Stages of Application Development 74
Annexure III - Track 2: Data digitalization. 79
1. Documents scanning and digitalization requirements. 79
Annexure IV - Track 3: IT Infrastructure procurement, supply, Installation, and bandwidth for the project 83
1. IT Infrastructure Requirements. 83
2. IT infrastructure deployment plan. 85
3. Cloud Hosting. 86
4. Local Area Network. 89
5. Network Operation Centre (NOC) 90
6. Internet Infrastructure and Connectivity. 92
Annexure V - Track 4: Training and Capacity Building. 95
1. Introduction. 95
2. Training requirements. 96
3. Training Effectiveness. 98
Annexure VI- Track 5: Operations and Maintenance. 99
1. Applications Support and Maintenance. 99
2. IT Infrastructure Support and Maintenance. 101
3. Compliance to SLA. 109
Annexure VII - Governance Structure and Responsibility. 111
1. Project Leadership Team.. 111
2. Project Implementation Committee (PIC) 111
Background
Tamil Nadu Urban Habitat Development Board (TNUHDB) is implementing the Tamil Nadu Housing and Habitat Development Project (TNHHP) financed by the World Bank. TNUHDB intends to engage System Integrator (SIs) for Design, Develop, Implement an ERP and digital platform for TNUHDB board and service delivery to citizens and for Operations and maintenance of solutions.
Primary objective of TNUHDB is to provide housing for urban poor. TNUHDB services are in green field development, in-situ upgradation, and reconstruction. Housing schemes provided by TNUHDB are “In-Situ” Slum Redevelopment (ISSR), Affordable Housing in Partnership (AHP), Subsidy for Beneficiary – Led individual house construction (BLC), Promotion of Affordable Housing for weaker sections through Credit Linked Subsidy Scheme (CLSS). Under Housing for All (HFA - Urban), TNUHDB is designated as the implementing agency for AHP and BLC schemes.
Functions of TNUHDB are carried out by functional divisions namely, Technical, Administration and Establishment, Finance and Accounting. The technical division is headed by Chief Engineers (CE) and is assisted by Superintending Engineers (SE). The Secretary manages the administration and establishment division while the Financial Advisor is responsible for the finance and accounting division. The Project Management Unit (PMU) headed by the Joint Managing Director/Project Director, handles the Externally aided Project Financed by MDBs such as the World Bank (WB) and Asian Development Bank (ADB). The TNUHDB functions are distributed to the wings, and each wing is supported by sectional units and staff. TNUHDB has its Board office at Chennai and is supported by two (2) Regional Offices, four (4) Circle Offices in Chennai and one (1) Circle Office each in Madurai and Coimbatore and 21 Divisional Offices across the State.
Objective
TNUHDB intends to hire an agency (System Integrator) to design, develop, implement, operate, and maintain an Integrated Enterprise Planning (ERP) and digital solution for TNUHDB to enhance the operations and transform the service delivery to its stakeholders while realizing the vision of” a slum free city and upliftment of the urban poor and habitation”.
Overview of Scope of Work for System Integrator
The scope of work envisaged for the System Integrator comprises of following key activities.
The key activities are detailed below:
Application development phases:
The key components of the scope of work are further detailed in Annexure I
System Integrators (Firm) is required to have experience, expertise and technical capability to carryout activities successfully.
Have experience in solution design, development and maintains services for:
Position | Qualification / Experience | Rolls & Responsibilities | Person Months | Home/ Field |
Program Manager / Team Leader |
|
| 12 | Home/Field |
Project Manager, Software | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology from a reputed University or College or Institute |
| 9 | Home/Field |
Project Manager, Infrastructure & Network | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology from a reputed University or College or Institute
|
| 9 | Home/Field |
Solution Architect | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute |
| 6 | Home/Field |
Database Expert | a) Education: Full time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute
|
| 6 | Home/Field |
Operations Manager | a) Education: Full time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology with preferably MBA degree from a reputed University or College or Institute |
| 3 | Home/Field |
Business Analyst | a) Education: Full time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology with preferably MBA degree from a reputed University or College or Institute |
| 6 | Home/Field |
Security Architect | a) Education: Full time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute |
| 6 | Home/Field |
Test Lead | Have BE / B Tech in computer science/IT (or) BCA / B.Sc. Computer Science (or) Master’s degree in computer science / Computer Application. Minimum 5 years of work experience in Testing Must have experience in online & offline testing tools, load testing, regression testing & other prominent black & white box testing techniques.
|
| 6 | Home/Field |
Position | Qualification / Experience | Rolls & Responsibilities | Person Months | Home/Field |
Data Centre Manager | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute |
| 36 | Home |
System Administrator | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute |
| 36 | Home |
Database Administrator | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute Certification: OCA/OCP/Java/MySQL or equivalent |
| 36 | Home |
Network Administrator | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute |
| 36 | Home / Field |
Network Support Engineer 1 | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute b) Certifications: MCSE/CCNA certification preferred c) Experience: Should possess at least 6 to 8 years of experience as network support engineer |
| 36 | Field |
Network Support Engineer 2 | a) Education: Full Time Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute
|
| 36 | Home |
Technical Support | a) Education: Full Post Graduation in Computer Science / Computer Application / Information System Management / Information Technology or B. Tech / B.E. in Computer Science / Information Technology from a reputed University or College or Institute b) Certifications: Networking or any other relevant technical certification c) Experience: Should possess at least 3 to 5 years of experience in technical support
|
| 36 | Home |
System Integrators shall refer to Annexure-V for the Training and Capacity Building that shall give detailed scope on the Training Requirements, Scheduling the Training Calendar, number of trainings and their different types that shall be given along with the proper training aids, for TNUHDB Officials and Other Stakeholders.
# | Scope Activity / Deliverable of SI | Timeline completion | Payment Schedule |
| PLANNING & SOLUTION DESIGN |
|
|
1 | Signing of contract between SI and TNUHDB | T | 5% of Capex |
2 | Submission of Project charter and Work Plan document | T+ 1 month | |
3 | Submission of Business Requirement and SRS document | T+ 2 months | 5% of Capex |
4 | Submission of HLD and LLD solution design document | T+ 3 months | |
5 | Submission of Change Management and Capacity Building Plan | T+ 3 months | |
| IMPLEMENTATION |
|
|
6 | Submission of IT Hardware, Network infrastructure, Support Software procurement plan | T + 4 months | 15% of Capex |
7 | Supply, install, configuration, commissioning of required IT infrastructure networking equipment, NoC as part of technical solution, Cloud DC, DR | T + 6 months | |
8 | Supply, install, configuration, commissioning of required IT infrastructure for end users | T + 6 months | |
9 | Supply, install, configuration of Support software for Technical wing and end users | T + 6 months | |
10 | Digitization and Data Migration | T + 7 months | 5% of Capex |
11 | Application Development / Customisation of solution | T + 8 months | 20% of Capex |
12 | Application Cloud hosting in DC and DR | T + 8 months | |
13 | Integration Test | T + 8 months | |
14 | System Integration Test | T + 9 months | |
15 | User Acceptance Test | T + 9 months | |
16 | Submission of Test reports | T + 9 months | |
17 | Submission of Project Documentation, User Manuals, SoPs | T + 9 months | 5% of Capex |
18 | Training, Capacity Building, Change Management | T + 10 months | |
19 | Pilot implementation of PMS, ERP, Portal applications | T + 11 months | 5% of Capex |
20 | Submission of "Lessons Learnt" and Solution Update based on Pilot Implementation (Including UAT and Certification) | T + 11 months | |
21 | Third party security audit and certification | T + 12 months | 5% of Capex |
22 | Go-Live | T + 12 months | 15% of Capex |
23 | Solution stabilisation & Handholding to TNUHDB | T + 14 months | 10% of Capex |
| OPERATION & MAINTENANCE |
|
|
24 | Quarterly Operation and Maintenance Support + Quarterly SLA Compliance Report | Every quarter for O&M period | ~8.31% of OPEX per Quarterly (OPEX equally amortized across 12 quarters, time of 3 years) |
| PROJECT HANDOVER & EXIT |
|
|
25 | Handing over of maintenance, user training and knowledge transfer | 36th month of O&M period | 10% of Capex |
Note: Capex (Capital Expenditure) and Opex (Operational Expenditure) to be quoted by the firm (System Integrator)
The solution for this project must be designed following open standards, to the extent feasible and in line with overall system requirements set out in this RFP, to provide for good inter-operability with multiple platforms and avoid any technology or technology provider lock-in.
The solution proposed by SI in response to this RFP, must comply with all the relevant standards and policies related to e-Governance application development published by Government of India, which includes:
In addition to above, the proposed solution must be based on and compliant with industry standards (their latest versions as on date) wherever applicable. This will apply to all the aspects of solution including but not limited to design, development, security, installation, and testing. There are many standards that are summarized below. However, the list below is for reference purposes only and is not to be considered as exhaustive.
The proposed solution should enable single-sign-on so that any user once authenticated and authorized by system is not required to be re-authorized for completing any of the services in the same session. For employees of the TNUHDB concerned, the browser-based application accessed on the intranet, through single-sign-on mechanism, will provide access to all the services of the departments concerned (based on their roles and responsibilities), Help module, basic and advanced reporting etc. Similarly, for external users (citizens and others), based on their profile and registration, the system shall enable single sign on facility to apply for various services, integration with existing TNUHDB applications, external applications, submit queries /complaints and check status of their applications.
The solution shall support PKI based Authentication and Authorization, in accordance with IT Act 2000, using the Digital Certificates issued by the Certifying Authorities (CA) such as MTNL or NIC or Maharashtra Government authorized agency. Two factor authentications (login id & password and digital signature) shall be implemented by the SI for officials/employees involved in processing citizen services as per the Functional requirement specification of the services specified in RFP.
Keeping in view the evolving needs of interoperability, especially the possibility that the solution shall become the focal point of delivery of services and may also involve cross functionality with the e-Government projects of other departments / businesses in future, the solution should be built on Open Standards. Some of the states already have other applications deployed and running for delivering services to citizens. The SI shall ensure that the application developed is easily integrated with the existing applications. Every care shall be taken to ensure that the code does not build a dependency on any proprietary software, particularly, using proprietary ‘stored procedures’ belonging to a specific database product.
One of the fundamental requirements of the proposed application is its scalability. The architecture should be proven to be scalable (cater to increasing load of internal and external users and their transactions) and capable of delivering high performance for at least four years from the date of deployment. In this context, it is required that the application and deployment architecture should provide for Scale-Up and Scale out on the Application and Web Servers, Database Servers, and all other solution components.
The systems implemented for project should be highly secure, considering that it is intended to handle sensitive data relating to the TNUHDB departments, and others. The overarching security considerations are described below.
An indicative list of information security requirements which are to be followed by SI is specified below. During the SRS preparation phase, this may be modified in concurrence with TNUHDB.
Indicative list of information security requirements
# | Security Areas | Specifications |
Physical Security |
| |
Network Security |
| |
System Security |
| |
Application Security |
| |
Audit Trails & Logs |
| |
Data Protection |
| |
Session Management |
| |
Data Warehouse Security |
| |
Application Deployment |
| |
Information Security Governance |
| |
Storage Equipment |
| |
Computing Environment |
| |
Email Security |
| |
Virus Control |
| |
Compliance to Security Standards |
| |
Security Information and Event Management System (SIEM) |
| |
Database Activity Monitoring (DAM) Solution |
|
An indicative 3-tier architecture (also referred to as multi-tier or N-tier architecture) has been proposed for the Application Solution.
The entire processing should take place in n-tier architecture:
Once the SRS are approved, the SI shall complete the High-Level Designing and all HLD documents of all the functionalities, integration with existing application and external application. The SI shall prepare the HLD and have it reviewed and approved by the TNUHDB will sign off on the HLD documents based on the advice of PMC.
The LLD shall interpret the approved HLD to help application development and shall include detailed service descriptions and specifications, application logic (including “pseudo code”) and UI design (screen design and navigation). The preparation of test cases will also be completed during this stage. The SI shall have the design documents reviewed and approved by the TNUHDB. TNUHDB will sign off on the LLD documents based on the advice of PMC.
Once the SRS is approved and design is started, the SI shall prepare all necessary Test Plans (including test cases), i.e., plans for Acceptance Testing. Test cases for Initial and Final User Acceptance Testing shall be developed in collaboration with domain experts identified at TNUHDB. Initial and Final User Acceptance Testing shall involve Test Case development, Unit Testing, Integration and System Testing, Functional testing of Application, Performance testing of the Application including measurement of all Service Levels as mentioned in this RFP and finally SI shall also carryout Load/ Stress testing. The SI will submit the test plans and test result reports to TNUHDB for comprehensive verification and approval.
* The SI shall get the entire facility (Record Management Facility) certified with respect to the above specification. The cost for the same will be borne by the SI. These are mandatory requirements. The ISO 15489 certification for Records Management shall be obtained on “Acceptance”, ISO 9001 certification within 3 Months of “Acceptance”, “CMMI Level 3 or above” within 6 months of “Acceptance” and ISO 27001 Certification within 6 Months of “Acceptance”. Any delay in the timelines mentioned above, payments to the SI shall not be made.
The non-functional requirements for this project which are to be delivered by the SI are provided in table mentioned below.
The framework and data structure developed shall be in compliance with the Reference Standard for Document and Cyber security launched by Government of Tamil Nadu
For the effective implementation of the proposed solution, TNUHDB will provide following support and facilities to the System Integrator (SI):
SI shall operate and maintain all the components of this project after the commencement of the go-live date. During the O&M phase, SI shall ensure that the service levels are monitored on a regular basis, where they meet the SLA criteria, and shall be reported to TNUHDB.
Post Go-Live, if any system/sub-system/appliance deployed during the O&M phase then these components must be added in the TNUHDB systems only after proper induction procedures are followed including hardening and security testing.
SI will ensure that at no time shall any data of TNUHDB Systems be ported outside the geographical limits of the country. O & M is detailed in Annexure VI.
For the successful implementation of this project, it is important to have a clear understanding and execution of the roles and responsibilities of the three key stakeholders:
TNUHDB: TNUHDB shall provide the overall guidance, project monitoring and coordination between various stakeholders for execution of the project. It shall also seek the necessary approvals as required from the concerned officials and Board.
Consulting Firm (Deloitte): Deloitte shall prepare the digital strategy roadmap for TNHUDB, assist in preparing RfP, assist in bid management for the selection of the SI/vendor for the identified solutions in the roadmap and provide handhold support during the initial period after onboarding of the SI/vendor.
SI/Vendor: The SI/Vendor shall be selected by TNUHDB who shall then carry out the implementation of solutions proposed as per the terms and conditions laid out in the RfP.
A clear definition of the roles and responsibilities of all the stakeholders in a project establishes transparency, accountability, manageability, and efficiency of the project. The governance structure that facilitates the coordination and implementation of project activities and fosters interactions among the team members with a minimum number of disruptions, overlaps and conflict.
Three-tier project management structure:
Governance Structure and Responsibility is detailed in Annexure VII
To ensure timely completion of project activities the following modes for communications are proposed medium, submission of work outputs as mentioned into the following sub-sections.
Review Meetings
The review meetings would be the primary and most frequent mode of communication.
Suitable online mediums for meeting shall be leveraged wherever required to organise and conduct virtual meetings to facilitate effective and efficient way communications.
Also, to ensure that there is a two-way communication, all the minutes of the meeting will be recorded and shared with client within 5 working days of the meeting. Such minutes of meeting should be accepted in whole or with changes
Periodic project status report would be submitted by SI highlighting the status of all activities undertaken and the issues requiring attention. The periodic progress reports shall be submitted as per the project plan
Email - To facilitate fast action on technical aspects, quick decision making and resolution of issues, both the consultants and client would make extensive use of emails exchanges. Communications will also be marked to the representative of TNUHDB.
Other virtual medium – Virtual meeting rooms on various online platforms like MS teams/Zoom/ others shall also be used for holding any meeting, discussion which are not possible to conduct in person.
SI shall submit its work outputs, recordings of minutes, requests for documentation in English language only through the SI mail id. Any communication from non-SI mail id related to project work outputs should not be considered as formal communication from SI.
SI would deploy its tailormade quality assurance and management process in consultation with TNUHDB officials and associated stakeholders through implementing and managing a series of quality practices over the lifecycle of the assignment. SI shall ensure that the assessment and deliverable meet the suitable quality standards.
Change Management
Any change, which may result in enhancement to geographical, functional or technical scope of work, postponement of the major milestones in the engagement plan, increase in resources, infrastructure or planned training sessions will be subject to the following process:
Risk Management
Risks may arise or may be identified at any point through the engagement, and will be documented through a risk management log and be subject to the following process:
Probable date of Commencement of contract: 01.01.2024
Annexure I - Solution / Implementation Approach
Solution / Implementation Approach
Implementation of ERP, and digital solution for TNUHDB be planned seamlessly in a manner for effective deployment[Deloitte2] , cost effectiveness and ease of administration. The identified scope of work are listed below. The detailed scope of work and functional requirements for Essentials and Add On are provided in the Annexure II, Annexure III, Annexure IV in this ToR document.
Solution approach taken considers implementation of essentials solution required for TNUHDB across all offices and users with 3-year operation and maintenance, followed by the implementation of additional components of networking (wireless for Divisions) with 3 year operation and maintenance.
Annexure II- Track 1: Application design, development, and implementation
The scope of work will comprise development of Project Management System, ERP System, Citizen & Employee Portal, Grievance Redressal Management, Document Management System, content management system, business intelligence and analytics platform & MIS Dashboard and others as detailed below.
The application may be developed at SI’s premises. However, the identified key personnel need to be based at TNUHDB’s office/other designated locations during entire project duration. Development shall include Prepare Development Framework, Develop System Databases, Conduct Detailed Design, Establish Operations Functions, Complete Migration Design, Code Test Development Components. Before the actual development work starts, the SI must design the integrated solution architecture.
Functional requirements of the proposed applications:
This section provides the functional requirements of the overall Digitization solution. All the functional description provided in this section are minimum requirement and have been provided for immediate reference only.
The intended coverage of the functional specifications includes the following modules:
High level functionalities of the proposed modules are listed in following section.
Project Management System
Proposed Project management System should have the following features.
Enterprise Resource Planning System
Human Resource Management System (HRMS) for Administration
The overall features of the HRMS shall be:
Finance & Account Management
The major functions of FMS module would be Finance Management, Accounting and Controlling Finances
Tools for accounting and financial close support essential bookkeeping activities such as general ledger, accounts payable (AP), accounts receivable (AR) and payroll. They help teams generate reports, create financial statements for income, expenses, and balances – and close the books quickly and with less effort. Tax management features also help ensure tax accuracy and compliance.
With revenue accounting tools, finance teams can automate billing processes, view up-to-the-minute payments, and ensure compliance with statutory regulations for revenue recognition. Cash and treasury management tools help teams predict cash flow, improve liquidity, and proactively mitigate risk. This software also integrates with banking systems.
This set of planning, forecasting, budgeting, and analytical tools help finance team and their teams support the overall financial health. FP&A is critical for analysing costs and utilisation of schemes, cost savings, improving performance, predicting, and navigating future conditions and providing fast and accurate decision support. It also supports multi-scenario planning and collaboration between finance and every other department.
It should help teams align organizational activities to business goals, identify and mitigate different types of risk, and ensure compliance with laws and regulations. By synchronizing data across corporate governance, risk management, and compliance activities, organization can operate more efficiently, navigate uncertainty, and act with integrity.
Financial management solution for TNUHDB could have following set of features,
Estate Management for Administration
This major objective of this module should be overall dashboard of assets providing following information
The major features of this modules could be,
Office Administration
The major functions of Administration module would be:
Key functions of Tapal Management would be to manage dispatches in organization
It would have following features
This would manage the vendor onboarding and performance monitoring of vendors
It would have following features
This would manage the documents for all the legal matters such as court cases and hearings for judicial cases.
It should have following features
This should enable users to keep track of all RTI applications, submitted response, appeals and their response. This data should be digitized and should be stored in repository for future reference and as a digitized back up copy. This module should have role-based access control approach for accessing all the documents in this module and repository. Generally, a public information officer should have access to this module which should have functions like RTI dashboard where all RTIs should be categorized as per their status like new, pending, responded, and marked to first Appellate authority (FAA).
This module should track all the vehicles and control overall fleet operations. Also, should help to manage complete fleet control operations. Every vehicle servicing should be documented and accessible by Vehicle number, driver name and on-road time. It should cover the entire life cycle of the vehicle from purchase, usage, maintenance, and disposal.
Visitor management should offer an appointment portal for visitors by which they should digitally take the appointment from the concerned person. Visitors should issue a digital visitor id card by using the visitor portal, which retains all the specific information needed. Employees and co-worker should have accurate information about visitors
Citizen Web Portal
The proposed portal should be Multilingual (Tamil and English language) Web portal and with mobile (Android/ IOS) device support, having the content in Unicode format
The major modules of the portal would be as following
The basic features of the web information portal should be as follows:
Employee Portal
TNUHDB Intends to build a portal for all internal users of TUNHDB where they can access to their assigned task, assigned tickets, training schedule as a part of capacity building.
This portal will focus on 3 major areas which are
This portal should have employee task dashboard which should provide list of assigned tasks and deliverables through project management system, also this portal would be integrated with grievance redressal management system and tickets will be generated and assigned to employees based on their role and responsibilities. This Task dashboard should play vital role in evaluating employee’s performance, thus, to be integrated with HRMS module of ERP.
The purpose of the knowledge management is to ensure that right information is available to the right person at the right time to enable informed decision making. The KMS should be integrated with the DMS, selective sections of the PMS module and HRM module for information dissemination.
KMS should be single sign on application or module that should automates the administration, tracking and reporting of access to various documentary resources
Additional Learning Management System should be part of this offering which would allow users to access all training and capacity building programs from employee portal
3.MIS Dashboard
This dashboard should provide vital information to manage an organization effectively. MIS reports should provide insights related to business operations such as Engineering, Administration, Finance, employee performance, Community Development wing, revenue generated, customer queries, inventory, and information on all assets that is important to the management of a business.
MIS reports should be used by many large businesses that need daily reporting
Enterprise Support Applications
All the process or department specific interventions work to achieve specific objective. However, the there is need of some support tools which should support the main interventions or applications in achieving their objective effectively.
These business support tools are mainly:
Document Management System (DMS)
As an e-Governance initiative, all the public organisations are implementing enterprise Document Management System, which intends to create an integrated platform for performing key business functions, establish a Centralized Document Repository to store and route documents electronically and reduce paper-based work to achieve Paperless Office, improve productivity and provide a unified platform for the users to transact with inter/intra department and existing or upcoming IT systems.
Key considerations for Document Management System (DMS)
Content Management System
An enterprise level Web Content Management System should be used to meet the need to manage the content of web portal. It should manage content including media of, landing pages, Project Pages, Document repository etc. on the web portal which needs to be added / modified / edited / deleted should be done with ease without support from technology team.
The content Management System should support following functions and should have following features:
GIS Mapping
The GIS mapping for TNUHDB will allows users to organize, visualize and analyse different layers of data by creating maps and scenes.
With the ability to clearly visualize different types of data, users are enabled to uncover patterns, understand trends, monitor changes, and respond to events—facilitating better decision making.
Business Intelligence & Analytics Engine
TNUHDB should implement a BI tool/ Analytics engine to generate insights from the collected data from various sources.
TNUHDB should implement a BI tool/ Analytics engine to generate insights from the collected data from various sources.
This BI engine should have following components broadly
1. Analytics and Reporting
2. Automated Dashboards
3. Data Management
4. Reporting Tool
Helpdesk Support for Users
Helpdesk support application enables end users to raise and resolve trivial issues, track ticket status, and manage approvals with a self-service portal. It Provides higher end user satisfaction levels by defining appropriate SLAs and making sure that services are delivered on time, and incidents are resolved well within SLAs. Key functional requirements of IT helpdesk tool are:
The Administration module should have the following features or capabilities.
SI to develop mobile version (lite version) of the TNUHDB web Portal with specific functionalities which can be accessed using smart phone/tablets. The Mobile application are to be developed for TNUHDB internal and external stakeholders including TNUHDB Officials, Citizens, beneficiaries, RWA’s and applicants.
While the detailed functionalities will be finalized during the SRS stage, the indicative high-level functionalities for Lite version are as provided below:
Technical requirements
Technical specifications provided here are the set of requirements that the Digitalization solutions including TNUHDB web Portal & Mobile Application of TNUHDB must meet. This document provides information to the SI on the business requirements, various standards and guidelines and is an essential guide for defining a proposed system and ensuring mutual understanding among key stakeholders.
All the technical specifications provided in this section are minimum and have been provided for immediate reference only.
All the software (if any) along with proposed solutions shall initially be supplied with minimum on-site OEM comprehensive warranty/ support from the date of Go-live till the entire contract period. Also, if the contract period is extended, then SI must ensure that all the supplied software’s OEM warranty, service and support, licenses should be till perpetuity and for unlimited users. Please find below the summary of the software component for which the license would be required.
# | Software component | Type of license / Licensing period | Number of licenses |
Integrated Project Management System | Perpetual | Unlimited | |
ERP System- Human Resource Management System Module | Perpetual | Unlimited | |
ERP System- Finance and Account Management Module | Perpetual | Unlimited | |
ERP System- Office Administration Module | Perpetual | Unlimited | |
ERP System- Estate Management Module | Perpetual | Unlimited | |
Citizen Web Portal | Perpetual | Unlimited | |
Citizen Mobile Application | Perpetual | Unlimited | |
Employee Web Portal | Perpetual | Unlimited | |
Smart Module- Water, Energy & Video Management and Remote Monitoring | Perpetual | Unlimited | |
Helpdesk Application | Subscription | At actual | |
Web Content Management System | Perpetual | At actual | |
Documents Management System | Perpetual | Unlimited | |
GIS Software & base Map | Subscription | At actual | |
BI & Analytics Platform | Subscription | At actual |
The solution architecture should be designed by SI in line with the requirements provided in RFP document.
Integration
Application Performance Monitoring
End-User Experience Management System
General Monitoring Platform Requirements
Server Monitoring Requirements
Network Monitoring Requirements
Database monitoring requirements
Virtualization Monitoring Requirements
Storage Monitoring Requirements
SLA monitoring requirements
Each phase of application development and implementation for TNUHDB Digitalization systems need to adhere the below lifecycle:
Project Initiation
System Requirement Study
The SI must perform the detailed assessment of the business requirements and IT Solution requirements at TNUHDB’s Offices as mentioned in this RFP.
Based on the understanding and its own individual assessment, SI shall develop & finalize the System Requirement Specifications (SRS) in consultation with TNUHDB and its representatives. While doing so, SI at least is expected to do following:
Solution Design
The SI shall build the solution as per the indicative solution architecture. The solution proposed by SI should comply with the solution architecture requirements as mentioned therein.
Development
The SI shall carefully consider the scope of work and provide a solution that best meets the TNUHDB Digitalization System's requirements. The development of the application software will follow the procedure mentioned below:
Note: These documents need to be updated after each phase of project and to be maintained updated during entire project duration. The entire documentation will be the property of TNUHDB.
Testing
The SI shall provide the testing strategy including traceability matrix, test cases and shall conduct the testing of various components of the software developed/customized and the solution. The testing should be comprehensive and should be done at each stage of development and implementation. SI should plan to establish an UAT environment at TNUHDB Board office under the overall control of TNUHDB. Also, System Integrator should provide support to set up a development environment in the TNUHDB head office itself. Preparation and submission of Testing Plans must include system testing, Defect regression testing, release regression testing, Risks and Mitigation, Test environment, tools, defect management, test phase transition criteria, test schedule and deliverables. During testing phase, it expected use industry standard tools. The Application testing mechanism shall be adopted like, Alpha Testing, Automated Testing, Black Box Testing, White Box Testing, Compatibility Testing, Functional Testing, Integration Testing, Load Testing, Performance testing, Regression Testing, Stress Testing, Acceptance Testing, Security &, Controls Testing, etc.,
Bug Tracking: A Bug tracking software is an essential tool for managing the process of finding, tracking and fixing bug. Not only does it ensure that to deliver high -quality near-perfect application, but it also enhances the productivity of the development team throughput the application development process. A good bug tracking tool gives an overview of all identified errors so that nothing slips through the cracks. Reactive bug tracking also ensures that issues identified during use are promptly fixed to ensure minimal impact on product operation. A bug tracking system is required to find, fix bugs and other related issues to reduce cost of development and save time. Bug tracking system/tool should track problems and analyse efforts taken by team members to fix a bug or an issue. A bug tracking system/ tool can prioritize bugs and assign issues. Also, helps to spot repetitive problems and concentrate on important issues
The development team will be able to focus on high priority bugs rather than wasting time on smaller issues A bug tracking system/ tool should provide better communication through chat interfaces and email notifications. This reduces the communication gap and communicate to the right person to test / fix bug on time A bug tracking system should keep a record of the bug issues that are detected, who fixed them, and how long it took to fix a particular issue.
Project Go- Live Pre-Requisites & Go-Live
Annexure III - Track 2: Data digitalization
This section provides the high-level requirements for digitalization of legacy documents and other material of TNUHDB.
There are approximately 55Lakh+ of documents that needs to be digitalized.
The location of digitalization of document shall be discussed during the project inception phase. There are confidential documents and videos which are not in public domain shall have to be digitalize at TNUHDB premise. TNUHDB shall decide on which documents are to be digitalized on premise.
It may be noted by the bidder that the content and files maintained, and the language of noting are in Tamil and English. The Survey Sketches for the MUDP/TNUDP and other schemes as available with CMDA to be obtained and digitalized as per TNUHDB direction.
While digitalizing the documents, the SI should at least follow the following digitalization steps.
Digitalization steps
The sub-activities for above each step are mentioned in figure below.
Figure - Sub-activities for Digitalization of documents
For example, the following details shall be captured:
Infrastructure and manpower deployment requirements
Input specifications
Non-technical requirements
Annexure IV - Track 3: IT Infrastructure procurement, supply, Installation, and bandwidth for the project
This section details the IT, Network and security Infrastructure requirements for the various applications which are part of proposed Digital Strategy for TNUHDB.
The IT infrastructure scope includes Information Technology (IT) infrastructure procurement, deployment and maintenance of the required Infrastructure as intended.
System Integrator needs to do the appropriate solution design and sizing for the project as per the scope of work.
The objectives of this IT procurement are to:
The brief scope of work for this section includes the following:
Figure - TNUHDB overall infrastructure deployment architecture
Important Functional Considerations while design & deployment of Architecture.
The scope of services for the Cloud hosting of Data Center is as follows:
Role of SI in Cloud Hosting
The scope of services for the Local Area Network (LAN) is as follows:
SI shall build operate a network room cum operation centre from where it will house Network and Security equipment all Enterprise resources like Network, Applications, Hardware, and Connectivity to be monitored and analyzed for the day-to-day operations at TNUHDB Head Office.
SI to make sure these services are
The scope of services for the Network Operations Centre (NOC) is as follows:
The objective of Internet Infrastructure and connectivity is to provide secure application access to intranet and internet applications, enforcing internet/email policies and seamless transfer of data. The scope of providing the Internet Infrastructure and connectivity is as follows:
# | Location | Bandwidth (Mbps) | Quantity |
1 | Internet to Head Office, Chennai | 500 | 2 |
2 | Internet to Estate and Regional offices | 50 | 21 |
3 | Head Office to DC/DR (MPLS) | 10 | 1 |
4 | DC - DR (MPLS) | 10 | 2 |
5 | Estate and Regional offices to Head Office (VPN) | 1 | 21 |
The following is a pictorial view for the above-mentioned requirements.
Figure - Indicative Network and Internet connectivity diagram
Annexure V - Track 4: Training and Capacity Building
Training calendar format
Sl. No. | Type of training | Topic | Dates | Trainer | Trainee |
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Types of training
List of Training types
Type of training | Relevant Stakeholders | Scope |
Administrative & Project related | TNUHDB officials |
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Functional | TNUHDB officials |
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Technical (Application & Infrastructure |
IT Team |
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Preparation of training aids
Number of trainings
Stakeholder's training requirements
Stakeholders | Total Number of trainees to be trained | Minimum Number of trainees per session | Number of days or hours for each session | Training type | Details |
TNUHDB Officials |
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Other Stakeholders |
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Annexure VI- Track 5: Operations and Maintenance
This section describes the operational requirements of the Digitization project which include all the Applications, Citizen portal, mobile applications and IT infrastructure such as Servers, Network set up, Security equipment, Experience Centre and Citizen Kiosk etc.
The high-level details of O&M activities are mentioned below:
Application support includes, but not limited to, production monitoring, troubleshooting, and addressing the functionality, availability, and performance issues, implementing the system change requests etc. The SI shall keep the application software in good working order; perform changes and upgrades to applications as requested by the TNUHDB team. Key activities to be performed by SI in the application support phase are as follows:
SI shall ensure compliance to SLAs as indicated in this RFP and any upgrades/major changes to the software shall be accordingly planned by SI ensuring the SLA requirements are met at no additional cost to the TNUHDB.
The SI shall be responsible for arranging for annual technology support for the OEM products to TNUHDB provided by respective OEMs during the entire O&M phase. For the following software’s SI is mandatorily required to take enterprise level annual support for the entire contract duration:
All planned or emergency changes to any component of the system shall be through the approved Change Management process. The SI needs to follow all such processes (based on industry ITSM framework). For any change, SI shall ensure:
Detailed impact analysis
IT infrastructure includes servers, networking, load balancers, video walls, laptop/desktop, security equipment, operating systems, enterprise monitoring system, help desk system and other related IT infrastructure required for running and operating the envisaged system. SI shall define, develop, implement, and adhere to IT Service Management (ITSM) processes aligned to ITIL framework for all the IT Services defined and managed as part of this project. IT infrastructure support and maintenance include but not limited to the below:
Warranty support for deployed IT infrastructure
Maintenance of IT Infrastructure:
The SI shall be responsible for implementing measures to ensure complete security of the TNUHDB Project solutions (including its entire environment) and confidentiality of the related data, in conformance with the security policy of GoTN/GoI/any other policy.
The SI shall constantly monitor the TNUHDB systems for events or activities, which might compromise (fraudulently or accidentally) the confidentiality, integrity, availability, and security of the system and take necessary remedial and preventive measures. This monitoring shall be through the security controls including:
The SI shall have to ensure the following:
Involving the OEMs of the critical components (hardware and software) to ensure that installations/ configurations/ integrations of the various components are performed according to the best practices/ OEM guidelines and seeking the professional support of the OEMs during any contingency is a key requirement
The SI shall ensure requisite support from the OEM for various aspects of project including configuration, customization, sizing, performance tuning and implementation support.
It is responsibility of the SI to scale up the Operations & Maintenance (O&M) team as and when required to ensure smooth project execution throughout the project duration.
SI shall ensure compliance to uptime and performance requirements of project solution as indicated in the SLA table of RFP and any upgrades/major changes to the TNUHDB Project shall be accordingly planned by SI for ensuring the SLA requirements.
SI shall be responsible for measurement of the SLAs at the TNUHDB System level as well as at the user level with the help of the enterprise monitoring tool on a periodic basis.
Reports for SLA measurement must be produced TNUHDB officials as per the project requirements.
Bidder to refer following list of software licenses which are indicative and may vary as per actual requirement. Bidder shall choose latest versions of software whichever is best fit for their requirement.
Bidder shall submit all licenses to TNUHDB in soft or paper format during handover
Sr No | Software components | Type of License | No of license |
1 | Server OS e.g., Windows Servers, RHEL, Linux, any other as per requirement. | Perpetual | As required |
2 | Workstation OS e.g., Windows 10/11, as per system requirement | Perpetual | As required |
3 | Endpoint Security Agent/Antivirus | Subscription Based for Contract Period | As required |
5 | Enterprise Monitoring System Software | Subscription Based for Contract Period | 10 end users |
7 | Helpdesk Software for Tech Support & Portal Support (Support team & team leader/admin) | Subscription Based for Contract Period | As required |
8 | Load balancer, NIPS or any other security component | Subscription Based for Contract Period | As required |
9 | Network Management System Software | Subscription Based for Contract Period | As required |
10 | Citizen Web portal Application / TNUHDB Portal Application | Perpetual | Unlimited |
11 | Citizen Mobile Application/ NUHDB Mobile Application | Perpetual | Unlimited |
12 | BI & Analytics Tool | Subscription Based for Contract Period | As required |
13 | GIS Mapping Tool | Perpetual | As required |
14 | Project management System | Perpetual | As required |
15 | Enterprise Resource Planning | Perpetual | As required |
Annexure VII - Governance Structure and Responsibility
The Project Leadership Team is the senior management team, which shall provide a tactical and strategic direction for the overall project. The team would discharge the following responsibilities:
The PIC shall be responsible for ensuring the overall effectiveness of the implementation of the project and is the central repository for all status reporting to the leadership team. To achieve consistency and accuracy across the project, all implementation initiatives should comply with the project tracking and control requirements as may be defined by the PIC. The Project Management Consultant (PMC) shall be presenting the project progress to PIC.
World Bank
As the Project In-charge responsible for the overall success of the project, the role in the successful implementation of the project includes discharging the following responsibilities:
PIC Team
The PIC team comprises of the officers from the TNUHDB, Administration and IT Systems personnel. The key responsibilities of the PIC team are:
Project Coordination Team
Project Management Consultant (PMC)
The PMC team will assist in Project Implementation, SLA Monitoring, review the performance of the application Solution, IT infrastructure requirements and review the SLA’s between different stakeholders. The PMC will be responsible to perform the following tasks:
Systems Integrator (SI)/ Vendor
The Implementation Agency/ Systems Integrator (SI) will be responsible to perform the following tasks:
[Deloitte1]Comment received from World Bank: During previous discussion, we had provided options regarding the execution of civil work, furnishing of office, procurement of hardware, etc No indication in the Excel Sheet is made on these so we are not able to comment on whether these have been adequately addressed
Comment Addressed: Hence we have addressed this point and have added to the ToR
[Deloitte2]World Bank Comments:
However, we would like to emphasize that all infrastructure-related permissions, including those for LAN and WLAN, should be managed by the selected vendor with support from TNUHDB; we would like to recommend that this be added to the ToR. This will ensure that we adhere to the best technical standards and comply with all regulatory requirements without overburdening TNUHDB's internal resources
Comment Addressed: The infrastructure related permissions to be managed by the vendor has been mentioned across the chapter: Objective and in sections Annexure-I to Annexure-IV of this ToR
"},{"id":"OP00198358","notice_type":"Request for Expression of Interest","noticedate":"11-Oct-2022","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2022-10-25T00:00:00Z","submission_deadline_time":"13:00","project_ctry_name":"India","project_id":"P174593","project_name":"Assam Integrated River Basin Management Program","bid_reference_no":"IN-ASDMA-312161-CS-QCBS","bid_description":"Design, Management & Supervision Consultancy for Flood Shelter and allied.","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Assam","contact_ctry_name":"India","contact_email":"airbmpasdmapiu@gmail.com","contact_name":"CEO ASDMA","contact_organization":"Assam Disaster Risk Management Agency","contact_phone_no":"03612237221","contact_web_url":"airbmpasdmapiu@gmail.com","submission_date":"2022-10-11T00:00:00Z","notice_text":"
GOVERNMENT OF ASSAM
ASSAM STATE DISASTER MANAGEMENT AUTHORITY
ANCILLARY BLOCK, ASSAM SECRETARIAT, DISPUR, GUWAHATI-781006
Phone: - 0361- 2237221(O); 0361-2237010(Fax)
Email: airbmpasdmapiu@gmail.com; website: www.asdma.gov.in
AIRBMP
ECF. No-222847/104 Dated- 11 /10/2022
Corrigendum-01
In response to the queries received for - IN-ASDMA-312161-CS-QCBS- “Design, Management & Supervision Consultant for Augmentation of Existing Schools, Construction of Multi-purpose Flood Shelters and allied”, the following amendments are hereby made-
S.N | Reference (if any) | As per Issued REoI | Amended As |
1 | Clause 4 (b) | Experience in similar projects of compatible size, complexity and technical specialty in the required areas. | Experience in similar projects of compatible size, complexity and technical specialty in the required areas – which are being executed from 1st January 2015 onwards. |
2 | Clause 4 (c) | Experience in execution of Design, Management, Supervision & Quality Assurance assignments for projects financed by multilateral agencies. | Experience in execution of Design, Management, Supervision & Quality Assurance assignments for projects financed by multilateral agencies - which are being executed from 1st January 2015 onwards.
|
CEO,
Assam State Disaster Management Authority,
Dispur-06
Copy to-
SPC,
Assam State Disaster Management Authority,
Dispur-06
*******************************************************************************
GOVERNMENT OF ASSAM
ASSAM STATE DISASTER MANAGEMENT AUTHORITY
ANCILLARY BLOCK, ASSAM SECRETARIAT, DISPUR, GUWAHATI-781006
Phone: - 0361- 2237221(O); 0361-2237010(Fax)
Email: airbmpasdmapiu@gmail.com; website: www.asdma.gov.in
AIRBMP
ECF. No-222847/103 Dated- 11 /10/2022
In response to the queries received for - IN-ASDMA-312161-CS-QCBS- “Design, Management & Supervision Consultant for Augmentation of Existing Schools, Construction of Multi-purpose Flood Shelters and allied”, the consolidated response to the queries may be referred below-
S.N | Reference (if any) | PARTICULAR | QUERY | Response to Queries |
1 | Clause no.7
| The experience of a parent company, subsidiary company, group company or associates (whatever the names) of the Applicant shall not be considered in evaluation. | Since this a diversified project involving various Urban components, we request the Client to allow Consultants to use technical credentials of its Parent company/Group company /subsidiary company and vice versa. This may be considered and accepted as this will allow better resources & technical expertise for delivery of such a reputed Integrated project including various infrastructure components together. This may please be considered. | The Assessment of a firm’s qualification shall not take into consideration the qualifications of other firms such as its subsidiaries, parent entities, affiliates, sub-Consultant, group company. However, as provided in Clause 12 of the REOI, a Consultant may associate with other Consultants in the form of a Joint Venture to enhance their qualifications, in which case credentials of all Joint Venture members will be considered. For this purpose, the participating JV is required to submit JV agreement/letter of intent to constitute a JV as provided in Clause 6-b of the REoI and also comply with other requirements specified in Clause 12. |
2 | Clause no.9
| While evaluating Expression of Interest (EOI), Client will assign higher score for larger number of years in core business, experience of similar role in implementing larger number of Projects or high value Projects of similar nature and comparable complexity, high turnover/revenues from consulting assignments, financial soundness, Technical and Managerial capability, and larger number of full-time experts on the Consultant’s pay roll whose experience and qualifications are similar to those of Key Experts | In reference to Clause 9, we request the client to kindly clarify how many projects are required to be showcased under criteria 4 (a); (b); (c); (d) in page no.2 (whether there is any ceiling on number of projects and the number of marks assigned for each project). Please confirm.
|
Clauses 4(a) and 4(d) are quite clear; these relate to Profile and General Experience of the Consulting firm, and the list of ongoing Projects with tenure respectively. Information may be submitted accordingly with the EOI.
Regarding requirements listed in Clauses 4 (b) and 4 (c), please refer Corrigendum to the REOI. |
3 | Clause no.9
| While evaluating Expression of Interest (EOI), Client will assign higher score for larger number of years in core business, experience of similar role in implementing larger number of Projects or high value Projects of similar nature and comparable complexity, high turnover/revenues from consulting assignments, financial soundness, Technical and Managerial capability, and larger number of full-time experts on the Consultant’s pay roll whose experience and qualifications are similar to those of Key Experts | We want to understand the celling to marking criteria as to what will be the highest score and how distribution of marks will be done for:
Please clarify the same | The Shortlisting shall be done by a Committee constituted for the purpose as per “Selection procedures for Consulting Firms- Shortlist” – in line with Section- 7.16 to 7.20 of the World Bank’s Procurement Regulations and the scoring criteria will be deliberated by the said Committee at the time of evaluation. |
4 | Clause no.10 | Key experts will not be evaluated at the shortlisting stage. | The Consultants’ requests the Client to kindly confirm if it is required to submit only the CVs of 13 Key experts or both Key and Support staffs although its mentioned that at the EOI Stage they will not be evaluated.
Please clarify | Experts/Expert’s CVs shall not be evaluated at the EoI stage. However, list of permanent staff relevant for the assignment is required to be submitted as per Clause 4-g of the REOI. |
5 | Clause no.9 & 10 | Consultants are informed that the Key Experts will not be evaluated at the shortlisting stage. | In EOI point no – 09 it is mentioned that “Technical and Managerial capability, and larger number of full-time experts on the Consultant’s pay roll whose experience and qualifications are similar to those of Key Experts.” Will be considered for higher scoring, whereas in Clause no.10 it says that Key experts will not be evaluated. Please clarify the same. | Experts/Expert’s CVs shall not be evaluated at the EoI stage. The consulting firms are required to submit “List of permanent staff relevant for the assignment” as per Clause 4-g of the REoI. |
6 | Clause no.4 (d) | List of ongoing projects with their tenure | The Consultants’ requests the Client to kindly confirm the list of Ongoing projects related to Water sector only or any infrastructure domain. | Details pertaining to ALL ongoing projects with their tenure may be submitted in response to the specific point. |
7 | Clause no.7.4 | 7.4 Minimum Competency of Experts & Support staff
Age of Experts | The Consultants’ requests the Client to kindly confirm if there are any age limit criteria for the Key expert positions and Support staffs.
| Request for Proposal (RFP) with specific and requisite details in this regard, if any, shall be issued to shortlisted Firms subsequently. |
8 | Clause no.7.4 | 7.4 Minimum Competency of Experts & Support staff
| The Consultants’ requests the Client to kindly confirm if there is any Exclusive consent required for the Expert positions. | Experts/Expert’s CVs shall not be evaluated at the EoI stage. The consulting firms are required to submit “List of permanent staff relevant for the assignment” as per Point -4-g of the REoI. |
9 | Clause no.7.4 | 7.4 Minimum Competency of Experts & Support staff 6. Environmental Expert Post-Graduate in Environmental Science or any relevant field with at least 8 years of experience in implementation, monitoring of Environmental policies particularly for EAP projects. | The Consultants’ requests the Client to kindly provide relaxation on the Experience for this position (specially 8 years’ experience in EAP projects) as it would be a challenge for the Bidders to present such candidates. Kindly accept | Please refer REoI/ToR. Experts/Expert’s CVs shall not be evaluated at the EoI stage. Request for Proposal (RFP) with updated ToR (if any) shall be issued to shortlisted firms subsequently. Shortlisted firms shall be given adequate opportunity to submit queries post issuance of RFP.
|
10 | Clause no.7.4 | 7.4 Minimum Competency of Experts & Support staff 6. Environmental Expert Post-Graduate in Environmental Science or any relevant field with at least 8 years of experience in implementation, monitoring of Environmental policies particularly for EAP projects. | The Consultants’ requests the Client to kindly confirm that if this position require river basin experience. | Please refer REoI/ToR. Experts/Expert’s CVs shall not be evaluated at the EoI stage. Request for Proposal (RFP) with updated ToR (if any) shall be issued to shortlisted firms subsequently. Shortlisted firms shall be given adequate opportunity to submit queries post issuance of RFP. |
11 | Clause no.7.4 | 7.4 Minimum Competency of Experts & Support staff 4. Gender Specialist Post-Graduate in Social Science/Mass communication or any relevant field with at least 8 years of experience in planning and implementation of Gender actions for EAP projects.
5. Social Expert Post-Graduate in Social Science or any relevant field with at least 8 years of experience in implementation, monitoring of social and safeguard policies particularly for EAP projects. | The Consultants’ requests the Client to kindly provide relaxation on the Experience for these positions (specially 8 years’ experience in EAP projects) as it would be a challenge for the Bidders to present such candidates.
Kindly accept. | Please refer REoI/ToR. Experts/Expert’s CVs shall not be evaluated at the EoI stage. Request for Proposal (RFP) with TOR/updated ToR shall be issued to shortlisted firms subsequently. Shortlisted firms shall be given adequate opportunity to submit queries post issuance of RFP.
|
12 | Clause no.14 | 14. The detailed Terms of Reference for the assignment can be found at the following weblink: www.assamtenders.gov.in. Further information can be obtained at the address below during office hours. Queries may also be mailed at airbmpasdmapiu@gmail.com with subject line – “Query-EoI-DMSC (AIRBMP) -ASDMA” latest by 07.10.2022. The consolidated replies of queries will be uploaded at www.assamtenders.gov.in on or before 14.10.2022 At 16.00 HRS. | We request the client to provide an online link for proposal conference if being held. It is not clear to us as to whether or not a pre-proposal conference will be held. | Consolidated response to all queries received from prospective consulting firms, as per the REoI terms, are hereby issued.
Pre-Proposal meeting/conference will be organised/scheduled and detailed in Request for Proposal (RFP), to be issued to only shortlisted firms. |
13 | E-Procurement notice
| Last Date & Time for online submission of REOI is on 25.10.2022, 13:00 hrs (IST) | We request client to keep the submission date at least 21 days after the replies to pre-bid queries are published. This may please be accepted considering that it’s a festive month and the upcoming Diwali holidays. | Date and Time for submission of EOIs remains unchanged as detailed in REoI. |
14 | E-Procurement notice
| Last Date & Time for online submission of REOI is on 25.10.2022, 13:00 hrs (IST) | However, we would like to take to your notice that submission date (i.e 25th October 2022) of this EOI falls between Diwali festival having Public holidays all over India. Hence, we request to please extend the date of proposal submission by atleast Three weeks (i.e 15th November 2022) for quality submission. | Date and Time for submission of EOIs remains unchanged as detailed in REoI. |
15 | REoI | -NA- | Could you please indicate if there is any budgetary estimate available for the proposed consultancy assignment? | This is REoI stage only. RFP with requisite details shall be issued to shortlisted firms subsequently. |
16 | Clause no. 4 | The Assam State Disaster Management Authority 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. | We understand the joint credentials of the Joint Venture will be considered for fulfilling the eligibility and for EOI evaluation purpose. Kindly confirm. | Joint credentials of the Joint Venture will be considered subject to submission of JV agreement/letter of intent in adherence to point 6 b of the issued REoI. |
17 | Clause no. 4 (c) | Experience in execution of Design, Management, Supervision & Quality Assurance assignments for projects financed by multilateral agencies. | Since the objective of the consulting services is to provide support to ASDMA in project planning, technical designing, management, technical supervision, environment and social safeguards etc, which is very similar to the scope executed under PMC/ PMU/ PDMCs, therefore we understand the experience of Project/ Program Management Consultancies (PMC), Project Management Units (PMU), Project Design and Management Consultancies (PDMC) etc in externally aided projects will also be considered. Please confirm. | Assignments with scope of Design, management, supervision & Quality Assurance in it, for projects financed by multilateral agencies shall be considered for the specific criteria under reference. |
18 | Clause no. 4 (e) | Financial capacity of the firm including turnover from consulting services for the last five years which should not be less than US$ 1.90 million or INR 15 crores
| Since the usual practice in externally aided projects is to consider the average annual turnover, we understand that the same will be applied for this criterion. Kindly confirm. Also please confirm whether the financial figures to be furnished by the bidders will be for last five years ending FY 2021-22. | Yes. Average annual turnover for the last five financial years shall be considered.
Considering that the deadline for Filling of IT returns/audits for F.Y 2021-22 has been extended till 31st October 2022 (for companies requiring audits), prospective consulting firms may furnish details for the last 5 years ending F.Y 2021-22 OR for the last 5 years ending FY 2020-21. |
19 | Clause no. 4 (g) | List of permanent staff relevant for the assignment | We request that contractual staff should also be considered here since consultancy firms like us also have a pool of long-term Expert Consultants with the desired experience and qualifications as required under this current EOI to deliver the work and we have the required policies and procedures in place to ensure the continuity of professional services once they are contracted for any assignment. | Experts/Expert’s CVs shall not be evaluated at the EoI stage.
The consulting firms are required to submit “List of permanent staff relevant for the assignment” as per Point -4-g of the REoI. |
20 | Clause no. 6 (e) | Service experience record/ completion certificate (including nature, total cost, total input in terms of staff month, employer, location of service, scope of services etc.) | We request you to also consider copies of contract agreements/ work orders as documentary proof to substantiate the claimed experience. | Valid documentary evidences such as Completion Certificates, Contracts, Notice To Proceeds (NTPs), Work Orders, Interim service certificates etc. to substantiate the claimed experience with specific details in terms of nature, total cost, total input in terms of staff month, employer, location of service, scope of services etc. shall be considered. |
21 | Clause no. 10 | Consultants are informed that the Key Experts will not be evaluated at the shortlisting stage. | We understand that the CVs of key experts are not required to be furnished in the EOI stage. Please confirm. | Yes, confirmed. |
22 | Clause no. 15 (ii) | Online EoI proposal submission End Date: 25.10.2022 at 13.00 HRS (IST) | Considering the festivals and holidays in this month, we would request you to kindly extend the deadline by 15 days at least so that the submission can be done smoothly. | Date and Time for submission of REoI remains unchanged as detailed in REoI. |
23 | ToR-Clause 4.4 | Payment: The Consultant shall be compensated based on a time-based structure that accounts for (i) submission of key deliverables due at the time and (ii) input of each key expert. | Since this is a time-based contract, we understand that payment shall be done monthly based on the time input of all experts. Kindly confirm. | RFP with requisite details shall be issued to shortlisted firms subsequently. |
SPC, ASDMA
Assam State Disaster Management Authority,
Dispur-06
*************************************************************************************
REQUEST FOR EXPRESSIONS OF INTEREST
Country-India
Project-Assam Integrated River Basin Management Program (AIRBMP)-P174593
Assignment Title: Design, Management & Supervision Consultant for Augmentation of Existing Schools, Construction of Multi-purpose Flood Shelters and allied.
Reference No.: IN-ASDMA-312161-CS-QCBS
a. Brief Profile and General experience of the Firm(s);
b. Experience in similar projects of compatible size, complexity and technical specialty in the required areas;
c. Experience in execution of Design, Management, Supervision & Quality Assurance assignments for projects financed by multilateral agencies.
d. List of ongoing projects with their tenure.
e. Financial capacity of the firm including turnover from consulting services for the last five years which should not be less than US$ 1.90 million or INR 15 crores;
f. Managerial capability for monitoring team performance including Complaints Redressal Mechanism, Staffing and Logistics of the firm; and
g. List of permanent staff relevant for the assignment.
5. While indicating information relating to (b), it shall be made clear whether responsibility of the firm was in the capacity of a principal firm (lead partner) or as an associated firm (subconsultant/JV partner) with detail scope of the service.
6. Consultants are requested to submit the following supporting documents against the above-mentioned criteria:(a) Registration certificate of the firm(s); (b) JV agreement/letter of intent (if applicable); (c) Firm’s brochure; (d) Audited financial reports for last five years. Annual turnover should be equal or more than USD 1.90 million;(e) service experience record/completion certificate (including nature, total cost, total input in terms of staff month, employer, location of service, scope of services etc.).
7. The experience of a parent company, subsidiary company, group company or associates (whatever the names) of the Applicant shall not be considered in evaluation.
8. Submission of the REOI/documents in chronological order as mentioned above (a-g) will be given additional weightage. Non submission of the documents listed above may lead to rejection.
9. While evaluating Expression of Interest (EOI), Client will assign higher score for larger number of years in core business, experience of similar role in implementing larger number of Projects or high value Projects of similar nature and comparable complexity, high turnover/revenues from consulting assignments, financial soundness, Technical and Managerial capability, and larger number of full-time experts on the Consultant’s pay roll whose experience and qualifications are similar to those of Key Experts.
10. Consultants are informed that the Key Experts will not be evaluated at the shortlisting stage.
11.The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 (Revised November 2020) (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
12. Consultants may associate with other firms in the form of a joint venture or a sub-consultancy to enhance their qualifications. In the case of an association, all members of such “association” should have real and well-defined inputs to the assignment and the total number of firms including their associates shall be maximum of three. In case of association in the form of sub consultancy, the experience of sub-consultant shall not be considered in evaluation.
13. A Consultant will be selected in accordance with the Quality and Cost Based Selection (QCBS) method as set out in Section VII, paragraph 7.3 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016, revised August 2018 (“Procurement Regulations”).
14. The detailed Terms of Reference for the assignment can be found at the following weblink: www.assamtenders.gov.in.
Further information can be obtained at the address below during office hours. Queries may also be mailed at airbmpasdmapiu@gmail.com with subject line –
“Query-EoI-DMSC (AIRBMP) -ASDMA <Name of the Firm>” latest by 07.10.2022. The consolidated replies of queries will be uploaded at www.assamtenders.gov.in on or before 14.10.2022 At 16.00 HRS.
15. Interested firms/organizations may upload Expressions of interest along with the aforesaid supporting documents at the e-procurement portal of Govt. of Assam viz. www.assamtenders.gov.in as detailed below.
i. Online EoI proposal submission Start Date:15.10.2022 at 13.00 HRS (IST)
ii. Online EoI proposal submission End Date:25.10.2022 at 13.00 HRS (IST)
iii. Online opening of EoIs through www.assamtenders.gov.in on 25.10.2022 at 15.00 HRS (IST).
Assam State Disaster Management Authority
Attn: CEO, ASDMA
Ancillary Block, Janata Bhawan, Dispur
781006, Guwahati, Assam
Tel: 0361-2237221
E-mail: airbmpasdmapiu@gmail.com
TERMS OF REFERENCE (TOR)
OF
DESIGN, MANAGEMENTAND SUPERVISION CONSULTANT (DMSC)
FOR
CONSTRUCTION OF NEW FLOOD SHELTERS, RETROFITTINGAND AUGMENTING OF EXISTING FLOOD SHELTERS, APPROACH ROADS AND ALLIED
[SUB-COMPONENT-3.1 OF AIRBMP]
&
CONSTRUCTION & DEVELOPMENT OF STORE-ROOM FOR MATERIAL BANK AND CENTRAL TRAINING INSTITUTE (CTI).
[SUB-COMPONENT-3.3 OF AIRBMP]
1. BACKGROUND
The State of Assam is strategically important as the largest and most populous State in the Northeast and holds great potential for development through improved water resources management. However, Assam is one of the States hardest hit by erosion and flood hazards. Climate change is expected to exacerbate current hazards and lead to more frequent floods and accelerated soil erosion. A progressive and systematic approach is needed to address the key water-related risks and opportunities in Assam.
The Assam Integrated River Basin Management Program (AIRBMP), responds to the Government of Assam's (GoA) request to support improved water resources management for economic growth and prosperity, including addressing flood and river erosion risks. The program focuses on building the requisite institutional capacity, filling critical knowledge gaps, and implementing integrated solutions to tackle the current challenges for climate resilient growth and improved livelihoods. The expected funding is US$ 500 million following a Multiphase Programmatic Approach (MPA). The MPA would consist of three overlapping phases or projects over a total of ten years. The first phase of the program (referred to as "the project" from here on) is US$ 135 million. The Project Development Objective (PDO) of the first phase is: To strengthen institutional capacity for integrated water resources planning and management, and to enhance preparedness for flood and river erosion risks in Assam.
Key implementing agencies for AIRBMP include Water Resources Department (WRD), Flood and
River Erosion Management Agency of Assam (FREMAA), and Assam State Disaster Management Authority (ASDMA).
Project components are presented below and subject to adjustments as the project design evolves during the preparation stage.
Component 3: Disaster Risk Management ($34M).
This component supports the development of early warning and dissemination systems, enhances disaster response at the local levels, and helps enhance the climate resilience of selected villages.
This ToR concerns the following Sub-components: 3.1: “Flood Shelters”; 3.3: “Strengthening Revenue Circle Disaster Management”
2. OBJECTIVE OF THIS ASSIGNMENT
The Broad objective of the Design, Management& Supervision Consultant (DMSC) is to provide Design Management& Technical Supervisory services to implement the activities under Component 3: Disaster Risk Management; Sub- Component-3.1: “Flood Shelters”; Sub-component-3.3:“Strengthening Revenue Circle Disaster Management”
The DMSC is expected to provide Technical and Management support to ASDMA and other partner institutions/stakeholders in project planning, procurement, financial management, technical aspects, construction supervision, progress monitoring & evaluation.
The services from the proposed DMSC must be comprehensive in nature primarily to achieve at least the following broad objectives at the end of this consulting assignment.
The Broad Objectives expected at the end of the proposed DMSC assignment is tabulated with the current status which is indicative in nature –
Table 1
Component | Activity | Details on current status & DMSC to proceed from (Indicative) |
3.1.1 (Phase I) | Construction of 10 Numbers of new Flood Shelters Tentative Budget - $8 M
| Community consultations, geotechnical investigations for 6 out of 10 have been undertaken. DPRs for 2 have been prepared but design will need revision. |
3.1.2 (Phase I) | Retrofitting and augmentation of 30 numbers of existing flood shelters Tentative Budget - $4 M | DPR for 5 project sites out of 30 (tentative) has been drafted. Community consultations and Rapid Visual Surveys for 19 sites have been completed
|
3.1.3 (Phase II) | Retrofitting and augmentation of tentative 100 numbers of existing flood shelters | Sites under identification At least achieved the bidding stage post approval of DPR prepared by the DMSC; |
3.3.1 (Phase I)
| Construction of Store Room for Material bank under CQRT in 52 CEOCs with innovative and feasible solutions Tentative Budget – $1M | Sites under identification |
3.3.2 (Phase I)
| Upgradation of Central Training Institute at Panikhaiti. -design and construction of a Swimming pool, two barracks and a master plan for the CTI Tentative Budget – $2M
| Existing site. |
3. SCOPE OF WORK
The scope of service for the consultant is to complete the activities as listed above from planning & design phase up to completion of the project through supervision including support for handing over the completed components to the client/employer.
The Consultant firm shall provide architectural and Detail engineering services for planning, designing and supervision of construction of project components and all internal and external utility services as per provisions in the National Building code 2016 (electrical, water supply, sewerage, storm water drainage, protection work, compound lighting, fire-fighting, landscaping, interior design, development plans showing roads, parking, paths, parks, paved areas, drains, compound walls, external lighting, etc) indicating scope, specifications and cost separately of each subhead, shall be carried out wherever required. The planning, design and execution of the project is to follow all rules, regulations and bye-laws of all requisite Statutory Bodies. Area requirement for each component shall be planned by the design consultant up to a maximum permissible limit of F.A.R. and should be designed in such a way that it should full fill the requirement of the project.
The Scope of the DMSC revolves around Component 3; Sub-Component 3.1& 3.3 only. The project specific details which include Tentative site locations and details of the proposed Flood Shelters, existing structures for retrofitting / augmentation &Store Room for Material Bank and CTIs is attached as Annexure-I A & Annexure-I B respectively
The DMSC is proposed for providing Design, Management and Technical Supervision of the following Structural project components-
Project Location and Details-
The Project Sites are within the State of Assam. The land/s for the projects are available in possession Govt. of Assam or will be made available.
The detailed location of the Project sites for Component 3.1 and 3.3 may be referred as Annexure-I A & Annexure-I B respectively.
The Indicative activities of the DMSC under this assignment is laid down below.
Activity 1 – Design support during investment planning and preparation stage
Indicative sub-activities under Design and investment Planning stage are, but not limited to-
The Content/format/template of the DPRs shall be confirmed by ASDMA/PIU.
Activity 2 –Technical Design and Supervision support during investment implementation stage (Construction Stage)
i. Sub-Activity A – Supervision support for ESMP Implementation and of other management plans:
The consultant shall
a. Provide oversight on environmental and social management aspects of sub-projects and ensure ESMPs are implemented.
b. Ensure timely disclosure of final ESIAs, ESMPs, RAP, and other management plans as required before implementation, as part of project preparation in project locations and in a form accessible to the public.
c. Support to undertake resettlement activities as outlined in the RAP e.g. obtaining cadastral maps, confirming land ownership, land acquisition activities, provision of compensation and livelihoods support, consultations with project-affected people etc.
d. This includes ensuring that awareness raising sessions on workers Code of Conduct (CoC) are provided to workers (and are part of bidding documents) and that CoCs are required to be signed by all workers.
e. Establish a system to monitor environmental and social safeguards comprising of COVID 19 measures of the sub-project regularly via site visits etc., including monitoring the indicators set out in the monitoring plan of the ESMPs
f. Monitor the effectiveness with which the ESMP and other management plans such as RAP are implemented and recommend necessary corrective actions to be taken to the PIU/ ASDMA
g. Prepare monthly progress reports on ESMP implementation and environmental monitoring reports on sub-projects and submit them to Client for approval.
h. Ensure that consultations are being undertaken in line with management plans including meaningful consultation with women throughout the project lifecycle
i. Ensure that the grievance mechanism is functioning effectively and is receiving grievances, including channels for SEA/SH-related grievances; make recommendations to address any grievances brought about through the Grievance Redress Mechanism in a timely manner as per the ESIAs, ESMPs, RAP, SEA/SH.
ii. Sub-Activity B- Technical Designs, Drawings and updating of Designs-
The consult shall-
ii. Sub-Activity C– Supervision and QA/QC support for construction:
Task 1 – Adherence to QA/QC guidelines mentioned in DPRs and Contractor ‘s contract:
The Consultant shall-
1) Ensure that the sub-projects construction activities are in line with the QA/QC guidelines agreed with the World Bank, PWD& ASDMA (PIU) as part of the Project Implementation manual.
2) Review and recommend for approval contractor‘s quality assurance procedures and documents.
3) Establish a system to expeditiously proof-check the structural designs and processes provided by the contractors. Prepare quality assurance and quality control plans which should include inspection and test plan for construction materials and ensure that the approved plans are being followed by the contractor.
4) Exercise and perform the duties, liabilities, functions and obligations as laid down in the Contract Agreement entered between ASDMA and the respective contractors within the given time frame and budgeted provision, with reasonable skill, care and diligence and ensure that the works are executed strictly as per the terms and conditions of the Contract Agreement entered between ASDMA and the respective contractors within the given time frame and budgeted provisions.
5) Carry out a scrutiny/technical audit of the reports, drawings, designs, estimates, BOQ etc. prepared by the contractor such as progress reports, site surveys, evaluation and analysis, including soil investigation, structural design, design of internal and external services, plumbing, drainage, water supply, sewerage internal roads, electrification works etc., as the case may be based on the details available in approved DPR.
6) Carry out day-to-day supervision of construction works at site, quality control, and progress monitoring, and take measurements to certify quantities on the Contractor ‘s claim.
7) Assess adequacy of various infrastructures (e.g., water supply, labour camp, testing facilities, power, storage, etc.) set up at site by Contractor for proper mobilization of works. Review the contractor‘s proposal and monitor actual arrangements for security, safety of site, gate control, medical care, emergency preparedness, emergency response, on-site safety training of employees, safety during demolitions, fire prevention, etc.
8) Analyse project execution schedules submitted by the contractor for its feasibility and whether it is in line with the overall project schedule.
Task 2 – Inspections, testing and site visits during construction:
The Consultant shall-
1) Verify and certify the setting out/initiation of works of Contractor in relation to the benchmark, reference marks and lines to ensure correct position, level or alignment.
2) Recommend the approval of the measuring instruments, indicators, calibrations and other apparatus to be used for carrying out tests/inspections. Approve the test schedule, detailed test procedure and method statement. Attend tests or inspection either at any part of the project/ worksite or at place of installation and place of manufacture. Approve the type and number of performance and operational tests to demonstrate compliance of the installations with output requirements. Countersign contractor‘s report of every test/inspection after witnessing them.
3) Conduct periodic and frequent inspections of all work sites to check the nature and quality of work conducted; verify the materials, equipment and labour engaged at the site; review the quality control tests and test results; ensure that the work is implemented in accordance with the approved standards; and ensure that the quality control procedures set forth under the contract are being followed. Any problems observed and recommended remedial actions are to be immediately notified to the PIU/ASDMA.
4) Witness all quality control sampling and testing done by the contractor. Compile and review all quality control data obtained from tests conducted by the contractor or by others and verify the accuracy of the test data by checking the procedures used in the field for sampling and testing the materials and works.
5) Carry out independent sampling and testing wherever considered necessary, or as may otherwise be required to check and verify the accuracy of the test results conducted by the contractor. Assess the test results, recommend on acceptance of the materials supplied and, on the works, completed and ensure that proper records of the tests conducted are maintained.
6) Facilitate and conduct joint periodic inspections on an as-required basis with the PIU/client, including their representatives/consultants, to inspect and accept interim work completion stages of the sub-project work to allow the contractor to proceed with further works. In the event that the work fails to meet the required standards, any removal and replacement or other remedial measures which may be required should be clearly explained along with a time schedule for completing such work.
7) Facilitate and conduct joint final inspection(s) of the completed works along with the PIU, including their representatives/consultants, and contractor, preparing a statement of exceptions for any works which may remain to be completed.
8) Participate in monthly inspections and site coordination meetings of PIU/ASDMA, and Contractor for all works to review the overall progress and quality of the works, review any issues, (the instructions which were issued to the contractor to address these problems and the contractor‘s compliance with these instructions), and agree on any further actions which may be required to be taken to improve either the progress or quality of the works. Assist PIU in preparing and issuing the minutes of such meeting.
Task 3 – Handholding support for addressing site specific issues:
The Consultant shall-
1) Advise PIU at site on specific problems/issues related to quality of construction, as and when such problems are detected and brought to notice. Inform PIU of any instances of non-conformity/non-compliance of construction parameters (e.g., materials, workmanship, specification).
2) Develop necessary instruction/sketches in case of inadequacy in drawings/specification detected or where it is necessary to elaborate on design due to variation of site/soil condition in consultation with PIU as required, along with cost variations.
3) Provide timely recommendations on variations/cost estimates and change orders as required, along with justification and analysis of rates so as to avoid any delay in execution.
4) Prepare detailed PERT/CPM (Program Evaluation Review Technique/Critical Path Method) and other chart analyses of various project related activities regarding time frame, resource allocation and scheduling etc. using latest techniques, including developing MIS for approval.
5) Ensure measurement of all items having financial value in the measurement book and/or level filed book at all times so that a complete record is obtained of all works performed under the contract.
6) Ensure that the problems noted and actions taken / to be taken are recorded in the site order book. Assess reasons for delay in implementation and recommend ways to accelerate project implementation.
7) Ensure strategic planning and supervision for continuous and uninterrupted functioning of the existing shelters/schools during implementation of works.
Task 4 – Conducting detailed assessment for any variations:
The Consultant shall
1) Recommend the cost of completing any urgent unforeseen works, if required, related to the project, in the event of Contractor‘s delay/unwillingness/inability after conducting detailed costs assessment.
2) Review the progress and quality of the works and prepare a detailed assessment report for advising/recommending PIU and ASDMA on any necessary variations to the contracts, including work programs, work procedures, inputs, safety, quality, variation orders, completion dates, and/or any other matters which may affect the timely and satisfactory completion of the work. Propose and present for approval any changes in the plans which may be deemed necessary and indicate any effect such changes may have on the contract.
3) Review the variation orders or claims from the contractors for time extension, extra compensation, or expenses or other similar matters prepared by PIU/ASDMA and advise on actions that may be required on such variations.
Task 5 – Assisting PIU in preparation of progress/completion reports:
The Consultant shall-
1) Attend progress review meetings called by ASDMA/PIU and submit updates if required on project progress and issues.
2) Assist PIU in preparation of project progress/completion reports for issuance of Completion/Operational Acceptance Certificate to the Contractor within specified time after completion of tests on commissioning/defect liability. Verify whether after receipt of Completion/Operational acceptance certificate, the Contractor has cleared and removed from site all his/her equipment (no longer required), surplus materials, wreckages, rubbish and temporary structures. Determine whether the site facilities are in clean and safe conditions.
3) Verify during clearing and grubbing operation on worksite by Contractor that the minimum practicably necessary activities to construct the works have been conducted and verify that trees and other vegetation designated for preservation are not damaged and are fully protected.
Task 6 – Supervising Contractor‘s post construction and execution demonstration activities:
The Consultant shall-
1) Verify as built design–build documents and drawings. Provide ASDMA/PIU a list of all necessary warranties which need to be handed over by the contractor.
2) Ensure that utility shifting has been done and other facilities such as sign boards have been restored by the contractor as required, verify exploratory excavation by the Contractor for checking the exact position/location/co-ordinate of the existing services and verify the adequacy of arrangements made by the service provider for any diversion or removal of services required.
3) Verify adequacy of safeguards being provided by the Contractor to pipes, cables etc. and ensure that Contractor adopts methods which pose least possible interference to existing amenities.
4) Verify whether all water and waste products from the sites are discharged as per applicable regulations.
5) Witness Contractor‘s demonstration for proper functioning and operation of all mechanical and electrical equipment with design and specification both individually and as part of the system. This includes witnessing and recording each process, each of auxiliary equipment‘s, distribution system & systematic completion of plant for pre-commissioning.
6) Scrutinize the Plant Modification proposal prepared by the Contractor, in case of failure of performance test, and approve the same after required improvement. Witness the modification work during implementation stage and witness the repeat guarantee test by the Contractor.
7) Review structural soundness reports cum certificate produced by the contractor, and if required, provide independent structural soundness certificate to facilities.
Task 7 – Record keeping and reporting:
The Consultant shall-
1) Ensure that all the necessary records for the activities detailed in the above tasks are duly maintained in soft and hard copies, with proper backups.
2) Prepare detailed monthly progress and completion reports of the activities related to the above-mentioned tasks and share with PIU/ASDMA for independent verification and approval.
3) Prepare sub-project contract completion report summarizing the construction activities and indicating, among other items, contract changes, claims or disputes, or any other substantive matters having an effect on the cost and progress of the works. The report, to be submitted to the PIU/ASDMA must contain accurate and complete "As Built" drawings for the completed works.
Note: The Consultant shall act as the “Engineer” defined in the contract (with FIDIC General Conditions) for construction supervision and contract administration ensuring full compliance with the design, drawing, quality assurance and control, and ESMP implementation specified in the specifications, contract documents and other project documents.
Activity 3 - Supervision support during investment implementation stage (Operations Stage)
i. Monitoring: The Consultant shall also monitor investment sub-projects during the defect-liability period, or O&M period including any ESMP measures outlined for operation phase for satisfactory performance and share detailed reports on the quality of work along with recommendations for improvements, as part of the monthly reports.
ii. The Consultant shall develop an O&M protocol for each sub-project investment and present it to ASDMA through a brief workshop so as to enable client to manage the created assets in a technically sound and financially efficient manner.
iii. Consultant‘s work will be supervised closely by the PIU, ASDMA.
Activity 4 – General Management and Planning support:
The Consultant shall
i. Advice and assist PIU in preparing the annual work plan and forecast of fund requirements for Component 3; Sub-Component-3.2 of the AIRBM Project.
ii. Advice and assist PIU in the compilation, preparation and submission of reimbursement claims for each sub-project.
iii. Advice and assist PIU in the preparation of required financial management reports as detailed in the FM section of the PIM. Such reports include, are but not limited to, (i) accounting books and records, (ii) financial and accounting reports, (iii) Interim Unaudited Financial Reports, (iv) Annual Project Financial Statements, and (v) Internal Audit Report.
iv. Advice and assist PIU in the preparation of grant access condition compliance report for disbursement.
v. Advice and assist PIU in implementing internal control systems, as recommended in the PIM. vi. Advice and assist PIU in implementation of measures outlined in ESMP and other instruments, and preparing necessary E&S reports
vii. Advice and assist PIU in providing necessary information, as required by ASDMA for Monitoring and Evaluations systems for AIRBMP implementation.
viii. Advise and assist the PIU/ASDMA in implementing and managing all aspects of the AIRBMP.
ix. Provide support to PIU in carrying out ongoing citizen and stakeholder engagement activities. x. Provide coordination support to the PIU for approval of various documents/reports by other line departments as associated.
xi. Provide coordination support to PIU during external audit being conducted by the Office of Auditor General (OAG).
xii. Support the Client in managing all tasks required under this contract and others to be agreed from time to time, and ensuring delivery of outputs in a timely and satisfactory manner in accordance with the agreed project implementation schedule.
4. REPORTS, DELIVERABLES, PERIOD OF PERFORMANCE, PAYMENT
4.1 List of Reports and Schedule of Deliveries. The Consultant shall prepare the following reports in English and complete digital files in a format and manner acceptable to the ASDMA and the World Bank. All the reports will need to be reviewed and approved by the ASDMA/PIU and no-objection will be sought from the World Bank before being finalized for payments. Draft versions of the report would be prepared initially, and submitted in 3 hard copies and 1 soft copy. Final versions would be submitted within two weeks following receipt of comments from the ASDMA/PIU (an exception shall be for the Monthly and Quarterly Reports where the report is to be finalized in one week). ASDMA/PIU’s comments would generally be provided within one week of receipt of the draft report. The consultant will be required to make a power point presentation with all important deliverables.
i. Inception Report (IR). The draft IR shall be submitted within one month after commencement of assignment. The IR shall inter alia include approach to the assignment, objectives, detailed methodologies, and work plans for each Task (and respective sub-activities) of the assignment. It must also detail the related tasks, activities, schedule of activities, detailed time-tasks/schedule listing all tasks, mobilization plan, anticipated difficulties including resource gaps that have become apparent, deficiencies in PIU‘s/Client‘s assistance. It must bring to Client‘s attention major problems that might affect the direction and progress of the work.
ii. Monthly Reports (MR). The draft MR shall be submitted within a week from the end of each month. The MR shall inter alia include work progress on all components, tasks undertaken, results achieved, meetings held and persons met, staff deployment, difficulties encountered, and forecast of assistance required from the client for each activity/task of the assignment. The monthly reports shall also incorporate monthly progress and construction supervision reports for individual projects as well as the deployment tables for the input-based payments. The MR shall be submitted for every month except for the month ending quarter, as per the format prescribed in the PIM.
iii. Quadrimester Report (QR): The draft Quadrimester report shall be submitted within two weeks from the end of the quadrimester for which the report is submitted. The QR shall inter alia include work progress, team mobilization, tasks undertaken, results achieved, meetings held and persons met, planning of activities for next trimester, updated works schedule and staff mobilization plan, status of M&E indicators, difficulties encountered, forecast of assistance required for each Part of the assignment from the client. The Quadrimester report shall include physical and financial progress reports related to the use of the UDG, as per the format prescribed in PIM. A separate quadimester internal audit report shall be prepared in the format as prescribed in the PIM as well.
iv. Annual Reports (AR): The annual reports shall be submitted within week from the end of fiscal year for which the report is submitted. The AR shall inter alia include work progress, team mobilization, tasks undertaken, results achieved, meetings held and persons met, planning of activities for next quarter, updated works schedule and staff mobilization plan, status of M&E indicators, difficulties encountered, forecast of assistance required for each Part of the assignment from the client.
v. Mid-term Report (MTR): The mid-term report shall be submitted within two weeks after the contract is halfway through the contract period. The MTR shall inter alia include work progress, team mobilization, tasks undertaken, results achieved, meetings held and persons met, planning of activities for next quarter, updated works schedule and staff mobilization plan, status of M&E indicators, difficulties encountered, forecast of assistance required for each Part of the assignment from the client.
vi. Final Report: The completion report of the consultants providing the details of overall work progress and final documentations.
4.2 Report Format
a. The report shall contain/present the data, information, assumptions and corresponding justification, analysis, and conclusions and recommendations.
b. All reports required by the ToR shall provide a clear presentation and include a table of contents and an executive summary. The main body of the text shall be organized in sections and focus on the findings and recommendations and their justification. Supporting data and analysis shall be included in the Annex which will be referenced as appropriate in the body of the text. All paragraphs in the executive summary, main text, and Annex(es), shall be numbered to facilitate reading across the report.
c. The report shall be illustrated as appropriate with such drawings, sketches, photographs, tables, graphs, and maps to aid comprehension and assimilation of their contents.
d. The consultants will need to submit a draft template for all reports as part of the inception report which will be reviewed by the ASDMA/PIU and WB for adequacy. The consultant will incorporate all suggestions and submit the deliverables accordingly.
4.3 Period of Performance: The DMSC will be engaged by the client for a period of approximately 4.0 years.
4.4 Payment: The Consultant shall be compensated based on a time-based structure that accounts for (i) submission of key deliverables due at the time and (ii) input of each key expert.
4.5 Deliverables and Milestones Other than sub-project regular reporting (Inception, Monthly, Quadrimesterly, Yearly, Mid Term and Final reports), the consultant should also deliver the following in hard and soft copies, as appropriate, to the PIU/ASDMA within the set times. (Cumulative weeks; Note: Contract signing = zero weeks)
Indicative List of deliverables-
Sl.No | Activity | Deliverable | Timeline |
1 |
| Inception Report & Work-Plan/Roadmap | 4 weeks |
2 |
Design support during investment planning and preparation stage | Project Performance Monitoring Sheet (PPMS) (For the components) showing all sub activities. | 8 weeks |
1st Model DPR for New Flood Shelters | 12 weeks | ||
1st Model DPR for Retrofitting Works | 12 weeks | ||
Final draft DPRs for 10 new Flood shelters & 30 retrofitting works. | 30 weeks | ||
Assistances in Bid management/procurement activities and technical inputs in Bidding documents. | As per project requirements | ||
3 | Technical Design and Supervision support | Technical Designs, Drawings (GFC) and updating of Designs | As per project requirements |
ESMP Implementation and other management plans | As per project requirements | ||
4 | Supervision support during investment implementation stage | Contract Variation Reporting, QA Plans, Inspection and supervision reports etc. | As per project requirements |
| General Management and Planning support:
| Contract Management Plans (CMPs), Updated PPMS for the components, Assistances in Financial Management Reports and contract overall management and planning. | As per project requirements |
Note: The deployment of Key Experts shall be harmonized (full time and / or intermittent or ‘as and when needed’ basis) as per the scope of services, above milestones and changes (if any).
Note: Input of key experts will be supervised and monitored by PIU/ASDMA. Involvement of intermittent/unallocated experts shall be consistent with the staffing schedule agreed with the PIU.
5. DATA, LOCAL SERVICES AND FACILITIES TO BE PROVIDED BY CLIENT-
5.1 The Client would make the following available to the Consultant:
i. Any supporting documents like permits and licenses necessary for the completion of the Consultant's duties and assistance with any special arrangements to allow the Consultant to enter any restricted areas related to the Project.
ii. Access to all relevant previous studies, reports, documents and contracts related to the Project on request by the Consultant.
iii. Assistance with arranging meetings with the concerned Ministry and Department of the Government of Assam, project executing agencies at National, Provincial and municipality level and other authorities as necessary during the course of the Consultant‘s work.
5.2 Considering the current limitations of office space in ASDMA premises, the agency/firm shall make requisite arrangements for office space along with internet connected workstations, within a radius of 2 Km from ASDMA office. Cost component towards Office setup shall be quoted by the agency as out of pocket/reimbursable expenses and shall be paid based on actuals with ceiling set as the quoted component of the bid.
Subsequently, if necessary office spaces are made available by ASDMA, necessary adjustments shall be made.
5.3 The Consultant shall verify and be satisfied with the accuracy of the data/information provided by the Client before these are used. Data/information/material provided to the Consultant shall remain the property of the originating agency and shall be provided solely for the purpose of the work conducted under this contract. All such borrowed material shall be returned to the Client upon completion of the assignment. Apart from data/information provided by the Client and that which the Consultant could procure from other agencies, the Consultant shall be responsible to collect any other data/information required for the assignment, through field survey and investigations.
5.4 Provisional sum will be allocated by the Client for all - investigations.
6. REPORTING REQUIREMENTS
Project Organisation
The three Implementing Agencies (IAs) under AIRBMP are FREMAA, WRD, and ASDMA.
FREMAA will be the nodal coordinating agency while WRD and ASDMA will be the executing agencies for the program. A Project Management Unit (PMU) will be established in FREMAA to support the implementation of the program. The PIU in ASDMA will be headed by the CEO, ASDMA.
For purpose of technical vetting and reviews of Construction Designs and Technical aspects and ensuring hand holding support, Assam Public Works Department (APWD) has been collaborated with. ASDMA and APWD has executed an MoU for this purpose. All designs, drawings, technical details must be submitted to ASDMA by the DMSC for review of the PWD. Necessary follow up assistances and assistances in getting clearances from PWD and incorporation of comments/feedbacks must be ensured by the DMSC from time to time.
6.1 The entire assignment shall be carried out under the overall guidance of the PIU/ASDMA, and World Bank. At all steps, the Consultant will be required to closely engage and seek inputs from the Client, Bank team and other consultants hired by Client/World Bank.
6.2 Team Leader will lead both the Investment planning/preparation, Designing, Construction & Implementation Supervision parts and will report to the CEO/Engineer of PIU in ASDMA. He/she will work closely with the PIU team, and core task team members (local and international) from the World Bank. He/she will lead and be responsible for the overall delivery and performance of this assignment. The Team leader will be responsible for delivery of scope of work for Activities 1 to 4. He/she must coordinate the preparation and finalisation of inception/monthly/quadrimester/interim/final reports in addition to the other tasks with support from the team members. The day-to-day activities, works planning and staff utilization for various activities will be coordinated and supervised by the Client /
For purpose of Technical vetting and reviews of Construction Designs and Technical aspects, ASDMA and PWD, Assam has executed an MoU. All designs, drawings, technical details must be submitted to ASDMA by the DMSC for review of the PWD. Necessary follows and assistances in getting clearances from PWD and incorporation of comments/feedbacks must be ensured by the DMSC.
6.3 The Consultant will need to organize the visits/meetings for data collection and stakeholder consultations on their own and provide coordination support for arranging any monthly/quarterly review meetings for specific projects. FREMAA‘s/Bank‘s task team may join some of the consultation meetings.
7. FIRM’S EXPERIENCE, LIST OF KEY POSITIONS AND THEIR ROLES AND RESPONSIBILITIES
7.1 The consulting firm should be in core consulting business in civil engineering infrastructure design, management and supervision works. The Firm must be substantially responsive to pre-qualification and eligibility criteria listed in Section…………. of the issued RFP.
7.2 It is estimated that about minimum 588 person-months of key experts as listed below, will be required for the assignment. In addition to these key positions, other technical and non-technical professionals and support staffs will be required to carry out this assignment from time to time. The Consultant can propose and alternate deployment schedule for the proposed team as per their approach and methodology for the execution of this assignment with due justification.
7.3 It is to be noted that the deployment of staff by the firm will be strictly monitored by the client and replacement of key team members will be discouraged. However, the firm may, with proper justification, request the client and the World Bank in writing for a replacement of a key personnel with an alternative whose credentials are equivalent or better than the existing team member.
Sl. | Key Experts | No.s | National/International | Person-Months | Indicative Activities |
1 | Team Leader | 1 | National | 48 | Activity1,2,3 & 4 |
2 | Geo-Technical Expert | 1 | National | 24 | Activity 1 ,2 & 3 |
3 | Structural Engineer | 1 | National | 36 | Activity 1 & 2 |
4 | Gender Specialist | 1 | National | 36 | Activity 1,2 & 3 |
5 | Social Expert | 1 | National | 36 | Activity 1,2 & 3 |
6 | Environmental Expert | 1 | National | 36 | Activity 1,2 & 3 |
7 | Engineer (Civil) | 3 | National | 144 | Activity1,2,3 & 4 |
8 | Engineer (Electrical) | 2 | National | 48 | Activity 1,2,3&4 |
9 | Engineer (Public Health Engineering) | 1 | National | 24 | Activity1,2,3 & 4 |
10 | Institutional Capacity Development Expert/Training Expert | 1 | National | 24 | Activity 1 ,2 ,3& 4 |
11 | Architect cum Planner | 1 | National | 48 | Activity 1 ,2 & 3 |
12 | Quantity Surveyor | 2 | National | 36 | Activity 1 &2 |
13 | Architect | 2 | National | 48 | Activity 1 ,2 ,3& 4 |
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Support Staff-
Sl | Staff | No.s | FT/PT | Person-Months |
1 | Site Engineer | 8 | FT | 384 |
2 | Cad Operator | 4 | FT | 48x4= 192 |
3 | Admin Assistant | 2 | FT | 48 x 2= 96 |
4 | Office Person | 2 | FT | 48 x 2= 96 |
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| 768 |
7.4 Minimum Competency of Experts & Support Staff-
Sl. | Key Experts | Minimum Competency Requirement |
1 | Team Leader | Post Graduate in Architecture/Civil Engineering or any relevant field with at least 15 years of experience in planning and implementation of flood resilient public projects with experience in execution of EAP projects. Should be convergent to WB/ADB norms. |
2 | Geo-Technical Expert | Post Graduate in Geo-technical Engineering or any relevant field with at least 10 years of experience in planning and implementation of Disaster resilient public projects with experience in execution of EAP projects. Should be convergent to WB/ADB norms. |
3 | Structural Engineer | Post Graduate in Structural Engineering with at least 10 years of experience in planning and implementation of flood resilient public projects with experience in execution of EAP projects. Should be convergent to WB/ADB norms. |
4 | Gender Specialist | Post Graduate in Social Science/Mass communication or any relevant field with at least 8 years of experience in planning and implementation of Gender actions for EAP projects. Should be convergent to WB/ADB norms. |
5 | Social Expert | Post Graduate in Social Science or any relevant field with at least 8 years of experience in implementation, monitoring of social and safeguard policies particularly for EAP projects. Should be convergent to WB/ADB norms. |
6 | Environmental Expert | Post Graduate in Environmental Science or any relevant field with at least 8 years of experience in implementation, monitoring of Environmental policies particularly for EAP projects. Should be convergent to WB/ADB norms. |
7 | Architect cum Planner | Graduate in Architecture/Town planning with at least 10 years of experience in architectural designing for public projects similar to educational institutes or large public structures. |
8 | Institutional Capacity Development Expert/Training Expert | Post Graduate in Social Science or any relevant field with at least 10 years of experience in EAP projects specifically in projects for setting up of training infrastructures, identifying training needs, Institutional capacity development. Should be convergent to WB/ADB norms. |
9 | Quantity Surveyor | Graduate in Civil engineering with at least 8 years of experience in quantity surveys, estimation for civil projects. |
10 | Engineer (Electrical) | Graduate in Electrical Engineering with at least 6 years of engineering experience specifically in electrical estimation, mapping, technical analysis specifically for EAP projects. |
11 | Engineer (Civil) | Graduate in Civil Engineering with at least 6 years of engineering experience specifically in estimation, technical analysis, basic experience in procurement of civil works and goods for EAP projects. |
12 | Engineer (Public Health Engineering) | Graduate in Public Health Engineering with at least 6 years of engineering experience specifically in design and execution of PHE works, estimation, technical analysis, basic experience in procurement of civil works and goods for EAP projects. |
13 | Architect | Graduate in Architecture/Town planning with at least 6 years of experience in architectural designing for large public buildings |
Sl. | Support Staff | Minimum Competency Requirement |
1 | Site Engineer | B.E/B.Tech in civil Engineering with at least 3 years of experience in inspecting, monitoring and reporting for civil infrastructural projects. Experience in EAP projects shall be preferred. |
2 | Cad Operator | B.E/B.Tech in civil Engineering/Architectural engineering or any relevant field with at least 3 years of experience in drawing, drafting in CAD tools. |
3 | Admin Assistant | Graduate in any discipline with at least 3 years of experience in office admin management. |
4 | Office Person | Under graduate with writing, reading skills in English. |
List of proposed sites for Augmentation – ANNEXURE_I A | |||||||||||||||||||||||||||||
Sr.No | District | Name of village | Name of school / Shelter | GPS coordinates | Distance from water body | Number of times village gets flooded annualy | Number of people taken shelter (Last five years) | HFL at site | Level of site WRT HFL | Total number of blocks in school without sanitation and kitchen unit | Deteoration due to age and dampness | Structural issues | Toilet issues | Ramp for universal accesibility | Proper toliet facility | Disabaled friendly toilets | Proper plubming and water | Proper arrangement of drinking water | Proper facility of kitchen | Retrofitting | New Sanitation unit | Non structural mitigation | Electiricity and plumbing | Child Friendly Elements | New Rooms | Fire safety and Evacuation map | Painting | Repairs of doors and windows | Weather lab |
1 | Barpeta | Sidhani | 1835 PACHIM SIDHUNI GHUNAPARA LPS | NL 26' 17' 20" | 1 KM | 3 times |
| 39.61M | (+0.3M) | 4 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | yes | Yes | Yes | Yes |
2 | Ban Baria | Banbaria ME Madrassa | NL 26' 18' 13" | 10 KM | 2 Times | 850 | 39.6 M | (+0.6M) | 10 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | Yes | No | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | Yes | |
3 | Patbausi | Patbausi HS | NL 26' 17' 57" | 2 KM | 4 times | 300 | 39.6 M | (-0.4M) | 7 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
4 | Damaljhar | 982 No Damaljar LPS | NL 26' 16' 20" | 3 KM | 2 time | 150 | 43.6 M | (+0.3M) | 5 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | Yes | Yes | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
5 | Radha Kuchi | 107 No Radhakuchi LPS | NL 26' 18' 55" | 15 KM | 1 time | 150 | 39.61M | (+0.3M) | 3 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
6 | Khankar Para/ BARBILA | 530 No Barbila Balak LPS | NL 26' 18' 64" | 5 KM | 2 Times | 70 | 43.61 M | (+0.06M) | 6 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
7 | Keot Kuchi | 519 No Keotkuchi Balika LPS | NL 26' 18' 24" | 3 KM | 2 times | 35 | 45.85M | (-0.03M) | 3 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
8 | Pakda Bilar Pathar | 1268 No Pakda Damaljar LP School | NL 26' 17' 5" | 5 KM | 3 times | Nil | 43.6M | (+0.7M) | 3 | Yes | Yes | Yes | Needs repair | No | No | No | Yes | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
9 | Joshihati | 1860 Pub Joshihatipara LPS | NL 26' 24' 10" | 1 KM | 3 times | Nil | 48.48M | (+0.7M) | 5 | Yes | Yes | Yes | Needs repair | No | No | No | Yes | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
10 | Paka Bet Bari Gaon | 1629 Pakabetbaripam LPS | NL 26" 20' 37" | 0.150 KM | 3 times | Nil | 39.6M | (+1.2M) | 5 | Yes | Yes | Yes | Needs repair | Yes | No | Yes | Yes | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
11 | Sundaridia | Sundaridiya H.S | NL 26' 19' 41" | 0.7 KM | 3 times | 240 | 39.6 M | (-0.7M) | 10 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | Yes | No | Yes | Yes | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
12 | Dibrugarh | DODHIA FOREST | DINJOY HAZARIMAL HS SCHOOL | NL 27.51 | 1 KM | 2 Times | 500 |
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| 7 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | Yes | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes |
13 | Golaghat | Ward No - 1 , Bokakhat | Namdoyang LPS | NL 26.64 | 4.5 KM | 3 times | 800 | 74.75M | (+1.21M) | 5 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | Yes | No | No | Yes | No | Yes | Yes | Yes | Yes | Yes | 308 Sqm new covered space required | Yes | Yes | Yes | Yes |
14 | Ward No - 1 , Bokakhat | Bokakhat H.S School | NL 26.64 | 4.5 KM | 2 times | 800 | 74.75 M | (+0.52) | 7 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | Yes | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
15 | Ward No - 1 , Bokakhat | Mungilal Krishna Devi Balika Bidyalay | NL 26.64 | 4.5 KM | 3 times | 400 | 74.75 M | (+1.2M) | 4 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | Yes | Yes | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
16 | Ward No - 1 , Bokakhat | Bokakhat Kendriya Girls MES | NL 26.64 | 4.5 KM | 3 times | 50 | 74.75M | (+3M) | 2 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | Yes | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
17 | Polashguri | Dhansiri mukh J.N.V School | NL 26.66 | 2.5 KM | 3 times | 70 | 74.75M | (+1M) | 4 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
18 | Hatikhuli | 2 No Hatikhuli L.P.S | NL 26.58 | 5 KM | 3 times | 160 | 74.75 M | (+2.74M) | 4 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | Yes | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes | |
19 | Biswanath | TELENE PUKHURI(in excel Maranbari) | TELENI L. P. SCHOOL | NL 26' 47' 35" | 0.5 KM | 2 times | 60 | 75.4M | (+3M) | 4 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes |
20 | Lakhimpur | BAHGARA DEURI GAON | BAHGORA BALIKA L.P. SCHOOL | NL 27' 00' 7" | 2.5 KM | 4 times | 50 | 80.74M | (-1M) | 5 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes |
21 | BADATI JAMUGURI (in excel Dhunabari, Dahgharia PGR) | NEHRU HS SCHOOL | NL 26' 58' 39" | 0.3 KM | Nil | 50 | 80M | (+4M) | 9 | Yes | Yes | No | Needs repair | Yes | No | No | Yes | No | Yes | No | Yes | Yes | Yes | Not required | Yes | Yes | Yes | Yes | |
22 | Baksa | Takurakuchi | 315/1 No Takurakuchi LPS | NL 26' 40' 50" | 1.1 KM | 2 times | 100 | 45.85M | (-1.2M) | 5 | Yes | Yes | Numbers are not based on need for sheltering | Needs repair | No | No | No | No | No | Yes | Yes | Yes | Yes | Yes | To be decided based on detailed RVS | Yes | Yes | Yes | Yes |
*K= Katha*L = Lesa*B= Bigha | NOTE- THE ABOVE DATA/DETAILS ARE INDICATIVE IN NATURE AND CONSULTANTS/AGENCIES ARE REQUESTED TO MAKE NECESSARY INSPECTIONS IN PRIOR | ||||||||||||||||||||||||||||
* SDLAC- Sub-Divisional Land Advisory Committee | |||||||||||||||||||||||||||||
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Proposed land Information for construction of New Flood Shelter under the project AIRBMP | |||||||||
Sl. No. | District | Revenue Circle | Village | Land alloted received from District | Land Alloted in sq. ft (Present) | Land Alloted in sq.m (Present) | Boundary Coordinates | Weather Govt.land/ Private ownership/SDLAC cleared | |
1 | Biswanath | Halem | Dathkhola | 1 B | 100 | 14400 | 1339.2 | E 26.808649, 93.553793 | Govt. land but In the process for SDLAC approval |
2 | Dibrugarh | Tengakhat | Naharkatia puroni Koibotra gaon | 3 K | 60 | 8640 | 803.52 | 27°17'07.54" N 95°20'35.57" E | Govt. land but In the process for SDLAC approval |
3 | Golaghat | Bokakhat | Bortika | 2 K 10 L | 50 | 7200 | 669.6 |
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4 | Bokakhat | Goroimari | 4 K 9 L | 89 | 12816 | 1191.888 | N26036’36.02” E093050’10.82” | Kameswar Bori S/o Lt. Jaduram Bori( Community land),NOC has been submitted by the owner | |
5 | Bokakhat | Bohikhuwa | 2 B 2 K 10 L | 250 | 36000 | 3348 | N26064’95.86” E093060’62.75” | Govt. land but 1B of land out of 2B is under encroachment as per information shared by field officer. | |
6 | Khumtai | Nam Temera | 6 B 10 L | 610 | 87840 | 8169.12 | N26041’08.28” E093046’43.05” | Govt. land and is under the process for SDLAC approval. | |
7 | Majuli | Majuli | Bengena kalia | 1 B | 100 | 14400 | 1339.2 | NE Lat 27.00428, Long 94.220361 | Govt. land and SDLAC approved |
8 | Majuli | Chilakala Chapari | 1 B | 100 | 14400 | 1339.2 | NE Lat 26.966676, Long 94.068747 | Govt. land and SDLAC approved | |
9 | Sivasagar | Demow | Bherure Chapari | 3 B | 300 | 43200 | 4017.6 | N27.265423 E94.741656 | Govt. land and SDLAC approved |
10 | Sonitpur | Tezpur | Bhalukekhowa gaon | 1 K | 20 | 2880 | 267.84 |
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Details of Proposed CQRT storage Facilities (Indicative) - Annexure I-B | |||||
Sl. No | District | Indicative Location | Details (if any) |
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1 | Barpeta | Chenga Rev. Circle | Revenue Circle Office | ||
2 | Sarthebari Rev. Circle | Revenue Circle Office | |||
3 | Barnagar Rev. Circle | Revenue Circle Office | |||
4 | Barpeta Rev. Circle | Revenue Circle Office | |||
5 | Kalgachia Rev. Circle | Revenue Circle Office | |||
6 | Sarupeta Rev. Circle | Revenue Circle Office | |||
7 | Bajali Rev. Circle | Revenue Circle Office | |||
8 | Baghor Rev. Circle | Revenue Circle Office | |||
9 | Dibrugarh | Chabua Rev. Circle | Revenue Circle Office | ||
10 | Tengakhat Rev. Circle | Revenue Circle Office | |||
11 | Naharkatia Rev. Circle | Revenue Circle Office | |||
12 | Moran Rev. Circle | Revenue Circle Office | |||
13 | Tingkhong Rev. Circle | Revenue Circle Office | |||
14 | Dibrugarh (East) Rev. Circle | Revenue Circle Office | |||
15 | Dibrugarh (West) Rev. Circle | Revenue Circle Office | |||
16 | Golaghat | Dergaon Rev. Circle | Revenue Circle Office | ||
17 | Bokhakhat Rev. Circle | Revenue Circle Office | |||
18 | Morongi Rev. Circle | Revenue Circle Office | |||
19 | Golaghat Rev. Circle | Revenue Circle Office | |||
20 | Sarupathar Rev. Circle | Revenue Circle Office | |||
21 | Khumtai Rev. Circle | Revenue Circle Office | |||
22 | Lakhimpur | Naoboicha Rev. Circle | Revenue Circle Office | ||
23 | Dhakuakhana Rev. Circle | Revenue Circle Office | |||
24 | Subansiri Rev. Circle | Revenue Circle Office | |||
25 | Bihpuria Rev. Circle | Revenue Circle Office | |||
26 | Kadam Rev. Circle | Revenue Circle Office | |||
27 | N.Lakhimpur Rev. Circle | Revenue Circle Office | |||
28 | Narayanpur Rev. Circle | Revenue Circle Office | |||
29 | Majuli | Majuli Rev. Circle | Revenue Circle Office | ||
30 | Sivsagar | Demow Rev. Circle | Revenue Circle Office | ||
31 | Amguri Rev. Circle | Revenue Circle Office | |||
32 | Sivasagar Rev. Circle | Revenue Circle Office | |||
33 | Nazira Rev. Circle | Revenue Circle Office | |||
34 | Sonitpur | Tezpur Rev. Circle | Revenue Circle Office | ||
35 | Dhekiajuli Rev. Circle | Revenue Circle Office | |||
36 | Chariduar Rev. Circle | Revenue Circle Office | |||
37 | Thelamara Rev. Circle | Revenue Circle Office | |||
38 | Biswanath | Biswanath Rev. Circle | Revenue Circle Office | ||
39 | Helem Rev. Circle | Revenue Circle Office | |||
40 | Naduar Rev. Circle | Revenue Circle Office | |||
41 | Dima Hasao | Haflong Rev. Circle | Revenue Circle Office | ||
42 | Maibong Rev. Circle | Revenue Circle Office | |||
43 | West Karbi anglong/Karbi anglong | Donkamukam Rev. Circle | Revenue Circle Office | ||
44 | Diphu Rev. Circle | Revenue Circle Office | |||
45 | Silonijan Rev. Circle | Revenue Circle Office | |||
46 | Phuloni Rev. Circle | Revenue Circle Office | |||
47 | Baksa | Baska Rev. Circle | Revenue Circle Office | ||
48 | Barama Rev. Circle | Revenue Circle Office | |||
49 | Tamulpur Rev. Circle | Revenue Circle Office | |||
50 | Goreswar Rev. Circle | Revenue Circle Office | |||
51 | Baganpara Rev. Circle | Revenue Circle Office | |||
52 | Jalah Rev. Circle | Revenue Circle Office | |||
| NOTE- THE ABOVE DATA/DETAILS ARE INDICATIVE IN NATURE AND CONSULTANTS/AGENCIES ARE REQUESTED TO MAKE NECESSARY INSPECTIONS IN PRIOR. |
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| Central Training Institute (CTI) Details |
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Location Details | Total Area of Campus | Existing Area of Swimming Pool | Reference (e-Link) | ||
Central Training Institute, Panikhaiti, Kamrup (M), Guwahati | 17.5 Hectares (128 Bighas) |
| https://www.bing.com/maps?osid=83ffdabf-a9d5-40cd-a68b-28709f2b2177&cp=26.184193~91.744534&lvl=16&v=2&sV=2&form=S00027 | ||
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"},{"id":"OP00113736","notice_type":"Request for Expression of Interest","noticedate":"22-Jan-2021","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2021-02-06T00:00:00Z","submission_deadline_time":"05:00","project_ctry_name":"India","project_id":"P170645","project_name":"Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project","bid_reference_no":"IN-DOA - GOCH-202106-CS-CQS","bid_description":"Hiring of a Consultancy Services for developing an Integrated and GIS based Decision Support System","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Directorate of Agriculture, Vikas Bhawan, Sector 19, Nawa Raipur, Atal Nagar, Chhattisgarh– 492002","contact_ctry_name":"India","contact_email":"cblondhekar1967@gmail.com","contact_name":"C. B. Londhekar","contact_organization":"Department of Agriculture - Govt. of chhattisgarh","contact_phone_no":"+919406379026","contact_web_url":"chiraagchhattisgarh@gmail.com","submission_date":"2021-01-22T00:00:00Z","notice_text":"
Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG)
(Department of Agriculture Development and Farmer Welfare and Biotechnology, Government of Chhattisgarh)
Address: Directorate of Agriculture, Vikas Bhawan, Sector 19, Nawa Raipur, Atal Nagar, Chhattisgarh
– 492002 Contact Number: 07712510933
Email:chiraagchhattisgarh@gmail.cm Website: https://agriportal.cg.nic.in
File No: F-03/09/Vividh/2017-18/14-2
REQUEST FOR EXPRESSION OF INTEREST FOR HIRING A TECHNICAL SUPPORT AGENCY FOR DEVELOPING OF MANAGEMENT INFORMATION SYSTEM AND GEOGRAPHIC INFORMATION SYSTEMS FOR CHHATTISGARH INCLUSIVE RURALANDACCELERATED AGRICULTURE GROWTH PROJECT (CHIRAAG)
(Technical Support Agency – FIRM SELECTION)
Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG), Nawa Raipur, Atal Nagar, Chhattisgarh, India
Assignment Title: Technical Support Agency (TSA) for Developing of Management Information System and Geographic Information Systems for Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG)
Reference No: F-03/09/Vividh/2017-18/14-2/MIS/Northern and Central Blocks
The Government of Chhattisgarh has applied for financing from the World Bank towards the cost of the project titled Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG) is being implemented by the Department of Agriculture Development and Farmer Welfare and Biotechnology, Government of Chhattisgarh, and intends to apply for part of the proceeds of this loan for eligible payments for the consulting services for development of Management information System and Geographic Information Systems.
The consulting services (“the Services”) include to develop and implement an Integrated and GIS based Decision Support System which will (i) aid the programme staff to record the planning and implementation of project activities, (ii) track implementation of various program components at state, district, block and village levels and generate near real-time reports as per the need, and (iii) facilitate informed decision making at all levels through dashboards and visual analytics. Development of the MIS will have hierarchical usability from Village/Panchayat/Block/District/State, detailed in the attached ToR, for a period of 5 years(1 year of development followed by 4 years of maintenance). The assignment is expected to start from January 2021 onwards. The draft Terms of Reference (TOR) for the assignment is attached to this Request for Expressions of Interest (REOI) in Annexure B
Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG) now invites eligible firms to indicate their interest in providing the services. Interested firms should provide Information demonstrating that they have the required qualifications and relevant experience to perform the functions.
The shortlisting criteria are as follows.
Short listing of Agencies will be done, based on the criteria mentioned above (documents to be furnished per format at Annexure A), with the Expression of Interest.
The attention of the interested agencies is drawn to paragraphs 3.14, 3.16, and 3.17 of Section - III of the Procurement Regulations for IPF Borrowers - July 2016 Revised November 2017 and August 2018 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 conflict between consulting activities and procurement of goods, works or non-consulting services; conflict among consulting assignments; and relationship with Borrower’s staff.
A Consulting firm will be selected in accordance with the Consultant Qualification Selection (CQS) method set out in the World Bank Procurement Regulations for IPF Borrowers - July 2016 Revised November 2017 and August 2018.
Expressions of interest must be delivered in a written form (in person, mail or by e-mail) latest by 17:00 hours on 06th February 2021 at the address provided as below;
Address:
The Project Director,
Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG) Directorate of Agriculture, Vikas Bhawan, Sector 19, Nawa Raipur, Atal Nagar, Chhattisgarh – 492002 Contact Number: 0771-2510933
Email: chiraagchhattisgarh@gmail.com
Website:https://agriportal.cg.nic.in
Important Note: No Proposals (Technical or Financial) are required at this stage. Individual CVs are not required at this stage.
Annexure-A
Format for Submission of Information to CHIRAAG, Chhattisgarh to provide for the hiring of a TSA for Development of Management information System and Geographic Information Systems for the CHIRAAG Project
Submission Requirements
A – Agency’s Profile [Maximum 2 Pages] | |||||||||
1 | Organizational | Provide a brief description of the background and organization of your firm/entity
The brief description should include:
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2 | Transactions:(Minimum average annual turnover of INR 1.50 Crore during the last three financial years required) | Provide revenue details based on the audited accounts of the previous three financial Years in Indian Rupees | |||||||
2016-17 | 2017-18 | 2018-19 | |||||||
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B – Agency’s Experience [Maximum 20 pages] | |||||||||
1 | Experience of developing and implementing Management Information System (MIS) and Geographical Information System (GIS) in the domain of agriculture and livelihoods sector. Please furnish the following details in accordance with the shortlisting criteria mentioned above | ||||||||
Name of the Client | Nature of the assignment& Sector | Location and coverage (entire state, country, etc.) | Project Deliverables | **Link for demo. of work done | Duration of Assignment (From Year – To Year) | Value of Contract (in INR) | |||
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*Please enclose letter of Award of Contract / Work Order from the employer and documentary evidence of completion in last three financial years. ** As a part of the demonstrable work experience, please provide a link of the dashboard, portal or mobile app (link for the download source of the .apk file with credentials for the committee to evaluate the work). | |||||||||
Annexure B
Draft Terms of Reference (ToR)
Consultancy Services for Development of Management Information System (MIS) and GIS For CHIRAAG’
In northern and southern districts of Chhattisgarh, 70% of the mostly tribal population are dependent on agriculture. Also, poverty and malnutrition are concentrated in these regions of the State. Farming is smallholder, rainfed, single-crop (paddy) and subsistence in nature. Combined, the north and south have less than 1% of net sown area irrigated. The region’s natural systems – forests, grazing land, water bodies, soil, nutrients, biodiversity etc. – enable a mixed production system which includes livestock production, inland fisheries and forestry which determine overall economic opportunities. However, uneven distribution of rainfall, reduced soil fertility due to erosion, delinked crop and animal husbandry, occasional droughts and the depletion of forests have put stress on an otherwise balanced ecosystem. In addition, low-diversification of the cropping system and insufficient investment in appropriate irrigation and post-harvest technology have limited household-level economic returns. The Department of Agriculture Development and Farmer Welfare and Biotechnology, Government of Chhattisgarh (GoCG), is implementing the World Bank assisted Chhattisgarh Inclusive Rural and Accelerated Agriculture Growth Project (CHIRAAG).
CHIRAAG project is a multi-sectoral initiative and will be implemented by the Department of Agriculture Development, and Farmers Welfare and Biotechnology, along with its directorates – Directorate of Agriculture (DAG), Directorate Horticulture and Farm Forestry (DH), Directorate of Veterinary Services (DVS), and Directorate of Fisheries Department (DF). The project development objective is to improve income opportunities and the availability of nutritious foods in targeted households of Chhattisgarh’s tribal-dominated areas. The project intervention will be implemented in select 14 tribal dominated blocks from 8 districts in 1000 selected villages.
The project is premised on the development and optimum utilization of local natural resources and is well aligned to Narua (water conservation), Garua(livestock management), Ghurwa (composting and soil health) and Badi (homestead garden) i.e., NGGB policy of GoCG. The NGGB policy centres around resource conservation approaches and principles[1] and Integrated Farming Systems (IFS) being promoted globally for sustainable development and offer opportunities for year-round production of nutritive food for local consumption and markets.
The project envisions to improve the State’s agricultural competitiveness in terms of increased production, productivity, with an enhanced focus to water management, livestock development, farm waste management, post-harvest management, storage, value addition, marketability and enterprise development for the creation of off-farm employment opportunities. The project fundamentally targets to increase rural household income generation and nutrition intake, with a special focus on the tribal population that accounts for 33% of the total population in the state. The project will mobilize the village communities in ‘livelihood groups’ (LG), strengthen the existing Gauthans by promoting CHIRAAG Resource Centres (CRC), promote farmer producer organizations (FPO) and support these community institutions to access markets for in accelerated and inclusive rural transformation.
The CHIRAAG project will have Six (6) components. A brief description of the project components and sub-components are given below:
Component 1: Community Empowerment and Institutional Strengthening: Under this component, household and community capacities will be built to: (a) plan, implement, and monitor development investments; (b) leverage community institutions and collective action toward effective management of natural resources, productive infrastructure and private assets; and (c) undertake nutrition-supportive agriculture, adopt diet diversity and promote positive nutrition practices at the household level.
Subcomponent 1.1 Participatory Village Planning and Community Institution Building: This Sub-component will support: (a) project awareness among targeted communities through village entry activities that foster social capital development and rapport building; (b) preparation of integrated village development plans (VDPs) including climate resilient activities through a participatory planning process; and (c) formation and/or capacity building of community institutions to participate in project planning and implementation. Key activities under sub-component 1.1 are: (a) generation of project awareness among targeted communities through village entry activities; (b) hiring of Indira Gandhi Krishi Vishwavidyalaya (IGKV)[2]to support regional diagnostics; (c) hiring of technical support agencies (TSAs) for VDP preparation and facilitation, planning and implementation support for INRM activities, nutrition intervention plans, institution strengthening, and capacity building support to Gauthan Committees,[3] livelihood groups (LGs), CHIRAAG Resource Committees (CRCs) and select existing community institutions;[4](e) training and exposure visits of producers, community cadre for VDP; and (f) recruitment, training and operational costs of block level manager, community coordinator and marketing and value chain coordinator.
Sub-component 1.2 Household Food Availability and Nutrition Practices: Women’s empowerment (including women’s control of economic resources) is closely linked to nutritional status and can result in decreased malnutrition.[5]Beneficiary communities and households, with a special focus on women as change agents, will be targeted to plan and consume diverse, locally available and nutritious foods in their households. Support will be provided to women and adolescent girls in the adoption of positive nutrition and related practices, including their engagement in improved and diversified baadi[6] supplying year-round nutritive food, thereby leading to improved nutrition outcomes for women and children. Key activities under sub-component 1.2 include: (a) hiring of TSAs for nutrition social and behavior change communication (SBCC); (b) technical assistance and implementation support for formative research, development of SBCC content and village-level material including SBCC toolkit for facilitation, training manuals and information, education and communication (IEC) material (flipbooks, posters, films and community-led videos); (c) nutrition training support for SBCC rollout; (d) recruitment and capacity building of PoshanSakhi[7]including honorarium; and (e) material and equipment for need-based initiatives to empower communities to identify and manage their malnourished children, undertaken in coordination with Department of Women and Child Development frontline workers.
Component 2: Diversified, Resilient and Nutrition-Supportive Food and Agriculture Systems: This component aims to sustainably develop and leverage natural resources as a foundation for developing more diverse, nutritive and productive food and agriculture systems that are more resilient to climate change. Sustainable use of natural resources for food, feed and energy requirements will help build household resilience to climate shocks while integrated food and agriculture systems will promote resource-efficient agriculture, diversify local livelihood options, increase the availability and diversity of food and agriculture commodities, as well as household food and nutrition security.
Sub-component 2.1: Community-Based Natural Resource Management ($19.6 million) will support development and sustainable utilization and management of three key natural resources (water, soil and biodiversity) using a blend of traditional local knowledge, community-based management systems and modern technologies. Key activities under sub-component 2.1 include: (a) investments in Integrated Natural Resource Management, both land quality enhancement and rain-water harvesting activities; (b) investments in energy efficient water lifting and farm level irrigation; (c) investing in design and delivery of soil health cards and soil nutrition management technology demonstrations, mainly in the form of a partial grant to develop NADEP[8] pits and vermi-compost units, and farmer training for increased soil-carbon sequestration and reduced on-farm greenhouse gas (GHG) emissions.
Subcomponent 2.2: Integrated Food and Nutrition Supportive Agriculture ($28.9 million) will finance interventions for developing Integrated Farming Systems (IFS), supporting infrastructure and district and state capacity to deliver essential inputs. IFS will not only meet the input[9] requirements of various systems (crop/soil, trees, animal, fish), but also de-risk climate shocks through broadened and interlinked local production systems across agriculture, horticulture, fishery and livestock. Key activities under sub-component 2.2 are: (a) Household IFS production systems: (i) grant support to LGs and other eligible community institutions through a ‘revolving fund’ to finance household level investments in productive assets and adoption of climate smart technologies and practices, as per VDPs; and (ii) support for baadi and orchards for gravity drip irrigation and fencing; (b) Community capacity and infrastructure: (i) training of Community Resources Persons and honorarium; (ii) producer training and capacity building; (iii) demonstrations of IFS and crop-specific models; (iv) inputs for individual and community baadi, backyard poultry, fishery and small ruminants; (v) support for village-level input production (goat, pig breeding units, community nurseries, poultry mother units, etc.) and animal crates for artificial insemination; (vi) gauthan-level support for community infrastructure[10] to improve livestock feeding, manure management, storage, energy efficient tillage and farm operations through custom hiring, and energy efficient common service centers for processing; and (vii) support for fishery development; (c) District/sub-district level capabilities: (i) strengthening capacity of Krishi Vigyan Kendra[11] (KVKs) and government departments/agencies to establish horticulture nurseries, and upgrade department nurseries and brood hatcheries; and (ii) technical support for agro-forestry and biodiversity conservation, using local seeds and planting materials from village seed banks and drought-tolerant seeds to enable climate smart and energy efficient production systems; and (d) State level capabilities: (i) strengthening department capacity to scale up seed production of open pollinated varieties of pulses, millets, oilseeds and other underutilized tuber crops; and (ii) IGKV technical assistance for seed production through supply of breeder seeds and revival of locally adapted seeds, demonstration of climate smart technologies/inputs, and preparation of economic and management models for gauthans.
Component 3: Value Addition and Market Access: This component aims to increase household incomes by promoting value addition, reduction in postharvest losses, and improved access to profitable markets (including wellness) for surplus produce. A focus on local processing will also improve household-level availability and consumption of nutritious food through: (a) promotion of safe food using preservation and energy efficient storage methods; (b) primary processing and value addition for local consumption and food waste reduction; (c) support to FPOs for aggregation, primary processing, value chain development of select commodities through public and private partnerships; and (d) upgrades to local rural market infrastructure and strengthening of community capacity.
Subcomponent 3.1: Value Addition for Nutrition aims to increase the availability of nutritious foods among households and communities year-round by investing in better storage and reduced food wastage, and value addition of surplus produce for local and external markets. Opportunities to supply local produce to large scale national programs, such as Integrated Child Development Services, Mid-Day Meal and local schools, will be developed. Key activities to be financed under sub-component 3.1 include: (a) village-level energy efficient infrastructure support to LGs for postharvest, primary processing, packaging and storage; and (b) capacity building of nutri-entrepreneurs (LGs, SHGs and other community groups, individuals) in local value addition and energy efficient practices.
Subcomponent 3.2: Value Addition and Market Access ($9.3 million). Local value addition and access to profitable markets is expected to help realize higher returns to small producers and create local job opportunities. This sub-component will mobilize small producers into FPOs (producer companies or cooperatives, per local context and producer preference) at the cluster (block/district) level for aggregation, value addition and access to profitable markets. Key activities under sub-component 3.2 are: (a) hiring of a TSA to establish a state level value chain development cell (VCDC); (b) hiring of a TSA for FPO institution and capacity building including climate smart value chain development, climate-informed business plan development plus guidelines, manual development, etc.; (c) hiring of a TSA for development of specific commodity value chain (dairy/small ruminant/minor forest produce/horticulture etc.); (c) provision of business plan grants to FPOs (postharvest infrastructure using energy efficient systems and climate resilient technologies, working capital, technology, business operation setup, access to market) and capacity building; (d) support to select rural haats; (e) FPO linkages to profitable markets and provision of facilitation support including certification (organic, fair trade), traceability, packaging, branding; and (f) financing market promotion activities, IEC, and workshops/events, public-private-community partnerships, partnerships, market intelligence etc.
Component 4: COVID-19 Economic Recovery Response: This component aims to mitigate food, health and income shocks and reduce vulnerability caused by the COVID-19 pandemic, as well as promote faster economic recovery among communities, returnee workers and households in project areas. Component activities will help stabilize and restore local food supply and production, secure livelihoods and expand income opportunities. This component will finance investments to: (a) restore livelihoods and support employment generation, e.g. gauthans as centers for res killing, short-term work opportunities, and restoration of local livelihoods around livestock management and NRM through entrepreneurship; (b) support common service center/custom hiring centers for off-farm and non-farm entrepreneurial activities; (c) support goat breeding farms as part of entrepreneurship development; (d) agriculture and horticulture production mini-kits including climate smart technology inputs; (e) facilitate community-based natural resource management, wage generating land and water conservation-based activities; (f) enhance water availability for agriculture; (f) provide input and material support to communities and individual baadis; and (g) increase awareness of COVID-19 safety precautions and hygiene practices.
Component 5: Project Management, Monitoring and Knowledge: This component involves two sub-components.
Sub-component 5.1: Project Monitoring and Management ($10.7 million) will support project coordination, implementation, financial management (FM), procurement, and environmental and social safeguards management at the state, regional, district, cluster and community levels.Key activities under sub-component 5.1 are: (a) Hiring of a recruitment agency; (b) salaries and overhead cost of state and district project management units; (c) setup of a monitoring, evaluation and learning cell; (d) commissioned studies (baseline, mid-line, end-line) and process monitoring; (e) establishment of a management information system (MIS) based on information and communications technology (ICT) and geographic information system; and (f) study tours for officials.
Sub-component 5.2: Knowledge Management and State Capacity will foster partnerships with knowledge organizations, promote knowledge exchange between various stakeholders, and access up to date knowledge from local, national, and international organizations. It will strengthen state capacity through the sharing of new information and knowledge in a similar development context to other states/countries. Technical support will be provided for capturing, preserving and scaling traditional knowledge and practices of tribal communities relevant to the project scope. Key activities under sub-component 5.2 include: (a) partnerships with knowledge organizations; (b) hiring of a knowledge management and communication agency; and (c) support to district innovation through technical assistance for strengthening systems and processes, and commissioning studies, arranging events/meetings etc.
Component 6: Contingent Emergency Response Component. Recognizing that Chhattisgarh is a climate hotspot in the South Asia region, and highly vulnerable to droughts, locusts, and zoonotic outbreaks, this zero-budget project component will ensure implementation flexibility in case of future emergencies and disasters. The project is anchored around developing robust institutions of the farmers and foster production systems. This will entail implementation of multiple project activities for livelihoods and value chain development. The project staff at state, district and village level will spearhead these activities. Thus, the project envisions to develop a robust management information system to facilitate data-driven decision support for seamless implementation of project interventions.
The objective of this assignment is to develop and implement an Integrated and GIS based Decision Support System which will (i) aid the programme staff to record the planning and implementation of project activities, (ii) track implementation of various program components at state, district, block and village levels and generate near real-time reports as per the need, and (iii) facilitate informed decision making at all levels through dashboards and visual analytics.
Development of the MIS will have hierarchical usability from Village/Panchayat/Block/District/State.
Overall, the consultancy firm is expected to be able to do the following:
Further, the MIS will support in digital progress monitoring and management support. The system will be developed in an integrated manner which will provide four-fold support to the project: (1) digital monitoring of the implementation progress, (2) real-time dashboards customized for key stakeholders for data drive decision-making support. (3) support in digital knowledge management, and finally (4) will facilitate seamless Human Resource and institution management with integration of Capacity Building modules.
The TSA shall be responsible for incorporating Geographical Information System capabilities in the Decision Support System (DSS). The objective in developing these provisions is to support planning, track progress and monitor the project progress through the programmatic staff viz., engineers and researchers in the project for effective natural resource management. The GIS system will be specifically used while developing village and block level plans to assess the existing natural resources in the area. Further, this will facilitate in preparing comprehensive development plans integrating Soil and Moisture Conservation plans into the Integrated Farming Systems in the target areas.
The entire MIS system will be a single software to manage various activities of project CHIRAAG across all the sectors. The MIS system should be able to support planning, implementation and monitor various initiatives under project CHIRAAG digitally. The application has to be GIS enabled and will support project management aspects for all programmatic/project components encompassed into a single system. The MIS system should track staff performance and their effectiveness. The system should collect data from existing sources or by creating new survey forms. An indicative list of the major modules for MIS system for CHIRAAG are as tabulated below:
Module | Context | Description |
Digital PRA and LG Micro Plan |
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GIS Integration |
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Data Integration |
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Community-Based Organizational Development |
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Results Framework tracking |
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Beneficiary Profile |
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FPO specific modules | The project would promote Farmer Producer Organizations. FPO module would support in robust monitoring of the FPO development progress and management |
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Cadre Data Reporting for CBOs (LG, CRC, FPO) |
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Soil Health Card Database |
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Digitization of Training Modules |
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Natural Resource Management Modules |
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CHC Module | The project would promote establishment of Custom Hiring Centres at Panchayat level. The MIS module would enable support in digital management of the CHCs |
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Project reporting MIS | This module will draw down the progress from the outputs obtained from each of the programme components and indicators based on the Results Framework with a frontend visualization in the form of a dashboard for various hierarchies in the project. |
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HR Management MIS | Pool of expert professional would be recruited at state, district, block and village level for effective implementation of the project. HR MIS would support in facilitating seamless management of the human resources |
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Develop Project Website | The project will have its own website for public display and communication |
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Knowledge Repository | The project will have multiple knowledge resources and communication materials, reports developed for project purpose. Further the project would develop a digital knowledge repository for developing institutional knowledge |
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Grievance Redressal System | The project would have a robust grievance redressal process. The MIS platform would complement the process and support in seamless disposal of grievances |
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Procurement MIS | To collate all data related to procurement activities /contracts awarded by all IA under the project |
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The consultant will propose an agile, modular MIS System with a robust architecture, based on feedback and learning.
The agency would be responsible for implementation with the following activities
* It is envisaged that the system development is completed in the first year of the project
** System Maintenance and Support shall continue through the project period from PY2 to PY5
The Consultant shall prepare a detailed training and capacity building plan for the system users with a focus on end-user services. The Consultant should provide trained resource persons to conduct the training in TOT mode (Training of Trainers). A library of training material in video and document formats should be provided for effective training. A detailed operational and capacity building manual has to be developed for the project MIS. An indicative 300 number of officials under CHIRAAG project (from SPMU to BPIU) are to be trained under the project. Multiple rounds of training based on the deployed modules will be conducted by the Consultant along with annual refresher trainings on a regular basis. Initial estimates indicate that the Consultant will be required to conduct an approximate number of 30 trainings annually with a batch size of 50 members (in each batch) to be conducted on an annual basis.
The TSA would determine the hosting needs of the web-based system by clearly defining the Data Centre requirements at the state level and provide handholding and maintenance support to the key staff for the duration of the contract. Post the end of the development stage of the assignment, the TSA would provide handholding and maintenance for a period of 1 year, to ensure a smooth handover.
The software should be supported both onsite and offsite by the Consultant as per defined service level in the contract. There should be a dedicated support cell or a helpline number to provide support for problems encountered by the project team during the operation of the application.
The total duration of the Assignment is for a period of 5 years (1 year of development followed by 4 years of maintenance).
The performance of the agency would be judged on the basis of work done against the agreed work plan. The agency will report to the State Project Manager (MIS, M&E) of CHIRAAG. A committee consisting of both thematic specialists from within and outside CHIRAAG, as deemed appropriate, would undertake a review of the work produced by the TSA from time to time.
The following support will be extended by the Project to achieve outcomes of the assignment:
Department of Agriculture Development and Farmer Welfare and Biotechnology would be the sole owner of the outputs and other deliverables of the assignment. The TSA will have no right of claim to the assignment or its outputs. Any report/document/material produced as part of these assignments would be deemed to be the property of DoA who is funding the assignment and the TSA will not have any claim over such outputs and will not use or reproduce the contents of the documents without the explicit written permission of the department.
The agency shall submit the project plans for design, development, implementation and rollout. There shall be a governance model agreed for review process and monitor the project progress with respect to timelines and quality. Various documentations like training materials, manuals, implementation guidelines, etc. will be provided during the various stages of the project.
The agency will be required to report on the following:
Post-Project Sustainability: Since the data generated from this System has learnings for the future working and planning by the Department, the Agency shall explore ideas towards integration, migration of the project core database, dashboard and potential learnings either by means of an API or such into the regular departmental servers to ensure the project data can be used for future decision-making.
Sl. No. | Key Experts | Staff (#) and Level of efforts (days in month) | Key Tasks | Qualification and Experience |
1. | Senior System Architect-cum-Project Lead | 1 (30) | Develop of architecture, functional and system requirement of the platform | At least 15 years of expertise in IT system and MIS development |
2. | Senior IT Development Professional | 1 (30) | Support in finalizing the FRS and SRS of the platform | At least 10 years of experience of developing the MIS systems with knowledge of database management |
3 | IT Developer | 2 (60) | Develop and design the code | At least 5 years of experience in coding and working in a similar project with experience designing UI/UX and Data Analytics |
4 | GIS Expert | 1 (10) | Development of GIS layers and database for integration with | Post Graduate in Geospatial technologies, GIS, Remote Sensing or similar area with minimum of 5 years of experience in GIS systems for agriculture/rural projects |
r. No. | Key Deliverables | Timeline schedule from the date of signing contract (T) (as of signing of contract) |
1 | Acceptance of User requirements specification study | T + 1 Month |
2 |
| T + 2 Months |
3 |
| T + 9 Months |
4 |
| To be finalized as per requirement gathering discussion |
5 |
| 2nd year through the project life cycle |
Annexure-C
CHIRAAG: RESULTS FRAMEWORK MATRIX
Project Development Objective: To improve income opportunities and the availability of nutritious foods in the targeted households of the tribal dominated areas in Chhattisgarh.
| |||||||
Project Development Objective Indicators | |||||||
|
| Cumulative Target Values (unless, indicated otherwise) | |||||
Indicator Name | Baseline | YR1 | YR2 | YR3 | YR4 | YR5 | End Target (YR6) |
Beneficiary households with intensified and diversified sources of income (Number) | 0 | 0 | 3,600 | 22,500 | 48,000 | 75,000 | 108,000 |
Of which, SCs and STs (Percentage) | TBD | 0 | 40 | 50 | 60 | 60 | 60 |
Beneficiary households with increased number of food groups available (Number) | 0 | 0 | 3,600 | 22,500 | 48,000 | 75,000 | 108,000 |
Of which, SCs and STs (Percentage) | 0 | 0 | 40 | 50 | 60 | 60 | 60 |
Farmers reached with agricultural assets or services (CRI, Number) | 0 | 4,020 | 31,920 | 99,600 | 159,600 | 199,200 | 240,000 |
Of which, female farmers (CRI, Number) | 0 | 201 | 4,788 | 34,860 | 63,840 | 99,600 | 120,000 |
Of which, SCs and STs (Number) | 0 | 900 | 9,600 | 37,500 | 72,000 | 105,000 | 126,000 |
Project Development Objective: To improve income opportunities and the availability of nutritious foods in the targeted households of the tribal dominated areas in Chhattisgarh.
| |||||||
Intermediate Results Indicators | |||||||
|
| Cumulative Target Values (unless, indicated otherwise) | |||||
Indicator Name | Baseline | YR1 | YR2 | YR3 | YR4 | YR5 | End Target (YR6) |
Component 1: Community empowerment and institutional strengthening | |||||||
Village development plans (Number) | 0 | 150 | 500 | 1000 | 1000 | 1000 | 1000 |
Beneficiary LGs with at least 50% membership from SC/ST households (Number) | 0 | 66 | 150 | 500 | 1000 | 1000 | 1000 |
Beneficiary LGs with at least 25% women members (Number) | 0 | 33 | 90 | 350 | 800 | 900 | 1000 |
IFS operationalized and including nutrition-related SBCC sessions (Percentage) | 0 | 0 | 20 | 30 | 50 | 75 | 85 |
Component 2: Integrated food and nutrition supportive agriculture systems | |||||||
Beneficiary households supported with sustainable water management and soil improvement practices (Number) | 0 | 300 | 10275 | 21375 | 22050 | 22050 | 22050 |
Increase in beneficiary household land area of more nutritious crops under production (Percentage) | TBD | 10 | 10 | 20 | 20 | 30 | 30 |
Beneficiary individuals which have adopted resilient and improved technologies and practices (Number) | 0 | 0 | 6750 | 36900 | 57600 | 81000 | 90000 |
Of which, women beneficiaries | 0 | 0 | 1013 | 7380 | 14400 | 24300 | 27000 |
Beneficiary households adopting at least two IFS activities (Percentage) | 0 | 0 | 10 | 15 | 20 | 25 | 30 |
Beneficiary individuals with improved Badis or backyard garden production (Number) | 0 | 2700 | 22500 | 73800 | 144000 | 144000 | 144000 |
Of which, women beneficiaries | 0 | 810 | 9000 | 36900 | 86400 | 86400 | 86400
|
Component 3: Value addition and access to markets | |||||||
Common hiring centers supported with value addition and processing infrastructure (Number) | 0 | 53 | 175 | 350 | 350 | 350 | 350 |
FPOs established under the project considered functional (Number) | 0 | 1 | 6 | 17 | 25 | 28 | 28 |
FPOs engaged in aggregation, grading, and/or primary processing (Number) | 0 | 0 | 0 | 6 | 11 | 14 | 14 |
Market linkage partnerships established (Number) | 0 | 1 | 4 | 4 | 5 | 10 | 10 |
Component 4: Project management, monitoring & evaluation, and knowledge management | |||||||
Partnerships with knowledge organizations (Number) | 0 | 1 | 2 | 3 | 3 | 3 | 3 |
Project-related grievances registered and resolved (Percentage) | 0 | 100 | 100 | 100 | 100 | 100 | 100 |
Decision Support System for Agriculture Department established (Yes/No) | No | No | Yes | Yes | Yes | Yes | Yes |
Policy note developed on promoting and financing FPOs (Yes/No) | No | No | No | Yes | Yes | Yes | Yes |
Monitoring and Evaluation Plan | ||||
PDO Indicator Name | Description (indicator definition etc.) | Frequency | Data Source/ Methodology | Responsibility for Data Collection |
Beneficiary households with intensified and diversified sources of income (Number) (Disaggregated by social category) | See PAD, Footnote 45. | Every six months | MIS, field visits, baseline, end line survey Reports, field visits, desk reviews, meetings | SPMU |
Beneficiary households which have increased the number of food groups available (Number) (Disaggregated by social category) | Food items are categorized based on the 12 HDDS food groups. The number of food groups available (whether produced or purchased) has increased if the diversity of available foods has risen by at least one food group. | Every six months | MIS, field visits, baseline, end line survey Reports, field visits, desk reviews, meetings | SPMU |
Farmers reached with agricultural assets or services (CRI, Number)
(Disaggregated by gender and social category) | This indicator measures the number of farmers who were provided with agricultural assets or services as a result of World Bank project support. "Agriculture" or "Agricultural" include: crops, livestock, capture fisheries, aquaculture, agroforestry, timber, and non-timber forest products. Assets include property, biological assets, and farm and processing equipment. Biological assets may include animal agriculture breeds (e.g., livestock, fisheries) and genetic material of livestock, crops, trees, and shrubs (including fiber and fuel crops). Services include research, extension, training, education, ICTs, inputs (e.g., fertilizers, pesticides, labor), production-related services (e.g., soil testing, animal health/veterinary services), phyto-sanitary and food safety services, agricultural marketing support services (e.g., price monitoring, export promotion), access to farm and post-harvest machinery and storage facilities, employment, irrigation and drainage, and finance. Farmers are people engaged in agricultural activities or members of an agriculture-related business (disaggregated by men and women) targeted by the project
| Every six months | MIS, field visits, baseline, end line survey
Reports, field visits, desk reviews, meetings | SPMU |
Monitoring and Evaluation Plan | ||||
IRI Indicator Name | Description (indicator definition etc.) | Frequency | Data Source / Methodology | Responsibility for Data Collection |
Village development plans (Number) | Number of village development plans approved and financed. | Every six months | MIS, field visits, baseline, end-line survey
Reports, desk reviews, meetings | SPMU |
Beneficiary LGs with at least 50% membership from SC/ST households (Number) | Project-supported LGs have at least 50% membership consisting of SC/ST. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Beneficiary LGs with at least 25% women members (Number) | Number of project-supported LGs with at least 25% women members. | Every six months | MIS, field visits, baseline, end-line survey
Reports, desk reviews, meetings | SPMU |
IFS operationalized and including nutrition-related SBCC sessions (Percentage) | IFS' set up and operational, with nutrition-related SBCC sessions on diet diversity, maternal, infant and young child feeding, traditional recipes, WASH, and maternal and child health. IFS use master trainers to conduct sessions for all households with farmers and vulnerable groups. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Beneficiary households supported with sustainable water management and soil improvement practices (Number) | Number of beneficiary households supported with sustainable water management and soil improvement practices. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Increase in beneficiary household land area of more nutritious crops under production (Percentage) | Average increase in land area under production of more nutritious non-paddy crops, with separate measure for increase in land area for millets, pulses, fruits, and vegetables (underground vegetables and trellis vegetables). This captures increases at extensive margin (households not devoting land to a certain crop) and intensive margin (households which increased land devoted to a certain crop). Average across seasons in a year will be measured for each household. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Beneficiary individuals which have adopted resilient and improved technologies and practices (Number)
(Disaggregated by gender) | New technologies and practices derived from various project-provided training, e.g. INRM, IFS, climate smart agriculture, nutrition, integrated nutrient and pest management, crop specific package of practices, and other extension services. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Beneficiary households adopting at least two IFS activities (Percentage) | IFS means at least two of: agriculture (field crop production in kharif and rabi season), horticulture (vegetable production in baadis for at least 7 months), livestock rearing (at least one type), aquaculture (at least 6 months in ponds/hapas), or agroforestry (at least 2 types of trees planted). | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Beneficiary individuals with improved baadis or backyard garden production (Number)
(Disaggregated by gender) | Improved baadis means use of better quality inputs, adoption of improved package of practices and implementation of year-round production (at least 8 months/year). | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Common hiring centers supported with value addition and processing infrastructure (Number) | Common hiring centers receiving infrastructure investments for primary processing, post-harvest handling and marketing. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
FPOs established under the project considered functional (Number) | FPOs established with business plans and financing. | Every six months | MIS, field visits, baseline, end-line survey Reports, field visits, desk reviews, meetings | SPMU |
FPOs engaged in aggregation, grading, and/or primary processing (Number) | Project-supported FPOs directly engaged in aggregation, grading, and/or primary processing activities. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Market linkage partnerships established (Number) | Partnerships, for inputs and outputs, between project-supported FPOs/LGs and value chain actors through MoUs, direct partnerships, or linkages formed. | Every six months | MIS, field visits, baseline, end-line survey Reports, desk reviews, meetings | SPMU |
Partnerships with knowledge organizations (Number) | Through MoUs between SPMU and knowledge organizations. | Every six months | MIS, field visits, SPMU meetings MIS, meetings with SPMU/ knowledge organizations, reports | SPMU |
Project-related grievances registered and resolved (Percentage) | Target beneficiaries have confidence in project transparency and accountability mechanisms that grievances will be addressed (complaints received vs. resolved). | Every six months | MIS, field visits, baseline, end line survey Reports, meetings, SPMU/DPMU/BPIU beneficiary stakeholder consultations, MIS reports, inputs from web-based mechanism. | SPMU |
Decision Support System for Agriculture Department established (Yes/No) | Decision Support System for Agriculture Department set up and rolled out to users. | Monthly for first 12 months | SPMU, missions In-house meetings, missions | SPMU |
Policy note developed on promoting and financing FPOs (Yes/No) | Policy note developed on FPO promotion and financing. | Every six months | MIS, missions, working/ ministries SPMU updates | SPMU |
[1]http://www.fao.org/conservation-agriculture/en/
[2] The State Agriculture University at Raipur, Chhattisgarh (http://www.igau.edu.in/)
[3] A 13-member Committee responsible for the gauthan’s overall management, governance and administration in the GP comprised of a President chosen by the Gram Sabha (not necessarily Sarpanch), 5 village youth, a cowherd (Charwaha), representatives from Panchayat Wards, village SHGs, village Community Resource Persons, Sarpanch, Secretary and Rural Agriculture/Horticulture Extension officers. Sarpanch is the elected GP head.
[4] Village organizations, self-help groups, Joint Forest Management Committee, Producer Groups (PGs)
[5]IFPRI Discussion Paper 01681, October 2017 ‘Nutrition-Sensitive Agriculture: What Have We Learned and Where Do We Go from Here? By Marie T. Ruel Agnes et.al., Poverty, Health and Nutrition Division
[6]‘Baadi’ as climate resilient ‘garden’ adjacent to the house that follows reduced chemical input use and sustainable biodiverse farming practices will be promoted under component 2.
[7]Women Nutrition Facilitators.
[8]NADEP is a special bio-digestor method of making improved compost.
[9]IFS use some outputs (i.e. by-products) and the services of one production component as an input to another within the farm unit. FAO.
[10]Common infrastructure will comprise two types: (a) custom hiring center, where communities can access farm mechanization services at a nominal fee; and (b) common service center, where communities can access value addition, storage, and processing services at a nominal fee. The CRC or other nominated community institutions will manage and operate these common infrastructures.
[11] KVKs are local agriculture extension agencies functioning under agriculture universities or promoted by non-governmental organizations.
[1]https://www.meity.gov.in/data-protection-framework
"},{"id":"OP00080030","notice_type":"Request for Expression of Interest","noticedate":"08-Nov-2019","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2019-11-15T00:00:00Z","submission_deadline_time":"12:00","project_ctry_name":"India","project_id":"P166020","project_name":"West Bengal Inland Water Transport, Logistics and Spatial Development Project","bid_reference_no":"WBLTIP/2019/EOI/033","bid_description":"STUDY FOR DEVELOPMENT AND PREPARATION OF INTEGRATED STRATEGIC DEVELOPMENT PLAN (ISDP) FOR INLAND WATER TRANSPORT IN WEST BENGAL","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Paribahan Bhaban-II\nCSTC Complex-Ground Floor, Kolkata-700107","contact_ctry_name":"India","contact_email":"saptarsipal1991@gmail.com","contact_name":"Saptarsi Pal","contact_organization":"West Bengal Transport Infrastructure Development Corporation Limited","contact_phone_no":"9038156649","submission_date":"2019-11-08T00:00:00Z","notice_text":"No. WBLTIP/2019/EOI/033 Dated: 05.11.2019
REQUEST FOR EXPRESSIONS OF INETREST CONSULTING SERVICES – FIRM SELECTION (ONLINE SUBMISSION OF EOI)
INDIA
West Bengal Logistics and Transport Improvement Project
Loan No./Credit No./ Grant No.: Applied for
Assignment Title: STUDY FOR DEVELOPMENT AND PREPARATION OF INTEGRATED STRATEGIC DEVELOPMENT PLAN (ISDP) FOR INLAND WATER TRANSPORT IN WEST BENGAL
Reference No.: WBLTIP/2019/EOI/033
The Government of West Bengal (GoWB) through the Government of India has applied for a loan from the World Bank (WB) for implementation of the West Bengal Logistics and Transport Improvement Project (WBLTIP The WBTIDCL now intends to apply a portion of the loan for hiring a Service Provider firm for following consultancy services:
1. STUDY FOR DEVELOPMENT AND PREPARATION OF INTEGRATED STRATEGIC DEVELOPMENT PLAN (ISDP) FOR INLAND WATER TRANSPORT IN WEST BENGAL
The State Project Director (SPD), WBTIDCL at State Project Management Unit, WBTIDCL, Transport Department, Paribahan Bhaban-II, CSTC Complex-Ground Floor), Kolkata- 700107, West Bengal, India. Tel No. 033-24429081/82 e-mail: wbtidc@yahoo.com now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services, latest by 15th November, 2019.
The shortlisting criteria are: - The firm should -
a) Have been in business for at least last five (05) years.
b) Have proven experience of successfully completed at least 2 similar assignments in the last 5 years
c) Have an average annual turnover of Rs. 20.00 crore in the last 3 financial years;
d) Have technical and managerial capability to undertake the assignment.
2. The lists of documents to be submitted along with EOI are (Expression of Interest shall not be more than total 60 pages): -
a) Name, address, e-mail, telephone along with a note on the Ownership and organizational structure & core business area of the consulting firm;
b) Document (s) to demonstrate that the firm is in the business for the last 5 years;
c) Document (s) relating to details of Similar Assignments executed during the last 5 years supported by completion or acceptance certificate(s);
d) Certificate from the statutory auditors/Chartered Accountant stating the year wise annual turnover during each of the last 3 financial years.
e) A short write-up on technical and managerial capability of the firm (key personnel would not be evaluated at this stage and hence CVs shall not be submitted).
f) A hard copy of the EOI should also be submitted in the office of WBTIDC Ltd.
3. The consultant will be selected in accordance with the Quality and Cost-based Selection (QCBS) method pursuant to the World Bank’s “Procurement Regulations for IPF Borrowers; Procurement of Goods, Works, Non-Consulting & Consulting Services, July 2016”, available at www.worldbank.org. Attention of the interested agencies is drawn to paragraph 3.14 of the said Regulations relating to the Conflict of Interest.
4. Consultancy firms may associate with other firms [excluding not-for-profit organizations (such as NGOs, and universities)] in the form of a joint venture (JV) or a sub-consultancy to enhance their qualifications. However, nature of association i.e. whether JV or Sub-Consultant, must be clearly mentioned in the Expression of Interest.
5. Interested Consultancy Firms/ Agencies must submit their EOIs in English language through https://wbtenders.gov.in
Date & Time Schedule: -
Particulars
| Date & Time |
| 05.11.2019 |
| 05.11.2019 |
| 06.11.2019 9.00 AM |
| 15.11.2019 12:00PM |
| 15.11.2019 1.00 PM |
Yours faithfully,
Sd/-
(Amitabha Sengupta)
Special Secretary, Transport Dept, GoWB &
Project Director
INTEGRATED STRATEGIC DEVELOPMENT PLAN (ISDP) FOR INLAND WATER TRansport in West Bengal
TERMS OF REFERENCE
To provide an assessment of current and projected demand in IWT/ ferry traffic covering West Bengal, including vehicle ferry services, passenger commuting, cargo and freight transport, for different growth scenarios (optimistic, normal, pessimistic) for a defined forecasting period;
To review and incorporate the findings of “FEASIBILITY STUDY FOR INLAND WATER TRANSPORT IMPROVEMENT IN KMA”, undertaken under the West Bengal TLSDP Project for KMA. Focus areas for the study include – Demand assessment of IWT Traffic, approaches to improve modal share of IWT Traffic, evaluation of key Ferry Ghats for investment, optimum vessel fleet requirement, preliminary social assessment, IWT Environment sustainability plan, funding and financing arrangements for terminal and ferry operations.
Overall, to present a State-wide comprehensive and pragmatic vision for the IWT sector development up to 2035, based on extensive data and facts analysis, and consistent with current and projected demand, the expected financing capacity of the State, cost-recovery from charges, and indicating clearly opportunities for private finance for both service provision and infrastructure;
To review and assess the existing condition of the IWT infrastructure and services in identified study area (ref: Para 1.7) and carry out a detailed assessment and gap analysis of the ports/ ferry terminals/ ghats, multimodal/intermodal transportation infrastructure for hinterland accessibility, IWT fleet composition, condition and demand assessment., first-mile and last-mile connectivity, navigation aids and IT services, and the main channel managed by the IWAI;
To identify necessary interventions by section to facilitate a mode switch to IWT by section, if shown to be viable, in terms of physical infrastructure, dredging, access, landing, storage and handling facilities, and vessel services, scheduling, type and number, access and landing facilities, determining unit prices and costs from other projects such as the National Waterway 1 in similar conditions;
To identify the key Ferry Ghats for investments in the identified study area (ref: para 1.7) (major nodes are already identified by IWAI based on location and passenger/goods traffic), including a fast track assessment and feasibility study of the passenger Ferry Ghats / landing points and related infrastructure improvement (including those serving Ro-Ro vessels) pre-identified or jointly identified by the West Bengal Government for modernization. Expert consultant will be engaged to identify and to propose the required investments with cost estimates for the development of the IWT sector in KMA, for the short term (5 years) 2020 -2025, for the medium term 2025-2030, and for the longer term between 2030-2035 (indicating sources of funding and cost recovery);
To undertake feasibility study and prioritization of the investments proposed in task (vi) for inclusion in the scope of the West Bengal Transport, Logistics and Spatial Development Project (TLDSP), with extensive consultation of all key project stakeholders. This study may include a Technical Study focusing on multi-modal station area plans to ensure improved accessibility and time savings for commuters and freight, economic and financial viability study with switching values, a formal risk and sensitivity analysis, and an indication as to the potential contribution of the public and private sector in the financing, implementation and operation stages.
The Consultant undertaking the Integrated Strategy Development Plan (ISDP) would:
Note: The development of the strategy and Feasibility Studies for IWT will involve an extensive primary survey, supplemented by credible secondary inputs wherever feasible and jointly approved and agreed by the Clients and the World Bank Team. The product will be focused on the Inland Water Transportation in the “identified Study Area”, with an emphasis on the KMA.”
The Consultant will be expected to undertake a detailed review of the condition / capacity of the IWT infrastructure assets and services, and compliance with applicable international technical standards and norms.
Task A.1 – Current Demand and demand forecast for IWT sector: This task involves assessment of baseline demand (passenger and freight) for IWT ascertained through primary research and the preparation of robust demand forecast for a defined base year (2018), and the target year of 2035; and intermediate years 2025 and 2030.
It should present the demand for IWT transport in its broader transport context by main market segment including reliable cost and time estimates for the movement of consignments by different modes for different origin destinations, by time of the year, through the logistics chain (including origin or points of transshipment, delivery to warehouses or local markets/manufacturing plants, and destination or final consumption point). Consultant should maintain a stock take of the supply chain and for each segment within the chain, the consultant is expected to collect information on required time and freight tariffs charged by operators, and examine the cost of operations for operators and the related constraints (like local toll/tax, GSD and documentation or insurance) for the different alternatives. For passenger services it should include gender disaggregated feedback on service performance. The employed model should be defined using commercially produced software, and the procurement of necessary licenses for the Transport Department to take over the model should be included in the proposal of the Consultant. Alternatively, the Consultant may use the software already utilized by “Feasibility Study” Consultants in project preparation stage. Traffic forecasts should be based on a series of simple, but reasonable traffic demand analyses and assumptions for each traffic type and transport mode for three future growth scenarios (optimistic, normal, pessimistic) on mutual agreement with WBTIDC. The model should be able to accommodate existing IWT system and usage patterns, be in coordination with the Transport Department and KoPT’s current operations as well as changes to be made in the future. For example, the model should be able to accommodate new IWT terminals / services, vessel routes, frequency, or fares and analyze the consequence of changes in those parameters. The model should be able to disaggregate the travel pattern of different income groups, and test outcomes of various policy and infrastructure interventions on the modal split. The model will allow estimates of maximum potential for the modal share of IWT traffic.
Task A.2 – Review of Current Condition of IWT Infrastructure and Services and Gap Analysis. The review is expected to include a detailed analysis of the existing IWT infrastructure and services at all levels to ascertain current characteristics, condition, performance, suitability and needs and to identify the gaps to meet the projected demand. The review is expected to cover the fleet composition, service routings, service levels by type of vessel, ports, ferry terminals, channels to the ports and ferry terminals, first and last mile connectivity, navigation aids and night navigation, and the main channels and routes currently managed by several entities. This covers public and private stakeholders, and freight and passenger markets. It should give a recommendation on the best way to organize the infrastructure assets, including an analysis of the required interface / intermodal mechanism between the different modes and users.
Task A.3 – Review of Accessibility to IWT Infrastructure and Services. This task is expected to review and evaluate the level of hinterland accessibility of IWT users like passengers, freight operators and transporters, to the IWT terminals. Among others, the task should be able to - reveal the extant gaps in access to IWT terminals for these areas; comparison of IWT versus other modes of transport in terms of travel time / cost / availability/ mode available to reach basic facilities such as health, education, employment, markets etc.
Task A.4 – Review and incorporate the findings of “FEASIBILITY STUDY FOR INLAND WATER TRANSPORT IMPROVEMENT IN KMA”, undertaken under the West Bengal TLSDP Project for KMA. Focus areas for the study to be incorporated in wider TLSDP context, includes – (a)Review of the current pricing and financing and funding management of the IWT sector; (b) Improved Safety in IWT; (c) Environmental sustainability of IWT sector; (d) Detailed Review of the Institutional Framework for Private Finance
Task B.1 – Review “The IWT Sector Development” tasks carried out under “FEASIBILITY STUDY FOR INLAND WATER TRANSPORT IMPROVEMENT IN KMA”, undertaken under the West Bengal TLSDP Project for KMA and incorporate the findings as applicable to the identified project area.
Task B.2 – Vision for IWT Sector Development: Utilizing all relevant information, the demand projections and the institutional framework for private finance, the Consultant will propose a Vision that aims to improve quality, efficiency, and adequacy of water transport services and port performance in a draft Integrated Strategy Development Plan (ISDP) for discussion with state government/counterparts and stakeholders. The Vision will include performance indicators, logistics infrastructure gaps and congestion parameters and accessibility indicators. The focus of the ISDP is to enlist the recommendations on various infrastructure and policy interventions required to establish an economically viable network with a framework of potential growth and expansion of the transport system, and incentives to facilitate modal shift to waterways. This ISDP is expected to cover inter alia improvements in IWT management and operations, infrastructure, improved regulatory and funding regime efficiency and a sustainable business environment. The recommendations should cover the requirements for construction of IWT fleet, establishing higher fleet standards and cleaner technologies, together with high levels of operational performance and enhanced environmental management. The recommendations should include options in all necessary areas, if shown to be viable, in terms of physical infrastructure, dredging, access, landing, storage and handling facilities, and vessel services. It should include unit prices and costs from other projects in similar conditions. The recommendations will be benchmarked international and national good practices. The recommendations should be developed with a view to encourage investment in the industry and should be in compliance with international waterways agreements.
Task B.3 – Possible Modal Share Changes to Boost IWT Demand: Based on the demand forecast (as given in A.1), the consultant is expected to assess and incorporate the current passenger / commodity type and different transport links that can be shifted to IWT mode in the Vision. The challenges for achieving the potential of passenger and freight on the IWT corridor should be analysed, and solutions to mitigate the challenges be proposed. This could include issues of increasing service connectivity and reliability, terminal-hinterland connectivity, cargo consolidation, customs/ approval processes, increasing IWT passenger convenience etc. This would be used as basis for IWT investment at later stage. The impact of the two scenarios (with the Vision, or business as usual) will be presented in quantified terms.
Task B.4 – IWT Sustainability Plan: Building on the Vision for IWT Sector Development, and the analysis of environmental sustainability of the sector developed under task A.4, propose a plan to enhance environmental sustainability of the IWT sector in West Bengal. Specific activities may include, for example: (a) proposed policy reforms, incentive schemes and investments/subsidies for promoting lower carbon transport modes and routes in a multimodal context; (b) adoption of greener /more efficient technologies for vessels (including cleaner fuels like CNG, sewage treatment systems, solar lighting, waste compressors, energy efficiency design improvements, etc); (c) measures to increase the carbon efficiency of existing IWT users, such as by reducing travel time on the road (road miles) through more direct connections and efficient supply chain management through logistics consolidation facilities; (d) measures to improve waste effluent management and introduce green technologies at ports and terminals; environmental awareness campaigns and training programs; etc. The strategy should also outline recommendations to address capacity gaps and regulatory/institutional barriers (including on institutional coordination) for effective implementation of the proposed actions. Provide initial cost estimates and potential funding streams. Conduct a detailed environmental feasibility assessment of the highest priority activities, including a calculation of potential GHG emissions reduction benefits.
Task C.5 – Investment Plan and Financing: development of full Investment plan for financing the vision including strategy for mobilizing financing.
Task C.1 – Action Plan: The draft ISDP, after discussion with representatives of the WBTIDC and the World Bank, will be developed into a detailed Action Plan with specific phases for each activity with key parameters, methodology for all activities, setting out timelines/timetables, responsibilities and implementation mechanisms. The Action Plan should ensure continued performance of functions while the current institutional framework is gradually improved. The Consultant will also identify necessary legal changes to affect the reforms. This Action Plan should include all infrastructure and policy actions required, as well as any engagements with the private sector to increase private investments.
Criteria should be developed under this consultancy to guide the selection of actions. The criteria will ensure that the infrastructure improvements / designs will adopt a ‘working with nature’ approach in which Project objectives are satisfied in a way that prioritizes the natural ecosystem (e.g. limit dredging, utilize portable / modular infrastructure design adaptation for landing stations to enhance climate change resiliency, low draft vessel designs, etc.). The developments would offer opportunities for ecotourism development, rejuvenating the river waterfront and integrating quality ferry terminals into Kolkata’s urban fabric.
Task C.2 – Investment Plan and Financing: As part of the Action Plan, the Consultant will also prepare a detailed investment plan, highlighting the priority investment projects for the short term 2018-2025, which should be taken up under the proposed West Bengal Transport and Logistics Improvement Project, for the medium term 2025-2030, and for the long term between 2030-2035. The investment plan will set out activity phase specific timelines/timetables, responsibilities and mechanisms, based on the demand forecasts and an assessment of financing options and funding resources to service the financing.
The Consultant will present and agree with the WBTIDC and the World Bank, on a priority list of investment (for the amount of about US$100 million) to be financed under the West Bengal Transport and Logistics Improvement Project from the list of available investment options. To this end, the consultant will undertake a Feasibility Analysis, including an assessment of the economic, financial, technical, social including gender, trade and environmental implications for the selected project. This study may include a Technical Study focusing on multi-modal station area plans to ensure improved accessibility and time savings for commuters and freight.
Task D.1 – Carry out additional data collection and engineering surveys (if deemed necessary from previous tasks);
Task D.2 – Engineering survey, preliminary concept design of alternative improvement options as per World Bank’s requirements.
Task D.3 – Environmental health and safety (EHS) screening, alternatives analysis, and reflection of EHS measures into engineering designs / cost estimations. This shall include the following: (Note: these tasks will require coordination with a separate, independent EIA consultancy to be contracted in parallel, to be facilitated by WBTIDC. If analysis and conclusions about major environmental issues, potential costs/benefits, and details of mitigation measures to reflect in designs and cost estimates differ across the two firms, WBTIDC may instruct the Consultant to reflect the findings of the independent firm.)
Task E.4 – Preliminary Social Assessment (Screening and Scoping). In case it is established that RFCTLAR&R, Act 2013 is not applicable to the sub-project, the consultant will carry out detailed social screening, data on hotspots, include, realistic estimates on impact of government land to be transferred, any informal settlements, estimate cost for resettlement and transfer of government land. If the RFCTLAR&R Act is applicable, then it must incorporate findings from the SIA studies carried out concurrently and incorporate in the feasibility study. In addition, it will incorporate recommendation from Gender and trade study on accessibility and suggested intervention to enhance trade at terminals.
Preliminary Social Assessment for each ferry infrastructure facility i.e. terminals, landing ghats, access, and findings to be integrated in the feasibility, preliminary design and detailed design for each alternate site. Preliminary Social Assessment will cover demographic, social and economic profile of likely adversely impacted, land holding including estimate of land to be acquired and enumerate structures and typology, estimate of affected household, estimate of displaced household, estimate fisher-folk households that may be adversely affected by increase in passenger ferries, consultation, institutional capacity, resettlement and rehabilitation, legal and policy framework and budget. It should incorporate application of Right to Fair and Transparent Land Acquisition and Rehabilitation and Resettlement Act, 2013 (Henceforth called the Act) and compliance with World Bank Social Safeguard Operational Policies 4.10 and 4.12. Data will be collected on application, which will be geo-referenced including the consultations, assets etc. for which a workflow will be prepared to develop application as part of the Inception report. Analyse the secondary data on health and educational services and impact of lack of services i.e. infant mortality, maternal health, death rate at child birth, school dropout rate, etc. on inhabitants of islands and in upper West Bengal. In case it is established that RFCTLAR&R Act is applicable then similar information needs to be collected from the SIA consultant.
The outcome of the feasibility study with the various options identified, master plan and preliminary design options, comparison of options in terms of technical, social, environmental and economic aspects shall be presented to the client. Output will be Preliminary Social Assessment (screening & scoping report) which will establish applicability of the Act 2013 and comply with OP/BP 4.10 and 4.12 and broad action plans. It should also reflect the findings from the Gender and trade study.
Task E.5 – Economic/ financial analysis of the studied alternatives. The Consultant will undertake an economic and financial assessment of the proposed component to ensure the identification and selection of the most economically efficient options and to ensure that the proposed investments can reach an acceptable NPV, IRR and EIRR. The analysis will include switching value analysis, sensitivity analysis, and risk analysis. The Consultant should also indicate whether these alternatives are appropriate for (i) private sector financing; (ii) public-private sector financing; or (iii) public sector financing, and consistent with the current and projected financing capacity of the State. In case of financially unviable projects, the amount of Viability Gap Funding (VGF) required to make the project financially viable to be stated.
The priority list of investment specified above would include terminal feasibility study of select terminals /ghats / landing points. The feasibility study report would form key inputs for the terminal design consultants. This should include the feasibility study of the passenger Ferry Ghats / landing points pre-identified or jointly identified by the West Bengal Government for modernization and infrastructure improvement on priority.
This activity is expected to require the following tasks:
The Financial Analysis is also expected to inform on the following aspects of potential private operation:
Activities | Date |
Inception Report | Contract signing + 4 weeks |
Monthly Progress Reports | Every four weeks |
Interim report with West Bengal IWT Investment Plan | Contract Signing + 12 Weeks |
West Bengal IWT Investment Plan + Feasibility Assessment Draft Final Report & Workshop with stakeholders | Contract Signing + 20 Weeks |
Integrated Draft Report | Contract Signing + 24 Weeks |
Draft Report with comments from the Client and the Bank incorporated Draft Final Report & Workshop with stakeholders | Contract Signing + 28 Weeks |
FINAL REPORT | Contract Signing + 32 Weeks |
Title | Qualifications/Experience |
Team Leader |
|
Transport Economist |
|
Structural Engineer |
|
Naval Architect |
|
Terminal Planner |
|
PPP/ Private Finance Specialist |
|
Port/Waterways Specialist |
|
Urban Planning Specialist |
|
Environmental specialist |
|
Social Development specialist |
|
Procurement Specialist |
|
Annex A: Map depicting KMA’s identified passenger ferry Landing points on the Hooghly
Annex B: List of all ferry Ghats / landing points within the project Area
The table below provides preliminary list of potential projects. The list can be revised and/or expanded based on the studies conducted under this TOR.
Name | Status | Jetties | No. of Passengers Both Ways (Approximate value) | Ownership of available land around the jetties |
| |
Jetties surveyed – potential investments on water-side to improve capacity | ||||||
1 | Chandpal Ghat | Operational | Chandpal -I & II | 10,000 | Kolkata Port Trust |
|
2 | Howrah Station Ferry Ghat | Operational | Howrah Jetties- III & IV | 27,500 | Kolkata Port Trust |
|
3 | Armenian Ghat | Operational | Armenian | 6000 | Kolkata Port Trust |
|
4 | Jagannath Ghat | Non-operational | New Construction |
| Kolkata Port Trust |
|
5 | Sovabazar Ghat | Operational | Sovabazar Jetty | 500 | Kolkata Port Trust |
|
6 | Ahiritola Ghat | Operational | Ahiritola Jetty | 20,600 | Kolkata Port Trust |
|
7 | Konnagar Panihati Service | Operational | Konnagar & Panihati Jetty | 5,000 | Konnagar Municipality on the Konnagar Side. |
|
8 | Chinsurah Naihati Service | Operational | Chinsurah & Naihati Jetty | 11,000 | Land on the Chinsurah side is uder Port Trust. |
|
9 | Sheoraphuli Barrackpore Service | Operational | Sheoraphuly jetty & Barrackpore Jetty | 8,500 | Baidyabati Municapality on the Sheoraphuli side. |
|
10 | Shalimar Ghat | Non-operational |
|
| Railway Land |
|
11 | Bally Ghat | Non-operational | New Construction |
| Bally Municipality |
|
12 | Shibpur Ghat | Operational | Shibpur Jetty | 3,250 | Kolkata Port Trust |
|
13 | Halisahar Jetty | Operational | Halishahar Jetty | 1,650 | SDLLRO |
|
14 | Bansberia Jetty | Operational | Bansberia Jetty | 1,470 | Zilla Parishad |
|
15 | Rashmoni Ferry | Operational | Rashmoni Ferry | 508 | Municipality |
|
16 | Titagarh –Ballavpara ferry | Operational | Titagarh ferry | 2500 | municipality |
|
17 | Dhobighat Ferry | Operational | Dhobighat Ferry | 11000 | municipality |
|
18 | Manirampur Ghat | Operational | Manirampur Ghat | 6100 | municipality |
|
19 | Fulleswar Ferry | Operational | Fulleswar Ferry | 850 | Zilla Parishad |
|
20 | Gourhati Ferry | Operational | Gourhati Ferry | 615 | municipality |
|
21 | Debitala Ferry | Operational | Debitala Ferry | 950 | municipality |
|
22 | Noorpur Ferry | Operational | Noorpur Ferry | 870 | Zilla Parishad |
|
23 | Donipur-Gadiara Ferry | Operational | Donipur-Gadiara Ferry | 900 | Zilla Parishad |
|
24 | Panchpara-Rajahat Ferry | Operational | Panchpara-Rajahat Ferry | 800 | Zilla Parishad |
|
25 | Podra-Panchpara- Sankrail Ferry | Operational | Podra-Panchpara- Sankrail Ferry | 950 | Zilla Parishad |
|
Renovation Of Jetties | ||||||
26 | Outram Jetty | Operational | Outram Jetty | river safety operation | Kolkata police river traffic |
|
27 | Howrah (WBTC) Jetty | Operational | Howrah WBTC Jetty | 12,360 | WBTIDCL |
|
28 | Khardah Jetty | Operational | Khardah Jetty | 4050 | municipality |
|
Annex C: Categories of Potential Investments
Investments under the framework are located within the Project area along the Hooghly river in the following municipalities: Kolkata, Howrah, Hooghly, and other municipalities within the study area. Within each municipality, specific subprojects will be selected, designed and constructed through the fund available under the World Bank loan. The selected subprojects should be in line with the sector vision and allow priority investments identified as part of such vision to be considered for the remaining investments. These might include, but not limited to:
Annex D: List of studies and available data
| Report | Author | Date of publication | Link |
1 | Jaladhara – A State Scheme on Inland Waterways | West Bengal Transport Department | June 27, 2017 | N/A |
2 | Report on Development of Waterways from 2011-18 | TP&TE, WB Transport Department | November 3, 2018 | N/A |
3 | A Study to develop model RORO – Infrastructure in West Bengal to Boost Business | BCCI, Bengal Chambers of Commerce &Industries | July 2018 | N/A |
4 | Proposed Transport Infrastructure Development works during the A/c year 2019-20 | TP&TE, WB Transport Department | N/A | N/A |
5 | IWAI - DPR for Kaladan Multimodal Transit Transport Project | CONCORDIA / Inland Waterways Authority of India | N/A | N/A |
6 | IWAI - Detailed report on Kaladan Project – Project Description with analysis of positive and negative impact | ESSAR Projects India Ltd/ IWAI | 2013 | N/A |
7 | KoPT - Feasibility study for setting up Riverine Barge Jetty for handling flyash | Kolkata Port Trust | N/A | N/A |
8 | KoPT - Feasibility study for Floating Riverine Barge Jetty with connecting road and storage area | Kolkata Port Trust | N/A | N/A |
10 | KoPT - Feasibility study and DPR for development of Oil Terminal at Haldia Dock 2 (PPP model) | Kolkata Port Trust | N/A | N/A |
11 | KoPT - Feasibility study on development of RORO service from Balagarh, Mongol Island | Tata Consultancy Services/ Kolkata Port Trust | 2019 | N/A |
12 | Consultancy Services for Project Preparatory and Definition Study for Development of Ferry services on NW-1. | Inland Waterways Authority of India | N/A | N/A |
13 | Consultant for IWT Sector Development Strategy and Market Development Study for Capacity Augmentation of National Waterway- 1 | Inland Waterways Authority of India | N/A | N/A |
14 | Asset Management & operational framework development for NW-1
| Inland Waterways Authority of India | N/A | N/A |
15 | Plan and Implementation support for Commercialization of NW-1 | Inland Waterways Authority of India | N/A | N/A |
16 | WBHDCL: Consultancy Services For Formulation Of Baseline Master Plan For Entire State Highway Network Of West Bengal And Prioritization Studies | RITES with Aarvee Associates | N/A | N/A |
17 | Eastern Dedicated Freight Corridor (EDFC)Project feasibility report/ DPR – Phase IV : Dankuni - Sonnagar (Funding through PPP) | DFCCIL/RITES IRG SYSTEMS SOUTH ASIA PVT.LTD. ABNAKI INFRASTRUCTURE APPLICATIONS & INTEGRATED DEVELOPMENT PRIVATE LIMITED | N/A | PPT Link |
18 | Railways plans for Kolkata Metropolitan Area | Railways | N/A | N/A |
19 | Draft National Logistics Policy | Ministry of Commerce & Industry, India | February 5, 2019 | Document link |
20 | Logistics Park Development and Promotion Policy of West Bengal 2018 | West Bengal Industrial Development Corporation | 2018 | Document link |
21 | Study on Regional Industrial Development for Howrah, Uluberia and Dankuni regional industrial cluster | KPMG/FICCI | Study ongoing/2019 |
|
22 | Feasibility Study for ICP Petrapole – Phase I | RITES/ Land Port Authority of India | N/A |
|
23 | Annual Report 2017-18 of Land Port Authority of India Ltd | Land Port Authority of India Ltd | 2018 | Report Link |
24 | Annual Report 2017-18 of Central Warehousing Corporation Ltd | Central Warehousing Corporation Ltd | 2018 | Report Link |
Annex E: Draft TOR for IWT of the Institutional Strengthening and Business Planning (ISBP) Study
River transport has been identified by the Government of India as an under-leveraged component of connectivity. West Bengal stands to benefit from better harnessing such potential and creating a replicable approach for other Indian states. The Transport Department of the Government of West Bengal, with the support of World Bank is implementing a Multisectoral Connectivity and Spatial Development Project – the West Bengal Transport and Logistics Improvement Project. The project would support catalytic investments to create and nurture the nascent river transport market for freight and passengers, leverage private sector participation and demonstrate the potential of water transport. One of the key outcomes of the project would be to support enhancement of Passenger and Freight Movement, through supporting infrastructure and building institutional capacity. The proposed World Bank project area includes the six most populous districts of Southern West Bengal: Howrah, Hooghly, East Midnapur, South and North 24 Parganas and Kolkata. Government of West Bengal has identified the West Bengal Transport Infrastructure Development Corporation (WBTIDC) as the primary implementing agency for the project.
West Bengal Transport, Logistics and Spatial Development Project (TLSDP)
The West Bengal TLSDP Project Development Objectives are to: (a) strengthen the institutional capacity of state agencies for facilitating logistics (b) enhance strategic guidance and spatial development for investment prioritization; and (c) improve accessibility across the Hooghly River and its banks. The project comprises of the following components and sub-components:
2.1 Spatial Development Strategy
2.2 Comprehensive Mobility Plan
2.3 Logistics Action Plan
2.4 Technical Studies
3.2 Facilitating Freight Flow
3.3 Multimodal Logistics Hub Development
The proposed project is a multisectoral activity and requires close coordination among the Government’s Transport, Commerce and Urban Departments. It will be imperative to strengthen the core institutional capacity of these key institutions, who will be the implementing agencies of the project. This will include strengthening the planning process, improving inter-agency decision-making, and supporting the modernization of the current IWT system.
West Bengal Inland Water Transport institutional setup and operations
The Inland Water Transport (IWT) in West Bengal typically involves three State entities under Transport Department:
The State Transport Department’s involvement in Inland Water Transport Operations in the state of West Bengal, is mainly aligned to following activities:
The main recent initiatives undertaken by Transport Department are given as follows:
Recently in mid-2019, the State Transport Department, through Cabinet decision has also undertaken substantial Organizational restructuring to improve IWT Operations, which include – (i) Setting up IWT branch within Transport Department, with 63 positions already staffed; (ii) Restructuring of IWT Directorate; (iii) Creation of River Safety and Infrastructure Development Wing under WBTIDCL; (iv) Strengthening the Inland Waterways Wing within WBTC for maintenance and management of IWT Infrastructure; (v) Setting up of Jaladhara Cell within WBTIDC, to enable effective implementation of Jaladhara Scheme.
Reforming West Bengal Inland Water Transport sector
With the intent to reform the IWT Sector in West Bengal, the project shall undertake a comprehensive study towards developing the Integrated Strategic Development Plan (ISDP) for Inland Water Transport in West Bengal. The primary objective of the ISDP study is to prepare an Integrated Strategic Development Plan (ISDP) for IWT in West Bengal to guide the sustainable development of the State till 2035. This will be further aligned to the Feasibility study for prioritized IWT investments in Kolkata Metropolitan Area being undertaken during the TLSDP project preparation phase. The ISDP Consultant is expected to – (a) Undertake Demand Assessment of IWT/ ferry traffic covering West Bengal; (b) present a State-wide comprehensive vision for the IWT sector development up to 2035; (c) Undertake Gap analysis of the IWT infrastructure and services in Project; (d) Recommend and prioritize IWT Infrastructure investments; (e) Develop Final IWT Action Plan, IWT Investment Plan for the state outlining all infrastructure and policy actions, Private Sector participation mechanism through time-bound implementation options, responsibilities, and financing options.
Along with developing long term IWT Sector strategy, there is also a need for a comprehensive study focusing on Institutional aspects of IWT. This is intended to be undertaken through a detailed Institutional Strengthening and Business Planning (ISBP) study, that will provide West Bengal Transport Department with cohesive business plan for implementing comprehensive Institutional Strengthening Reforms - including strengthening the planning process, improving inter-agency decision-making, and supporting the modernization of the current Inland Water Transport system. Given the complexity and scale of the Transport Department’s functions in the state, it needs to be ensured that the reforms are planned in a mutually agreeable and phased manner that ensures minimum disruption to the ways of business and are aligned to the ongoing reform initiatives of the department. The new IWT units/Departments created need to strengthen itself both institutionally and operationally to enable competitive positioning of inland waterways in West Bengal’s transport system and facilitating its seamless integration into the intermodal logistics chain.
Apart from ISDP, some other parallel studies that are planned to be pursued under the TLSDP project over the next 12 months include – Comprehensive Mobility Plan, Spatial Development Strategy, and Logistics Master Plan. The Consultant shall coordinate with the various consultants working on these projects. To enable the sharing of knowledge and alignment of goals and objectives, the Consultants would be expected to disseminate their study findings through regular workshops for mutual benefit.
This consulting assignment is intended to provide West Bengal Transport Department with the required assistance to:
The scope of work shall include the following:
PHASE – I : Project Preparation Support - 12 MONTHS
Task 1: Develop 5-year Inland Water Transport (IWT) Institutional Strengthening Business Plan for West Bengal Transport Department:
The 5-year Business Plan is intended towards promoting and strengthening the competitive position of inland waterways in West Bengal’s transport system and facilitating its seamless integration into the intermodal logistics chain. For enabling the same, parallel assignments would be additionally pursued under the Bank project – Integrated Strategic Development Plan (ISDP) for IWT in West Bengal; Comprehensive Mobility Plan; Logistics Action plan and Spatial Development Strategy, whose findings shall be mutually shared with all stakeholders periodically, to enable alignment of Consultancy outputs.
The Roadmap shall additionally include - Setting up GIS-based asset management system and asset management strategy for IWT Infrastructure and Operations, with the system having appropriate interfacing and access rights for key IWT asset owners/custodians to enable inter-agency coordination.
Acts | Rules |
| Indian Steam Vessels Registration Rules, 1951 |
Expected Deliverables of Task 1: (i) Completion report of sub-task A - IWT Institutional Strengthening Study, comprising of four Roadmaps addressing Organizational Strengthening, Fiscal Strengthening, Planning Strengthening, Regulatory Reform; (ii) Completion report of sub-task B - IWT Institutional Strengthening Business Plan; (iii) Inland Water Transport Institutional Strengthening Business Plan document
Task 2: Conduct Training Needs Assessment (TNA) study of Transport Department and subsidiaries
Expected Deliverables of Task 2: (i) TNA Completion Report; (ii) 5-year Training Plan; (iii) Tender packages to operationalize the Training Plan.
PHASE – II: Project Implementation Support (24 months)
Task 3: Program Management Support for West Bengal Transport Department
This task would primarily comprise of the following sub-tasks:
Provide the necessary technical and management support to the implementing agency in the entire process of selection of Goods and Services to support the operationalization of IWT Institutional Strengthening Business Plan (as finalized in Phase – I of the assignment). The Consultant will be expected to:
Utilize the framework to monitor and evaluate the institutional strengthening activities quarterly.
Expected Deliverables of Task 3: (i) Bid Management Support Report; (ii) Bid Evaluation Report; (iii) Draft Contract Documents; (iv) Monthly Progress Report; (v) Quarterly project monitoring report with updated results framework; (vi) Assignment Completion Report
Task 4: Support the Transport Department in Training and Information Dissemination
In Phase-I, based on the 5-year training plan, the Consultants shall prepare Tender packages, in agreement with the Implementing Agency. These tender packages may include, development of in-house training material, development of e-learning and, organizing offline courses targeting trainee needs. The Consultant shall assist the Implementing agency in executing the 5-year Training Plan by providing the following services:
Expected Deliverables of Task 4: (i) Project Communication Strategy; (ii) Web-based Project Information Portal application; and (iii) Biannual Training Completion report.
Annex F: Draft TOR for ESMF and ESA
1. BACKGROUND
The Government of India (GOI) has set an ambitious target of transforming 101 rivers into efficient waterways and to become a competitive alternate to road and rail transportation across the country. Of the designated 4,500 kilometres of waterways, Ganga or National Waterway 1 is the longest (1,620 km), spanning from Uttar Pradesh in the West to West Bengal in the East. To drive economic growth and boost prosperity, GoI has put ‘top-most priority’ to upgrade the inland waterways with a focus on river Ganga. However, India’s inland waterway share in the modal mix is currently insignificant. GoI and the Inland Waterway Authority (IWAI) have identified river transport as an under-levered component of connectivity, but Inland Water Transport (IWT) has the potential to become a major transport mode.
The freight transport volumes that is currently handled by IWT is less than 1% of the total inland cargos in India. Efforts are needed for specific stretches along the eastern corridor to handle the increasing freight and passenger traffic. With the development of the Eastern Dedicated Freight Corridor (EDFC) and National Waterways 1 (NW1) project – Jal Marg Vikas – container and goods traffic at the ports of Kolkata and Haldia are projected to increase significantly. The end points of both of these mega projects meet in Kolkata Metropolitan Area (KMA).
KMA is the regional gateway to freight flow in Eastern India. Kolkata is a highly urbanized metropolitan area that has been facing a rapid increase in freight and passenger traffic. Infrastructure development is necessary to cope with this increase but has run up against important limitations linked to lack of space, limited bridge connections over the Hooghly river and environmental constraints. Lacking a spatial strategy, the resulting congestion in the city is contributing to large inefficiencies in passenger and freight flow in KMA, restricting market access as well as port access for EXIM (export-import) and domestic traffic. The inefficient flow of freight is adversely impacting the growth of the logistics sector in West Bengal. This inefficiency in passenger and freight movement within the KMA is creating negative impacts on the economic competitiveness and sustainable growth in the region. The Hooghly river, a defining feature of KMA, is currently acting more as a barrier to access than an enabler. Considering the strategic location of Kolkata, and the unique situation of the port in the centre of the city, the severity of the mobility issues in KMA calls for a total reconsideration of urban mobility for both cargo and citizens.
In this backdrop, the Government of West Bengal is receiving support from the World Bank to improve inland water transport through better integration of various transport modes and system upgrade to enhance accessibility through river transport. The proposed Project aims to alleviate accessibility constraints in Kolkata by strengthening institutional coordination and capacity, investment prioritization, and infrastructure interventions. The project will support catalytic investments to create and nurture the nascent river transport market for freight and passengers, leverage private sector participation and demonstrate the potential of river transport. By creating alternate corridors for goods and passenger movement, the IWT investment will contribute significantly to realizing the above goals. More broadly, the project will seek to enhance West Bengal spatial development and create facilities to decongest and improve accessibility through a better IWT, enable more efficient movement of passenger and cargo, create new jobs and increase welfare in the State of West Bengal. The Government of West Bengal wishes to transform the quality of inland water transport services and integrate high quality passenger and vehicle ferry services, and inland water freight transport into West Bengal’s wider transport network system.
The proposed project area includes the six most populous districts of Southern West Bengal: Howrah, Hooghly, East Midnapur, South and North 24 Parganas and Kolkata. About 40 million people, which is 50% of the population of the state, spread linearly on both side of the river. Two of these districts share important international borders with Bangladesh.
The Government of West Bengal is keen to promote inland waterways transportation through the network of rivers and canals. This becomes particularly relevant and somewhat critical in the light of two major investments currently under implementation, the Eastern Dedicated Freight Corridor (EDFC) by Indian Railways and Jal Marg Vikas project by the IWAI. The end points of both these projects are in KMA. EDFC alone is likely to increase freight volume in Kolkata and Haldia Ports from 40 million tonne to 120 million ton. Movement of high value consumer goods will continue to gravitate towards Kolkata because of the population size. Further, most companies are using Kolkata as a mother hub to supply to the cities of Patna, Ranchi, Bhubaneswar and NE India. This is growing at about 6% per annum, and all supplies come through KMA. Without proper transport connectivity West Bengal and particularly the KMA region will lose out in taxes (given GST) and get choked with congestion.
The problem is acute in Kolkata with only 6% of road space compared to 23% in Delhi and 17% in Mumbai. With a current vehicle population estimated around 1.6 million and 24 million transit trips a day, the city is bursting at its seams. With very little scope to increase the road area in city and a projected vehicle population of 3 million and an estimated 32 million transit trips in 2025, the enormity of the problem is easily imagined. The rapid growth of population, increasing pollution coupled with severe geographic limitations, has resulted in extreme congestion, urban blight, and a myriad of economic, social and environmental problems that burden the city with insurmountable obstacles and serves as the global example of the potentials problems facing mega-cities in developing nations. A comprehensive transport improvement with proper modal integration is urgently required enabling the region to address the future natural growth (21 million people by 2021) and absorb the massive additional trips that will be created as a result of investment in EDFC and NW1.The Jal Marg Vikas project by IWAI at an estimated cost of Rs.4,200 crore (US$620 million), supported by the World Bank assistance of US$650 million, would, inter alia, provide a width of 45 m (148 ft.) and a depth of 3 m (9.8 ft.) along the entire stretch of the river system from Allahabad to Haldia (Sagar) and enable transport of passengers and goods in larger measure.
Given that the Bhagirathi-Hooghly river system from Farakka to Haldia, falling within West Bengal, would have enhanced navigability under the World Bank funded NW1 project and that the existing road network is already stressed; the State Government is keen to supplement the IWT initiatives and promote and develop the inland water transportation for freight movement in years to come and in phases. In the first phase, prioritized items shall be included. The number of subsequent phases would however depend on the achievements in the first phase. The State Government has also observed that a good deal of passenger movements, estimated at 0.5-0.6 million at present, take place between the east and west banks of the river system as there are not many trans-river bridges. Goods movements also happen between the two banks at certain points, at least 50 of which are major ones. About 600 tonnes of goods are ferried on an average weekday between the two banks of the river. Above all, the current facilities for such passenger and goods movements are inadequate and not safe. Like most other civilizations, the Bhagirathi-Hooghly river system in West Bengal too is dotted with earliest settlements including those of foreign settlers. These have resulted in prevalence of heritage precincts and monuments, including religious precincts of various faiths, on either side of the river. All these have created potential for tapping waterways for promoting tourism by means of river cruises. The State Government’s immediate priority is to have pilot schemes on creating facilities for improved and enhanced movement of freight. Further, since, the State Government is taking a holistic view of riverine transport, it intends to create and upgrade the present infrastructure and services to facilitate passenger movement across and along the river system to overcome the problems of inadequacy and lack of safety pervading passenger water transport. In the first phase, however, the project would concentrate on the stretch of the river system from Haldia to Tribeni or to the northern limit of Kolkata Metropolitan Area. The project would also address the need of inter-modal transfer facilities.
Benefits offered by such systems to cities that have historically relied on the Ganga include considerable traffic decongestion, better intermodal connectivity, and economic revitalization of the urban core.
Existing inland waterways transportation profile Survey data on goods movement along the river system are available indicate that bulk movement of cargo by waterways, excluding those handled by Kolkata and Haldia Ports, have been on the wane, especially after gradual decline in operation of CIWTC – the major freight carrier. But local movement of goods along and across the river is found to be considerable. The surveys carried out by the State Transport Department from time to time on passenger movement have revealed that usage of the river by passengers has been rising, especially for trans-river crossing. The facilities for goods movement are very scanty. Again, in regard to passenger movement, it is observed that owing to ageing, most of the existing jetties have become dilapidated and too inadequate. The passenger carrying vessels being used are found to be of outdated, comprising “bhutbhuties’ or country boats fitted with motors and run on diesel. Both jetties and vessels have been found to be unsafe as a mode of transportation. There are many points along the river that have informal jetties only. There are no passenger amenities whatsoever at the jetties or Ferry Ghats – no rest room, no toilets, no illumination etc. Interestingly, one can notice operation of motorized vehicles crossing the river through large size barges, locally known as Roll-On & Roll-Off (RO RO). This happens due to the fact there are not adequate number of bridges providing trans-river connectivity. The RO ROs are also used for transhipment of goods vehicles. In absence of RO-RO, vehicles would have to take considerable detour via the existing bridges across river. Many of these services are being carried out in an informal manner.
(A) Environmental Studies
(B) Social Studies
(C) Overall Executive Summary of EIA & SIA Reports and Disclosure of Public Consultation and Stakeholders Meetings for all Studies
The Executive Summary of each document prepared (EMF/EIA/EMP, RPF, SMF, SIA/RAP) along with consultations output to be translated into appropriate local language(s), and to be disclosed as per World Bank, national, state policies and acts.
The public consultation and disclosure activities shall be coordinated across environmental and social studies/activities outlined above.
(A) Environmental Studies:
This task involves conducting environmental screening and scoping of the proposed project along with preparation of screening, scoping, EMF, EA Reports and EMPs for inclusion in the contractor bid documents.
Task A1. Environmental Scoping and Screening
As part of this task, the consultant shall carry out an environmental scoping for the project, which identifies the Project’s salient environmental and social aspects and potential impacts to be studied in more detail, verifies the scope of the detailed studies to be undertaken, and outlines the detailed work plan to carry out the present study. The consultant shall also carry out public and stakeholder consultation meetings, documentation and incorporate the observations and findings of above meetings in final version of the report.
This process is expected to include the following sub-tasks:
a. Review of existing Legislations: Review all national and state environmental, health and safety policies, regulations and guidelines, as well as World Bank safeguard policies and EHS Guidelines, which may apply to the proposed Project, and to ensure the required instruments/studies and their overall scope to meet all such requirements. Environmental scoping shall confirm the requirement of EC and applicability of the EIA notification 2006 and its amendments.
b. Collect and Review Available Information: The consultant shall collect the data and review the relevant information to the proposed project. Also generate existing baseline data on environmental and social conditions and shall assess the potential impacts related to the proposed investments, as well as other nearby ongoing or planned projects and activities which could interact with or be affected by the proposed investments.
c. Carry out Site Visits: The consultant shall visit all identified/proposed investment sites, including formal and informal discussions/meetings with local communities, government entities and other key stakeholders, to complete screening of likely environmental and social impacts and sensitivities requiring further study.
d. Detailed Description of the Proposed Project: The consultant shall develop a detailed project description covering all activities for purposes of the studies to be undertaken. The Project description would be based on descriptions developed under the feasibility analyses, but should provide an integrated overview of key aspects of relevance from an environmental and social perspective. This shall include not only locations and preliminary details on size and design of potential ferry infrastructure, but also ancillary aspects, last mile and multimodal connectivity, any dredging or other river maintenance requirements for terminal access and ferry routes etc.
e. Define and Describe the Project’s Area of Influence: Based upon the area likely to be affected either directly or indirectly by each project component, including ancillaries and linked activities; as well as unplanned induced developments. The Area of Influence should also consider any transboundary implications of the Project activities or linked/associated investments.
f. Conduct Scoping-stage Stakeholders Consultation: The consultant shall conduct Public Consultation and Stakeholders Meetings at both field and institutional levels to discuss the findings of the Scoping process, major issues of the project and plan of the studies.
g. Work Plan and Methodology: Based on activities carried out and the feedback received during the consultations, the Consultant shall finalize the detailed study outlines and work plan for carrying out all assessments and studies as outlined. This shall form part of the inception report.
Task A 2. Environmental Management Framework
Environmental Management Framework sets out the principles, policies, guidelines and procedures to address the environmental issues that arise from overall project activities. It also contains measures and strategies to integrate environmental and social issues during the planning, design and implementation of the project. The consultant shall prepare the EMF for all the project activities and investment sub-projects, which are not sufficiently defined during project preparation period. The framework shall clearly define the policies and procedures to address the environmental regulations of GoI, GoWB and safeguard policies of The World Bank. The EMF shall include, inter alia, the following:
a. Potential Project Investments and their Area of Influence: Provide the typology of investment types to be eligible for financing under the proposed project, including specific likely sub-projects and likely/anticipated associated or ancillary facilities relevant to both construction and operation stages. Describe the steps to define the area of influence (AoI) and determine the preliminary AoI of Project activities covered by the EMF, based on available information. Maps showing locations of probable investment locations, and/or of areas of eligibility or non-eligibility for investment, shall be provided. Provide initial baseline information on the physical, biological and socio-economic environment, and identify Important Environmental Features within the preliminary AoI.
b. Initial Screening and Assessment of Potential Sub-Project Impacts and Issues:
The consultant shall conduct an initial screening and assessment of the range of potential impacts, and site-specific information from initial screening where locations are already known. Given that all impacts cannot be fully identified at this stage for these future sub-projects, the consultant shall identify potential or likely impacts which may result from various design options and suggest subprojects related alternatives. For the potential negative impacts and risks identified, alternative design options shall be considered, and potential strategies/techniques for minimizing, mitigation and/or managing the impacts should be suggested. For the potential positive measures identified, alternative and preferred enhancement measures shall be proposed. The screening and preliminary assessment for each sub-project or sub-project type should cover construction and operation stage activities, and also take into account all ancillary and associated works. Also technologies, equipment, manpower, resource use, traffic, major supplies, etc. (to the extent that they can be defined), as well as the baseline conditions and sensitivities in the area of project influence, need to be considered.
c. Relevant Policies and Legislation: Review all latest relevant policies, legislations, EIA
procedures/practices of the Government of West Bengal and Government of India related
to the types of sub-projects which may be carried out under the project and indicate their applicability and implications for the proposed project. Review the relevant World Bank (WB) environmental safeguard policies, Environmental Health and Safety (EHS) Guidelines, and indicate their applicability and implications for the potential investments. Confirm the potential environmental categorization(s) of the future sub-project investments.
d. Requirements, Standards and Institutional Responsibilities: To complete the assessment process, and manage and monitor all environmental aspects of project implementation: Outline such requirements and responsibilities for further screening, detailed environmental assessment as applicable, stakeholder consultation and disclosure, and management and monitoring for individual investments according to typology (and for specific likely sub-project sites, where known), and for the overall project, including reporting requirements.
e. Generic Environmental, Health and Safety Management Measures/Environmental Codes of Practice (ECoPs): Appropriate to the types of works envisioned.
f. Institutional Capacity Assessment and Capacity Building Plan: It shall be prepared for timely and effective implementation of environmental management plan (EMP) under proposed project.
g. Environmental Budget: The environment budget shall be prepared for all required environmental assessment and management aspects of the proposed project.
h. Summary of Consultation and Disclosure carried out on the EMF.
Task A3. Environmental Assessment :
The consultant shall carry out EA study in accordance with World Bank and applicable national as well state government requirements, for all investments which will be fully planned during the World Bank Project preparation phase, and which are expected to get underway in the first year of project implementation. As mentioned above, the EA process will be closely coordinated with separately commissioned feasibility and design studies to be carried out in parallel, as well as with the Social Assessment studies. Wherever, permissible under national and state laws and regulations, the consultant may include multiple ghats/landing points as separate chapters within a single EIA document. However, if required by national or state laws to submit separate EA studies for any specific investments, the consultant will be expected to prepare separate documents as required. In addition, separate contractor EMP documents will be required for each proposed bidding package, tailored to the investment(s) included in each package, so that they can be directly annexed to bidding and contract documents.
The major elements shall include (but not limited) to the following:
(a) Description of Project Activities: Describe all proposed project interventions including all associated facilities required for construction and operation. This should include physical layout and locations, design features and specifications, capacity, civil works requirements for construction (including major supplies by volume and their sources, labor requirements etc.), wastes to be generated, timeline for construction etc. If any dredging is to be required, the estimated volume of dredge material (both initial during construction phase and on an annual basis for ongoing maintenance) should be provided, as well as proposed locations for dredged material disposal.
(b) Definition of Study Area: Specify the boundaries of the study area for the assessment, based on the anticipated influence area of each proposed investment, as well as the cumulative influence area of all investments taken together, as applicable. The project influence area (PIA) should consider the full lifecycle of investment activities – for example, sub-projects to procure ferries or water taxis should consider the environmental footprint of ship building and maintenance yard facilities; new terminals should consider associated river dredging requirements / activities for access to the terminals and operation of ferry routes etc. Provide maps at appropriate scales to demarcate the study areas and illustrate the general setting of project-related investment sites, as well as surrounding areas, which may be directly or indirectly impacted. These maps shall include, for each of the investments, information such as topographic contours, major physical, environmental and land use features in the vicinity such as surface waters, roads, villages/towns/settlements, other major land uses, industrial areas, and terminals, road networks, parks and reserves, forest areas, political boundaries etc.
(c) Administrative and Legal Framework: Outline the applicable environmental policies, regulations or other requirements that apply to the proposed investments. This includes applicable national, state and local requirements, World Bank safeguard policies and EHS Guidelines, and any applicable international conventions or treaties. Indicate why each listed policy, regulation or other requirement is applicable, and how it will be complied with by the project.
(d) Description of the Environment (Baseline Assessment): Characterize the baseline context for the project area, including relevant information on the overall area of influence, as well as site-specific information for each proposed investment site. The baseline assessment should draw from both secondary and primary sources and identify any critical aspect which needs special consideration during design and implementation of the proposed investments. The assessment should furthermore cover both existing conditions as well as a characterization of the trends / ongoing changes to baseline conditions which are likely to affect the project area during the expected period of investment implementation, and which will occur irrespective of the project (for example, climate change effects; anticipated regional development /urbanization and associated land use changes; morphological trends along the routes; changes to river traffic volumes and patterns etc). Level of detail of baseline assessment should reflect the scale of the proposed sub-projects, with more detailed information (including detailed primary data collection) focused on the largest and more complex sub-projects. Relevant aspects may include the following, among other aspects:
i. Physical Environment: In which physical set-up shall be covered but not limited to:
· Topography conditions and delineation of watersheds and floodplains;
· Climate / meteorology (historical and projected);
· Surface and ground water hydrology, including annual and seasonal average discharges, as well as recurrence intervals and flood levels for various peak discharges (e.g., 10, 20, and 100-year flood events as well as historic maximum recorded discharge), annual and seasonal low-flow discharges and recurrence intervals including historic minimum discharge, depth of water table etc.;
· Water quality (Surface and Ground) and major sources of water pollution. Water quality monitoring should be carried out strictly as per the CPCB guidelines for water quality monitoring (MINARS/27/2007-08;
· Review of River morphology, including currents and bathymetry.
· Characterization of soils/sediments both within the river and on shore. Soil quality analysis should be carried out as per the guidelines of ICAR
· Geology and seismicity.
· Hazard vulnerability; vulnerability of area to flooding (current and with climate change projections), hurricanes or major storm events, and earthquakes.
· Ambient air quality and noise levels.All the parameters for ambient air (quality) to be monitored -SO2, NO2, PM10, PM2.5, O3, Pb, CO, NH3, C6H6, BaP, Arsenic & Nickel (As per the CPCB Guidelines for the Measurement of Ambient Air Pollutants- „National Ambient Air Quality Series- NAAQMS/36/2012-13). The baseline monitoring of noise levels should be carried out for at least 48hours continuously as per the WBG EHS guidelines.
· Identification of all project locations within 10 km boundary of nearby protected areas (national parks, wildlife sanctuary, conservation reserve etc.) notified under the Wildlife Protection Act, 1972, area of project influence from the critically polluted sites as per Central Pollution Control Board (CPCB) guidelines or a part of project or whole passing through two states or located inclose proximity of international boundary.
· The consultant may propose in EMP for the contractor to do additional monitoring at the time of construction (just before undertaking any dredging/sediment movement activities) to confirm the presence of any contaminants and required measures to control their impact. However the findings of EA shall discuss the potential risks/impacts and list down types of mitigation measures required in case of likely contamination of sediments. In case the dredging work/sediment movement activity directly associated with the project is carried out by another party (such as IWAI) and not the contractor, from World bank’s safeguard perspective the consultant shall assess and propose the requirement of any specific management measures of other party (such as IWAI) for all project specific activities.
· Only NABL/MoEF&CC approved laboratories shall be engaged by the EA Consulting Organization for generation of baseline environmental data at this stage (pre-construction phase). While at later stages during construction and operation phases, it shall be carried out by the civil work contractor to assess the project performance from environmental point of view.
· Number of final sampling locations to be finalized by the EIA Consulting Organization after due consultation with and post approval of the Environmental Expert of the Employer/AIWTDS, after site visit.
ii.Biological Environment, including but not limited to:
· Characterization of both terrestrial and aquatic natural habitats and any critical natural habitats as defined under World Bank Natural Habitats Policy OP 4.04 (including parks, reserves and sanctuaries, areas proposed for legal protection, or other areas of known biodiversity value);
· Identification and characterization of salient characteristics of aquatic and terrestrial biota (flora and fauna), including especially for any rare or endangered species (include IUCN Red List status of any listed species, and national or state/regional protection status if any) or other species of conservation significance;
· Ecology and habitat requirements of any species of conservation significance or concern (either for ecological or socio-economic reasons), such as breeding/spawning behaviors and seasons, migratory patterns, food sources and foraging/feeding behaviors, predators and prey, sensitivity to pollution or human activities, and identification of specific areas of habitat and/or natural phenomena of importance for their survival, including related seasonal parameters for each;
iii. Socio-economic Environment, including existing land and water uses [Note: Social Assessment studies are separately described below; the EA(s) shall summarize the key information and findings from those assessment(s) and provide cross-references where appropriate.]
Assessment of Potential Impacts and Risks: Analysis will be based on preliminary screening and assessments from the feasibility study and shall provide more detailed assessments and in-depth interpretation. In this analysis, distinguish between significant ositive and negative impacts and risks, direct and indirect impacts, cumulative impacts, and immediate and long-term impacts associated with the proposed investments. Analysis should cover all phases of project development, including siting, construction, and operation phases. Identify impacts and risks that are unavoidable or irreversible, as well as those which can be avoided or mitigated. Specify such avoidance and mitigation measures and reassess residual impact or risk for each. Wherever possible, describe impacts quantitatively, in terms of environmental costs and benefits. Assign economic values when feasible. Characterize the extent and quality of available data, explaining significant information deficiencies and any uncertainties associated with predictions of impact. Compare the impact with the baseline, as well as with projected future baseline conditions in light of development, land use and natural resource trends taking place in the project area independent of the proposed project activities. Special attention should be given to:
· Environmental impacts on and risks to the aquatic environment, including changes to river hydrology and morphology (and any downstream implications including riverbank erosion, sediment deposition, etc), impacts on aquatic biodiversity, and on fisheries;
· Occupational health and safety risks and issues related to construction activities as well as use of IWT routes and infrastructure supported through the project;
· Indirect and induced effects and associated environmental risks related to increased traffic of cargo ships, barges and passenger ferries along the IWT routes, at ferry crossing locations, on associated on-shore connecting roads and in settlements;
· Terrestrial impacts, including noise and air quality impacts; impact on land resources, loss or degradation of habitat; erosion of riverbanks or shoreline and associated impacts to on-shore land uses; modifications to natural drainage patterns; or other impacts, especially as associated with last mile connectivity investments and any larger sub-projects involving construction of permanent onshore facilities, river training works, major embankment works etc.;
· Impacts on cultural and historical sites or artifacts;
· Impacts related to associated facilities or activities; for example: impacts of ship building and maintenance facilities associated with upgrading of ferry vessels / water taxis; dredging activities necessary for opening of new terminals or ferry lines; etc.
· Impacts or risks to local communities, their economic activities and public health [Note: a Social Assessment is being separately commissioned; the EA shall summarize the key information and findings from that assessment]
· Cumulative impacts of all proposed investments taken together and in conjunction with other planned development activities, such as river training or river management / flood protection projects, or terminal development or expansion projects, tourism development, road and bridge development projects, etc. For this analysis, the consultant will identify Valued Environmental Components specifically relevant to the Cumulative Impact Assessment based on inputs from stakeholders, and will assess the potential impacts of multiple development activities on the Valued Environmental Components VECs, over a 10-20 years time horizon.
· Potential environmental benefits of the project.
f. Analysis of Sub-Projects Alternatives: The EA study shall summarize the outcomes of analysis of sub-projects alternatives (proposed ghats/landing points) carried out during the feasibility stage, as well as describing site specific detailed design alternatives (such as: detailed siting/alignment considerations; incorporation of energy efficient or environmentally friendly technologies; etc.).
g. Development of an Environmental Management & Monitoring Program (EMMP):
· To identify key mitigation and enhancement approaches and prepare the impact specific mitigation measures. The EMMP should be organized into sections corresponding with (a) contractor requirements for mitigation, management and monitoring of construction-stage impacts, and (b) mitigation, management and monitoring measures to be managed by WBTIDC or other entities (including for specific sub-projects as well as for any significant identified cumulative and induced effects).
· To estimate the potential environmental impacts and costs of the mitigation measures and of the institutional and training requirements to implement them. The EMMP should include proposed work programs, budget estimates, schedules, staffing and training requirements, and other necessary support services to implement the mitigating measures, monitoring etc. Include measures for emergency response to accidental events (e.g. entry of raw sewage or solid as well as toxic substance/wastes into rivers, streams etc).
· To define the roles and responsibilities of officials, staff, consultants and contractors of WBTIDC on environmental management to ensure timely and effective implementation of the EMMP. Review the responsibilities and capability of institutions at local and state levels and recommend steps to strengthen or expand them so that the EMMP may be effectively implemented. If required, recommend capacity enhancement measures for implementation, and describe in details who will (a) implement the environmental mitigation activities (b) carry out
environmental monitoring; (c) supervise environmental mitigation and monitoring; (d) design, implement and apply the environmental management information system (EMIS); and (e) prepare monthly / quarterly progress reports on environmental management. · EMMP will require a grievance redress mechanism to be accessible, transparent, unbiased and cost/time effective for the complainant. The project grievance redress mechanism shall be detailed out under the accompanying social safeguards studies, but shall be summarized and referenced in the EMMP also.
· As part of the EMMP development, the consultant shall also provide necessary specific inputs to the DPRs and bid documents for the proposed infrastructure. This shall include, especially: (a) all necessary parameters as per the EA study for any physical mitigation measures that need to be reflected in investment designs; (b) a contractor’s EMMP to be annexed to the bid documents; and (c) relevant inputs to the Bill of Quantities (BOQ) to accurately reflect environmental mitigation, management and monitoring costs of the project.
h. Public & Stakeholders Consultation and Disclosure: Provide documentation of all
consultation activities, and information on disclosure, carried out as part of the EIA (More detailed guidance on consultations and disclosure requirements is provided under Section - C below.)
Task A6: Support Obtaining Mandatory Statutory Clearances for the Project
The consultant shall also assist WBTIDC to obtain all mandatory statutory clearances, prior to completion of their assignment. The list of some among them are as follows;
· To obtain consent to establish: CTE for establishment of terminals from SPCBA (State Pollution Control Board, West Bengal).
· Removal of undesirable trees from the pre-identified ghats/landing points.
· Diversion of forest land if required for any sub-projects.
· Wildlife clearance; if any sub-project location exists in close proximity of the notified
protected areas (national parks, wildlife sanctuary etc.) under the Wildlife protection
Act, 1972.
In addition of above, the consultant will also provide a list of other non-mandatory clearances or issues related to project implementation.
(B) Social Studies
To conduct social screening and scoping of the proposed project along with preparation of Social Management Framework (SMF), Resettlement Policy Framework (RPF), Social Impact Assessment (SA), Resettlement Action Plan (RAP), Indeginous People Development Plan (IPDP), Social Management Plan (SMP) that includes labor influx mitigation plan Cultural Heritage Management Plan (CHMP), Gender Management Plan. Labour influx mitigation plans will be included in contractor bid documents. It is important to note that in case the investment will require private land then the SIA process for land acquisition including the acquisition will be carried out by the Revenue Department in accordance with the Right to Fair Compensation and Transparent Land Acquisition and Rehabilitation and Resettlement (RFCTLAR&R) Act 2013 and the WB OP/BP 4.12.
B1: Social Screening and Scoping
Screening and scoping will be conducted wherever investments are to be opted and finailsied. The consultant will provide inputs to the separately commissioned Feasibility Analysis of terminal/ghats. As required, WBTIDC will facilitate coordination across the two consultancy teams, so as to ensure that the Consultants analysis is appropriately reflected in the Feasibility Study final ranking and cost-benefit analysis of alternatives.
This social screening and scoping process will include the following sub-tasks:
a) Assess the suitability of the proposed site locations from social perspective; identify key social issues affecting the project and related gaps in information.
b) Assess the proposed project scope and preliminarily estimate its area of influence and define the social scoping study area accordingly.
c) Shall conduct site visits to all pre-identified ghats/ landing points, in order to meet with the client and other stakeholders, assess the suitability of the site, better assess the gaps (e.g., collect data, evaluate site conditions, and site access) and determine the required actions to fill such gaps. Material presented in the social scoping study should reflect observations and lessons learned resulting from the visit(s).
d) Shall take into account views and concerns of key stakeholders, including relevant authorities, and representatives of affected communities as identified during site visit and interviewed, where appropriate. Before interacting with any stakeholder, the Consultant shall coordinate with WBTIDC, as they will lead the relations with stakeholders.
e) Shall coordinate closely with the design consultant to collect certain data, ensure the Social Scoping Study is aligned with the project layout and the design consultants and that the respective phasing of the work fits into each other appropriately.
f) Undertake a preliminary assessment of key social risks and impacts related to project construction, operation phases.
g) If applicable, identify risk of potential Land Acquisition, Involuntary Resettlement, and/or Livelihood Loss resulting from the Project, and scope the need for a Resettlement Action Plan (RAP). In addition, the consultant will provide an estimate of the magnitude of the needed resettlement/livelihood restoration.
h) If applicable, identify presence of items of cultural heritage tangible) in the area of influence of the project and preliminary assess potential adverse impacts on them (World Bank OP 4.11) and both tangible and intangible under the Government of India, Government of West Bengal regulations the current OP4.11.
i) For identified key risks and impacts provide preliminary identification of mitigation measures together with a proposal for social risk allocation and timeline for implementation. When presenting the risk allocation, the Consultant shall also indicate particular institutional arrangements and/or capacity building programs that may be needed to ensure effectiveness of mitigation implementation and/or monitoring. The Consultant shall also provide preliminary estimates of costs associated with social impact assessment and mitigations.
j) Undertake preliminary mapping of key project stakeholder groups, concentrating on Affected Communities. The Consultant shall provide a list of key groups of stakeholders, their interests and concerns, and how they should be involved at the different stages of the process and by different parties.
k) Review Project’s relevant social laws, regulations and policies of Government of West Bengal and Government of India relating to land acquisition, resettlement, ethnic minorities, Indigenous People, social protection.
B3: Social Management Framework (SMF) & a Stand-alone Resettlement Policy Framework (RPF)
A framework approach will be adopted, as the specific alignments with detailed technical design for pre-identified sites are not expected to be finalized at the time of project appraisal. The Consultant shall prepare a Social Management Framework (SMF) and a stand-alone Resettlement Policy Framework (RPF) as per World Bank policies. This task is described first, as the initial draft SMF may get underway on the basis of the 10 pre-identified priority ghats/landing points, even while the feasibility assessment for the project is still underway, and prior to final selection of first priority terminals for investment and detailed SIA is made.
The SMF and RPF shall include, inter alia, the following:
a) Description of Potential Project Investments and their Area of Influence: Provide the typology of investment types to be eligible for financing under the proposed project, including specific likely sub-projects where known, and likely/anticipated associated or ancillary facilities relevant to both construction and operation stages. Describe the steps to define the area of influence (AoI), and determine the preliminary AoI of Project activities covered by the SMF and a stand-alone RPF, based on available information. Maps showing locations of probable investment locations, and/or of areas of eligibility or non-eligibility for investment, shall be provided. Provide initial social baseline information on the physical, socio-economic, and identify Important Social Features within the preliminary area of influence (AoI).
b) Initial Screening and Assessment of Potential Sub-project Impacts and Issues: Provide an initial screening/assessment of the range of potential impacts, and site-specific information from initial screening where locations are already known. Given that all impacts cannot be fully identified at this stage for these future sub-projects, the consultant shall identify potential or likely impacts which may result from various design options and suggest alternatives. For the potential negative impacts and risks identified, alternative design options shall be considered, and potential strategies/techniques for minimizing, mitigation and/or managing the impacts should be suggested. For the potential positive measures identified, alternative and preferred enhancement measures shall be proposed. The screening and preliminary assessment for each sub-project or sub-project type should cover construction and operation stage activities, and also take into account all ancillary and associated works. Also technologies, equipment, manpower, resource use, traffic, major supplies etc. (to the extent that they can be defined), as well as the baseline conditions and sensitivities in the area of influence, need to be considered.
c) Relevant Policies and Social Legislations: Review current relevant policies, social legislations, SIA procedures/practices of the Government of West Bengal and Government of India related to the types of sub-projects which may be carried out under the project, and indicate their applicability and implications for the proposed project. Review the relevant World Bank (WB) social safeguard policies and indicate their applicability and implications for the potential investments. Confirm the potential social categorization(s) of the future sub-project investments.
d) Requirements, Standards and Institutional Responsibilities to complete the Assessment Process, Manage and Monitor of all Social Aspects of project implementation: Outline such requirements and responsibilities for further screening, detailed social assessment as applicable, stakeholders consultation and disclosure, and management and monitoring for individual investments according to typology (and for specific likely subproject sites, where known), and for the overall project, including reporting requirements, grievance management and citizen engagement.
e) Gender: Include the findings from the on-going gender and trade study and the action plan that is being undertaken by the Bank. The study covers Gender and Trade to address the gender gap in economic opportunities.
f) Institutional Capacity Assessment & Capacity Building Plan for Social Management. It shall be prepared for timely and effective implementation of SMP, labor influx mitigation plan (LIMP), resettlement action plan (RAP) and Cultural Heritage Management Plan (CHMP) of the proposed project.
g) Social Budget for all required Social assessment and Management Aspects. The social budget shall be prepared for all required social assessment and management aspects of the proposed project.
h) Summary of Public/Stakeholders Consultations and Disclosure on SMF and RPF.
Summary of public/stakeholder consultation on SMF, RPF, draft TORs for all safeguards studies and draft SIA should be prepared.
B4: Detailed SIA for Identified Priority Investments
The consultant shall carry out detailed SIA, in accordance with World Bank and applicable national requirements, for all investments which will be fully planned during the World Bank Project preparation phase, and which are expected to get underway in the first year of project implementation. As mentioned above, the SIA process will be closely coordinated with separately commissioned feasibility and design studies to be carried out in parallel, as well as with the Environmental Assessment studies. Wherever, permissible under national and state laws and social regulations, the consultant may include multiple terminals/ghats/landing points as separate chapters within a single SIA document. However, if required by national or state laws to submit separate SIA studies for any specific investments, the consultant will be expected to prepare separate documents if required.
The SIA will include description and assessment of the likely risks/ impacts and benefits of economic wellbeing, livelihoods, resettlement, issues related to indigenous people (IP), and
their interactions with the environment, including labor influx risks. The SIA should also describe the public consultations process followed, including a summary of key issues/ concerns raised and how they were addressed The Impact Assessment (IA) is based on the information collected in the social baseline assessment. The key tasks will include:
a) Social Baseline Information: The consultant will collect the baseline social information of all pre-identified locations. The baseline social findings will inform the RAP process.
b) SocialEconomicCultural Impacts: The SIA shall assess potential positive and negative impacts on socio-economic and cultural resources including: socioeconomic conditions; increased individual incomes; direct employment at the project; indirect employment generated by project activities; other economic activities stimulated in the community as a result of the project; employment opportunities for local residents; displacement or disruption of people’s for livelihoods.
c) Land Acquisition and Involuntary Resettlement: The land acquisition and resettlement process should be in line with those required under the government of West Bengal and Government of India laws and regulations, and the World Bank (O.P.-4.12). The consultant should identify the communities/households that would need to be affected due to the project investments. It also needs to address options of the design of the project to minimize resettlement, as well as compensation methods, land rights, consultations that have taken place with communities about the resettlement process, the status of the current resettlement process, and the responsibilities of the company in the resettlement process. There needs to be a grievance mechanism for communities for concerns and complaints about the resettlement process in place.
d) Consultation: The consultant should also describe the public/stakeholders consultations process followed, including a summary of key issues/concerns raised and how they were addressed in the SIA and SMP reports. It is necessary to ensure consultations with Project Affected Persons (PAPs), civil society/NGOs and other stakeholders at least twice: (a) shortly after social screening and before the Terms of Reference (ToR) for the SA are finalized; and (b) once a draft SIA report is prepared.
e) Cultural Heritage: The consultant should identify the physical (WB OP 4.11) and physical and non-physical(Indian laws) cultural heritage in the project-affected area having archaeological, paleontological, historical, cultural, artistic and religious values. It shall include cultural knowledge and traditional lifestyles. Proof of consultations with the government and communities about the cultural heritage should be included. The section also should describe the meaning and use of the cultural heritage, and conditions for removal.
f) Gender Related Issues: The consultant will identify relevant gaps between women and
men, boys and girls in the analysis particularly; aim to address these gaps through specific actions supported by the proposed project, and link them to indicators in the results framework. It is intended to prompt discussion at the project design stage on opportunities to narrow gaps between males and females in human endowments, more and better jobs, ownership and control of assets, and voice and agency. The consultant must identify operations that are critical to closing key gender gaps to address gender inequalities and achieve tangible outcomes and include in gender action plan (GAP).
g) Citizen Engagement Plan (CEP): Assess use citizen engagement to improve results in operations. Suggest measures to include citizen engagement in design of operations and implementation mechanism of citizen engagement in operations and include a Citizen Engagement Plan (CEP). Also, indicators for Results Framework.
h) Other Relevant Potential Social Impacts: The consultant shall also prepare a list of other social impacts that do not cover under the above categories. This includes: increased community income, increased local prices of goods and services, immigration into the area, labor influx risk assessment & human trafficking risk assessment, assessment of labor impacts of institutional restructuring, pressure on existing public services due to immigration etc.
The consultant shall prepare Social Management Plan (SMP), Resettlement Action Plan (RAP) & Cultural Heritage Management Plan (CHMP) where needed for all pre-identified sub-project locations (ghats/ landing points).
B5: Labor Influx Risk Assessment for Identified Priority Investments
The consultant will conduct labor influx risk assessment of pre-identified sub-project locations (ghats/landing points). This shall include key social risks related to labor influx include, risk of social conflicts, increased risk of communicable diseases like HIV/AIDS, conditions of labor, camp-related issues, gender-based violence and mis-conduct, illicit behavior (sexual harassment) and crime affecting the local population and child labor issuesetc. This study shall also assessment human trafficking issues and the risk assessment of labor impacts of institutional restructuring. The consultant shall prepare labor influx mitigation plan and the employee code of conduct, which will be part of the Social Management Plan (SMP).
Section-C: Overall Executive Summary of EA & SA Reports and Disclosure of Public
Consultation and Stakeholders Meetings for all Studies
C1: Executive Summary of EA & SA
The consultant shall develop an Executive Summary to provide an overview of the entire Project, typologies of investments and summary descriptions of all known/fully identified investment sub-projects and summary of all safeguard instruments of the project including EIA-EMMP, EMF along with social safeguard instruments (SIA, SMP, RAP, labor influx etc.) including a summary of stakeholder consultation and disclosure carried out in preparation of each sub-project location. The goal of the Executive Summary is to provide an overview of the environmental and social studies carried out in preparation of the Project, in a non-technical style and format which is accessible and understandable to the general public and project stakeholders. The Summary document shall also be translated into relevant local language(s), and both English and local language versions shall be consulted upon and publicly disclosed. Which shall be separately prepared based on environment and social assessment of the project.
C2: Public Consultations and Disclosure
The consultant will assist the WBTIDC in coordinating and executing public consultations and engagement with stakeholders for all phases/elements of the EA & SA process as separately described above. The studies will require consultations with groups likely to be affected by the proposed project including communities, traders, private ferry operators, NGOs, government at different levels and others on the project objectives, activities, and its environmental and social aspects including potential impacts, risks, and effective mitigation measures, as well as project benefits. A minimum of two rounds of consultations are expected: one at the screening/scoping stage and other on preparation of draft documents.
Consultations and discussions with stakeholders will begin during the scoping stage, will continue during the baseline data assessment, as well as when drafts of each required instrument are available. Consultations should include a mixture of formal workshop events targeting local and state-level stakeholders, smaller community meetings and focus group discussions, and individual interviews/meetings as deemed necessary to ensure all stakeholders are given the opportunity for meaningful consultations on the Project and its environmental and social impacts and aspects.
[1] SAIL at Durgapur, Bokaro and Rourkela; IISCO at Burnpur; TATA Steel at Jamshedpur
[2] NTPC at Farakka and Kahalgaon; CESC at Budge Budge
[3] Source: Report on Transport Department Achievements, 2011-2018
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