REQUEST FOR EXPRESSIONS OF INTEREST
(CONSULTING SERVICES – FIRMS SELECTION)
Egypt
Supporting Egypt’s Universal Health Insurance System Project
Loan No.: IBRD-91320
Assignment Title: Cost Efficiency and Sustainability Transformation Technical Assistance for Egypt Healthcare Authority
Reference No:EG-MOF-520197-CS-CQS
The Ministry of Finance has received a loan of $400M from the World Bank toward the cost of the Supporting Egypt’s Universal Health Insurance System Project, and intends to apply part of the proceeds for consulting services.
The consulting services (“the Services”) include consultancy aimed for Cost Efficiency and Sustainability Transformation Technical Assistance for Egypt Healthcare Authority.
The detailed Terms of Reference (TOR) for the assignment are attached to this request for expressions of interest.
The “Supporting Egypt’s Universal Health Insurance System Project” 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 (company profile, brochures, experience in similar assignments, availability of appropriate skills and resources, ... etc.).
The shortlisting criteria are:
The consultancy should demonstrate experience in healthcare cost optimization, operational transformation, revenue cycle management, managerial costing, workforce productivity analysis, administrative efficiency, sustainable finance, utilities optimization, and support-function improvement, preferably in public healthcare systems.
Where a consortium is proposed, one lead firm shall assume overall contractual accountability and shall clearly demonstrate how the expertise required across both pillars will be integrated through a unified project-management and quality-assurance approach.
The consulting team should include expertise in:
Change management, capacity building, and institutional adoption support.
The attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” November 2020 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
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 CQS method set out in the Procurement Regulations.
Further information can be obtained at the address below during office hours 10.00 am to 4.00 pm – Sunday to Thursday.
Expressions of interest must be delivered in a written form to the address below by e-mail by 30th June, 2026
Supporting Egypt’s Universal Health Insurance System Project.
Attn: Yara Gamal – Procurement Specialist.
Ministry of Finance.
Cairo – Egypt.
Tel: +2011141221444
E-mail: yara_gamal13@hotmail.com
Cost Efficiency and Sustainability Transformation Technical Assistance
Egypt Healthcare Authority (EHA)
Terms of Reference for a Cost Efficiency and Sustainability Transformation Technical Assistance Assignment
Index
Executive Summary |
Introduction and Program Overview |
Background and Strategic Context |
Work Requirements |
Scope of Work |
Key Deliverables |
Project Governance and Timeline |
Required Competencies and Qualifications of the Consultancy |
Evaluation and Selection Criteria |
Executive Summary
Egypt Healthcare Authority (EHA), the national public healthcare provider under the Universal Health Insurance System (UHIS), is leading a major transformation in Egypt’s health sector. Since its establishment, EHA has developed a network of 328 healthcare facilities, including 42 hospitals and 286 primary healthcare centers and units, delivered over 83 million cumulative health services, and reached nearly 6 million citizens. The second phase of the UHIS is being rolled out across Minya, Matrouh, Damietta, Kafr El-Sheikh, and North Sinai, with total coverage expected to exceed 18 million citizens upon completion. Nationwide rollout remains planned through 2032 in line with the phased implementation framework of the Universal Health Insurance Law.
As the system expands, ensuring financial sustainability, operational efficiency, and optimal utilization of clinical and non-clinical resources has become a strategic priority. EHA therefore seeks technical assistance, through a competitive procurement process, to design and support the initial operationalization of a Cost Efficiency and Sustainability Transformation Model that strengthens operational performance, managerial control, and financial stewardship across the provider network.
The assignment will deliver a comprehensive operational and financial gap assessment; identify major cost drivers, inefficiencies, productivity gaps, and resource leakages across healthcare facilities and central functions; review EHA’s current costing sheets and costing-data structure; develop practical workforce, performance, and cost management models; and transfer technical know-how and operational tools to EHA teams through structured capacity building. The assignment will be implemented through two integrated pillars.
Focus on optimising clinical service delivery to improve efficiency while enhancing quality of care. It will address the principal operational and cost drivers within clinical services through a structured assessment of clinical workflows, patient flow, service utilization, clinical productivity, and use of high-cost clinical resources. It will identify avoidable clinical expenditure, operational bottlenecks, non-value-added process steps, and resource leakage that affect throughput, productivity, and cost performance. It will also benchmark selected clinical performance domains against relevant good practice, strengthen managerial visibility of clinical cost drivers, review salary arrangements for the workforce in clinical areas in relation to performance, workload, productivity, and service delivery requirements, and assess revenue cycle management processes to improve financial control and reduce leakage. The expected output of Pillar A is a set of operational models, management tools, KPI frameworks, and phased implementation pathways to improve clinical workflow efficiency, service integration, patient throughput, workforce productivity, departmental accountability, and overall clinical cost efficiency. |
Focus on improving the efficiency of administrative and support functions across healthcare facilities. It will address the principal cost and performance drivers within non-clinical operations through structured review of procurement and supply chain, facility management, administrative operations, logistics, inventory management, workforce deployment, and support-service processes. It will identify inefficiencies, duplication, weak controls, avoidable overhead, and process constraints that undermine administrative efficiency and operational resilience. The pillar will assess workforce planning and performance management across non-clinical functions, develop process optimization measures, and cost reduction strategies, and define practical actions to strengthen procurement efficiency, supply chain performance, logistics control, and resource sharing across facilities. Where directly relevant to non-clinical cost control and long-term resilience, the pillar will also incorporate selected sustainable finance, utilities optimization, resource-efficiency, and sustainability-reporting measures. The expected output of Pillar B is a set of operationally actionable recommendations, management tools, KPI frameworks, and phased implementation pathways to strengthen administrative efficiency, support-function effectiveness, workforce productivity, non-clinical cost control, and broader operational sustainability across the EHA network. |
Across both pillars, the assignment shall combine structured gap assessment, root-cause analysis, evidence-based solution design, prioritized implementation planning, pilot support for selected interventions, integrated performance monitoring, and know-how transfer through capacity building of EHA teams. The intended result is a practical, scalable, and evidence-based transformation model that reduces avoidable cost, improves resource utilization, strengthens workforce and performance management, and sustains high-quality healthcare service delivery across the EHA network.
Overview of Assignment
The assignment shall be implemented over a total period of 3 months at EHA Headquarter and in one selected governorate. The assignment is intended to support EHA through diagnostics, benchmarking, analytical review, solution design, limited pilot support for selected interventions, and institutional capability transfer.
Objective
To support EHA in designing, testing, and initiating the implementation of a practical, evidence-based, and scalable Cost Efficiency and Sustainability Transformation Model that improves cost visibility, operational efficiency, workforce productivity, and institutional sustainability without compromising quality of care, patient safety, access, or continuity of service delivery.
Specific Objectives
Detailed Scope of Work
Cross-Cutting / Inception Requirements
Across the assignment, the consultancy shall:
Only a limited number of priority interventions, as agreed with EHA following the baseline phase, shall be taken forward for detailed design, pilot support, and institutionalization during the assignment period.
This pillar focuses on optimizing clinical service delivery to improve efficiency while maintaining or enhancing quality of care.
This pillar focuses on improving the efficiency, control, and sustainability of administrative and support functions across healthcare facilities.
Key Deliverables
The consultancy shall deliver concise, action-oriented technical assistance outputs and support packages rather than stand-alone reports only. All deliverables shall be subject to EHA review and validation in accordance with the agreed scope, methodology, and comments-resolution process.
All deliverables listed below shall apply to the 3-month assignment and shall be developed, validated, and operationalized at EHA Headquarters and in one selected governorate. The outputs shall also include practical recommendations and scale-up considerations for future replication across additional EHA facilities and governorates.
Deliverable 1: Inception and Integrated Diagnostic Baseline Report
A consolidated assessment report covering EHA Headquarters, relevant governorate branch structures, hospitals, and primary healthcare centers and units in the selected implementation areas. The report shall include:
Deliverable 2: Clinical Operations Cost Efficiency Diagnostic Report
Deliverable 3: Clinical KPI, Benchmarking, Dashboards, and Performance Monitoring Framework
Deliverable 4: Clinical Operations Improvement and Pilot Support Package
Deliverable 5: Revenue Cycle Management Review and Recommendations Report
Deliverable 6: Non-Clinical Operations Cost Efficiency Diagnostic Report
Deliverable 7: Non-Clinical KPI, Dashboard, Institutionalization, and Scale-Up Package
Project Governance and Timeline
A designated overall coordination focal point shall be responsible for integration across both workstreams, including methodological alignment, quality assurance, and preparation of consolidated updates for EHA.
The assignment shall be implemented over a total period of 3 months under unified governance arrangements.
Coverage: EHA Headquarters and one selected governorate.
Purpose: conduct diagnostics, validate priority interventions, develop tools and frameworks, support initial operationalization, and generate practical implementation lessons to inform broader scale-up across the EHA network.
The consultancy shall deliver coordinated outputs through two workstreams under Pillar A and Pillar B, with selected diagnostic, design, implementation-support, and capacity-building activities undertaken in parallel where appropriate. All outputs shall be subject to unified governance, validation, and reporting arrangements led by the designated overall coordination focal point.
The consultancy shall be expected to:
Contract Parameters and Payment Schedule
Item | Description |
Total Contract Duration | 3 months |
Implementation Modality | EHA Headquarters + one selected governorate |
Payments shall be made against submission and formal acceptance by EHA of the relevant milestone outputs, in accordance with the agreed workplan and contract terms.
Each milestone shall be deemed achieved only upon EHA’s written confirmation that the corresponding outputs have been satisfactorily delivered and that comments raised by EHA have been appropriately addressed.
Deliverable | Description | Timeframe | % of Total Contract |
Deliverable 1 | Inception and Integrated Diagnostic Baseline Report | End of Month 1 | 20% |
Deliverable 2 | Clinical Operations Cost Efficiency Diagnostic Report | End of Month 2 | 15% |
Deliverable 3 | Clinical KPI, Benchmarking, Dashboards, and Performance Monitoring Framework | End of Month 2 | 15% |
Deliverable 5 | Revenue Cycle Management Review and Recommendations Report | End of Month 2 | 10% |
Deliverable 6 | Non-Clinical Operations Cost Efficiency Diagnostic Report | End of Month 2 | 10% |
Deliverable 4 | Clinical Operations Improvement and Pilot Support Package | End of Month 3 | 10% |
Deliverable 7 | Non-Clinical KPI, Dashboard, Institutionalization, and Scale-Up Package | End of Month 3 | 10% |
Deliverable 8 | Capacity Building, Handover, and Replication Package | End of Month 3 | 10% |
All deliverables set out in this ToR remain applicable throughout the assignment. For administrative and payment purposes, the deliverables are grouped into milestone-based payment tranches rather than repeated as separate payment lines for each deliverable.
Potential Contract Expansion: In the event of expansion of the World Bank project, EHA may, subject to funding availability, internal approval, and applicable procurement and contracting procedures, extend the assignment to include an additional implementation period of 2 months in one additional governorate, with an estimated contract value of USD 30,000.
Required Competencies and Qualifications of the Consultancy
The consultancy should demonstrate experience in healthcare cost optimization, operational transformation, revenue cycle management, managerial costing, workforce productivity analysis, administrative efficiency, sustainable finance, utilities optimization, and support-function improvement, preferably in public healthcare systems.
Where a consortium is proposed, one lead firm shall assume overall contractual accountability and shall clearly demonstrate how the expertise required across both pillars will be integrated through a unified project-management and quality-assurance approach.
The consulting team should include expertise in:
Evaluation and Selection Criteria
Criterion | Weight |
Technical expertise and references in healthcare transformation, cost optimization, and institutional efficiency improvement | 30% |
Methodology and technical approach for delivery across Pillar A and Pillar B workstreams | 30% |
Team qualifications and capacity-building / knowledge-transfer experience | 20% |
Value for money and financial proposal | 20% |
"},{"id":"OP00448807","notice_type":"Request for Expression of Interest","noticedate":"03-Jun-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-06-18T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Lebanon","project_id":"P181954","project_name":"GFPP for Lebanon Digital Acceleration Project","bid_reference_no":"LB-OMSAR-537755-CS-CQS","bid_description":"E-signature Foundations: Roadmap/plan for implementation + Capacity Building","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"OMSAR, STARCO Building, Bloc A, 5th Floor\nOmar Daouk Street, Mina El Hosn Sector\nBeirut, Lebanon","contact_ctry_name":"Lebanon","contact_email":"mhammoud@omsar.gov.lb","contact_name":"Mirvat Hammoud","contact_organization":"Office of the Minister of State for Administrative Reform","contact_phone_no":"+961 (1) 371 505","submission_date":"2026-06-03T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
CONSULTANT’S QUALIFICATIONS BASED SELECTION (CQS)
E-Signature Foundations: Mapping, Roadmap, Legal Instrument Drafting and Capacity Building
Name of Project | GFPP for Lebanon Digital Acceleration Project (LDAP) - P181954 |
Loan No/Credit No/ Grand Number | TF-C8895 |
Assignment Title | E-signature Foundations: Mapping, Roadmap, Legal Instrument Drafting and Capacity Building |
Procurement Plan Ref Number | LB-OMSAR-537755-CS-CQS |
Country of Delivery | Lebanon |
The Office of the Minister of State for Administrative Reform (OMSAR) has received financing from the World Bank toward the cost of the Preparation Grant for the Lebanon Digital Acceleration Project (LDAP) and intends to apply part of the proceeds for the following consulting services.
The consulting services (“the Services”) include providing technical, legal, and advisory support to establish the practical foundations and pathways for the progressive use of electronic signatures in Lebanon. Running over an estimated implementation period of 15 weeks, the Services comprise three parallel workstreams:
The detailed Terms of Reference (TOR) for the assignment is attached to this REOI.
The Office of the Minister of State for Administrative Reform (OMSAR) 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 best qualified firm to carry out the services will be selected in accordance with the Consultant’s Qualifications Based Selection (CQS) method set out in the Regulations and based on the following shortlisting criteria:
Firm Specific Experience
Key Experts will not be evaluated at the shortlisting stage.
The attention of interested Consultants is drawn to paragraph 3.14, 3.16 and 3.17 of the World Bank’s Procurement Regulations for IPF Borrowers dated September 2025 (“the 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.
Further information can be obtained at the address below during office hours (09:00 AM to 04:00 PM Beirut Time).
Expressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by COB 18 June, 2026.
Office of the Minister of State for Administrative Reform (OMSAR)
Technical Unit – Preparation Grant for Lebanon Digital Acceleration Project
Attn: Ms. Mirvat Hammoud – Procurement Specialist
Address: STARCO Building, Bloc A, 5th Floor
Omar Daouk Street, Mina El Hosn Sector
Beirut, Lebanon
Tel: +961 (1) 371 505; ext. 160
E-mail: mhammoud@omsar.gov.lb
TERMS OF REFERENCE
PREPARATION GRANT FOR LEBANON DIGITAL ACCELERATION PROJECT (P181954)
E-Signature Foundations: Mapping, Roadmap, Legal Instrument Drafting and Capacity Building
Background
Lebanon is facing a protracted, multidimensional crisis that has impaired state institutions and public service delivery. Fragmented digital systems, reliance on paper-based processes, and limited trust in electronic transactions continue to hinder efficiency, transparency, and accountability across the public and private sectors. These challenges are compounded by gaps in digital governance, incomplete regulatory activation, and limited institutional capacity to operationalize key digital enablers.
To address these issues, a strategic investment to modernize Lebanon’s public sector through digital transformation, stimulate private sector growth, and accelerate the development of a robust digital economy is under preparation with World Bank support. The Lebanon Digital Acceleration Project (the “Project”) will establish secure, scalable, and resilient digital infrastructure including cloud services, data platforms, and cybersecurity systems that are essential for attracting investment and fostering innovation. By strengthening digital ID, e-signature capabilities, and the legal framework for digital transactions, the Project will improve the ease of doing business and enable trusted, efficient engagement between the public and private sectors. In parallel, the Project will advance key regulatory reforms in telecom, data protection, e-signature, and artificial intelligence (AI), while investing in Lebanon’s digital talent pool. Together, these measures will lay the foundation for a more competitive, dynamic, and inclusive economy.
The World Bank’s Grant Facility for Project Preparation (GFPP) has been extended to OMSAR to support Project preparation. The GFPP grant will be implemented by a Technical Unit (TU) housed within OMSAR.
An important enabler of digitalization is the electronic signature (e-signature), which represents data in electronic form logically associated with an electronic document or transaction and used by a signatory to indicate approval or intent. Under Lebanese Law No. 81 of 2018, electronic signatures and electronic writing, including those of official nature, are granted the same legal validity as paper-based ones subject to defined conditions related to integrity, identification, and evidentiary reliability. The law establishes a framework for trust services and assigns supervisory and accreditation responsibilities to the Lebanese Accreditation Council (COLIBAC), including defining accreditation requirements and procedures applicable to trust service providers and accreditors, and maintaining trusted lists of accredited entities.
While the legal framework is in place, COLIBAC is not yet fully operational and has been for a long period governed by a Board of Directors as an interim arrangement, composed of representatives from relevant ministries. In April 2026, as a recent important development, a Director General for COLIBAC has been appointed, and will ensure executive leadership, while of its governance and internal structures, remain in progress. A range of technical, institutional, and procedural measures and mechanisms will need to be put in place to further support the effective operationalization of COLIBAC, in line with its mandate. It is also noted that ongoing efforts to operationalize the e-signature framework, including work on the implementing decree, has been undertaken at the national level and shall be taken into consideration under this assignment to ensure continuity and avoid duplication.
It is also worth noting that OMSAR, in collaboration with OMSTAI and the World Bank, convened a multi-stakeholder workshop on February 12, 2026 to discuss the operationalization of electronic signatures in Lebanon and to build a shared understanding of the legal, technical, and institutional aspects of the existing e-signature ecosystem. The workshop convened representatives from key public institutions, including the Ministry of Justice, the Ministry of Industry, Banque du Liban, the Banking Control Commission of Lebanon, as well as legal and digital experts from the private sector. The discussions formulated a high-level roadmap that highlighted the need to establish the practical foundations and implementation pathways for the progressive use of electronic signatures under the current legal framework, including the importance of operationalizing COLIBAC by supporting the broader legal and governance arrangements needed to fulfil its mandate.
As a follow-up to the workshop, participants agreed on the establishment of an inter-institutional working group composed of representatives from the concerned ministries and institutions to support ongoing coordination, technical discussions, and the progressive operationalization of the electronic signature framework through the below phased approach:
Assignment and Objectives
The objectives of this assignment are to:
Detailed Scope of Work and Deliverables
Workstream 1: Legal, Regulatory, and Institutional Review, Diagnostic and Benchmark of Electronic Signatures and Phased Roadmap
It is to be noted that previous analyses have already been undertaken in this area, including the analysis of Law 81/2018. As such, the consultant will not duplicate existing work but shall, where applicable, draw on such analyses, which will be provided as an input. The consultant will focus on governance and institutional arrangements, and as such should extend the legal benchmarking beyond Law 81 itself to examine the broader legislative framework that confers mandates on the relevant institutions, including COLIBAC, in order to assess whether those mandates are sufficient and coherent and, where necessary, in need of adjustment.
Workstream 1 – Part 1:
Workstream 1 – Part 2:
The Consultant will develop a phased roadmap (short, medium and long term) and recommendations for wide roll-out of e-signature across the public sector, the financial sector and the private sector, building on the high-level roadmap produced during the February 2026 multi-stakeholder workshop and work conducted under this assignment.
The roadmap shall be formulated and shall propose recommended phasing, prioritization and tactical sequencing across several areas /elements, with an aim to ultimately align with best international practices and frameworks, to support a mature domestic trust services ecosystem The roadmap shall:
The national roadmap will be validated through engagement with key stakeholders before it is submitted in final form.
Deliverables:
Workstream 2: Amendment of e-signature Decree 14115/2024
Building on existing work and draft instruments developed in relation to the implementation of the e-signature framework, the consultant shall draft the necessary amendment to Decree 14115 to clarify provisions and provide practical implementation pathways for e-signature in the public sector, basing the drafting on the recommendations produced by the workshop on e-signature held on February 12, 2026 and work under this assignment, and shall closely coordinate with OMSAR, OMSTAI, and relevant national stakeholders including the Ministry of Justice, the Ministry of Industry, and other relevant entities.
Amendments to include the following:
The consultant shall closely engage throughout the assignment with key relevant stakeholders to develop, discuss and validate the proposed amendments (revision drafts to be iteratively proposed and validated) in order to have an issuance ready version of the amended decree).
Deliverables:
Workstream 3: Institutional Readiness and Capacity Building for COLIBAC
This workstream aims to build the capacity of COLIBAC in effectively establishing an operational model for accreditation and conformity assessments.
Deliverables:
Proposed Methodology and Work Plan
As part of the proposal, the service provider shall present a clear, coherent, and technically sound approach to fulfilling the 3 workstreams of the Scope of Work.
Cross Cutting Requirements
Vendor Neutrality and Future-Proofing
All designs, architectures, recommendations, and future implementation pathways produced under this assignment shall remain vendor-neutral, standards-based, and modular, avoiding proprietary technologies or exclusive reliance on any single solution provider.
Change Management and Adoption
The consultant shall identify key change management and adoption risks associated with future implementation and propose mitigation measures, including user onboarding, institutional capacity building, and communication considerations.
Qualifications
The Consultant shall be a qualified firm with demonstrated experience in delivering advisory, technical, and implementation support related to digital transformation, electronic transactions, or trusted digital services.
Firm Specific Experience
Team Composition
The team must have demonstrated success in similar projects in MENA or emerging markets.
Electronic Signature / Digital Trust Senior Specialist / Lead
The Consultant shall propose a senior-level expert (minimum 10–15 years of experience) with recognized expertise in digital trust frameworks demonstrating.
Senior Legal / Regulatory Expert
The consultant shall include a senior legal expert (minimum 10–12 years of experience) specialized in electronic / digital law and regulation, demonstrating:
Institutional Capacity-Building / Change Management Expert
The Consultant shall include a senior expert (minimum 10 years of experience) in institutional strengthening and public-sector reform demonstrating:
Team Technical Expertise: the proposed team shall collectively demonstrate expertise in:
Compliance Requirements
The Consultant shall perform all services in accordance with:
In addition, the consultant must comply with the following Environmental and Social (E&S) requirements aligned with the World Bank Environmental and Social Framework (ESF) and the Project commitments:
All personnel must sign and follow a CoC covering data confidentiality, respectful conduct, non-discrimination, and zero tolerance for SEA/SH.
The firm must ensure fair labor practices and safe working conditions and provide an internal worker grievance mechanism for its staff.
All data handled under this assignment must be securely stored, accessed only by authorized staff, and managed using privacy-by-design and cybersecurity best practices. Any data breach must be immediately reported.
Consultations must be inclusive and accessible, with all feedback documented. Stakeholders must be informed that complaints can also be submitted through the Project’s Grievance Mechanism that will be shared.
The firm must enforce zero tolerance for SEA/SH and ensure staff follow appropriate conduct and reporting procedures when engaging with stakeholders.
Any ICT equipment or data storage devices used must be managed responsibly, including secure data wiping and environmentally sound disposal.
Reporting, Deliverables, and Contract Management
Project Oversight and Management Structure
A Technical Committee (TC) will be established to provide strategic direction, oversight, and effective management of the engagement. Chaired by the Grant Coordinator and composed of members from OMSAR, OMSTAI, Ministry of Industry, Ministry of Justice, and other involved ministries, as applicable, the TC serves as the primary governing body responsible for reviewing the firm’s progress and ensuring alignment with national digital transformation goals.
Reporting Obligations
The Consultant will report directly to the Grant Coordinator. In addition to the contractual deliverables, the Consultant shall submit summary progress reports on a monthly basis (at minimum), including at minimum:
The TC Approval Gate/ Grant Coordinator and Deliverable Acceptance
The Grant Coordinator, in consultation with the TC and relevant public entities, is the sole authority empowered to formally accept and approve project deliverables. The following administrative process applies to every milestone:
Payment Schedule and Invoicing
Payments will be made upon the satisfactory acceptance of the deliverables specified in the below Timeframe table. To initiate payment, the Consultant must submit an administrative package containing the Official Invoice, evidence of delivery, and the Acceptance Notice delivered by the TC Chairperson. In addition, for Workstream 3, signed attendance sheets of training participants must be provided as proof of capacity building.
Intellectual Property and Confidentiality
Timeframe and Payment Milestones
The engagement will be completed in approximately 15 weeks. The Consultant shall undertake the three workstreams in parallel, prioritizing tasks with minimal interdependencies to ensure efficient progress. Payments will be made upon formal written acceptance of the deliverables by the Chairperson of the Project Technical Committee (TC).
The following schedule outlines the expected submission timeline for each deliverable over the 15-week engagement period.
Table 1: Assignment Timeline and Deliverable Sequencing:
Workstreams | Deliverable Reference | Submission Deadline (from Start Date) |
Workstream 1: Legal, Regulatory, and Institutional Review, Diagnostic and Benchmark of Electronic Signatures | D1.1: Legal, regulatory, and institutional assessment of electronic signatures in Lebanon, including gap analysis, international benchmarking, governance and institutional roles. | Week 4 |
D1.2: Recommended Target Model (Legal, Institutional and Regulatory) and Recommendations and Phased Plan for roll-out across the public, private and financial sector | Week 8 | |
Workstream 2: Amendment of e-signature Decree 14115/2024 | D2.1: Initial Draft of the amended decree | Week 10 |
D2.2: Final Draft of the amended decree (after validation by the relevant stakeholders) | Week 14 | |
Workstream 3: Institutional Readiness & Capacity Building for COLIBAC
| D3.1: An assessment report on COLIBAC’s current institutional readiness, including governance, operational, and capacity aspects. | Week 4 |
D3.2: Targeted capacity-building activities for the “core team” focusing on e-signature operating models including trust service governance models, accreditation and conformity assessments principles. | Week 8 | |
D3.3: Proposed internal structure and operational model for COLIBAC covering accreditation requirements, evaluation and review procedures, decision-making processes and supervision mechanisms; | Week 10 | |
D3.4: Proposed practical operational manuals, guidance materials and artifacts supporting the proposed structure and operational model, validated with Stakeholders; | Week 14 | |
D3.5: Targeted Capacity Building on the D3.4 material to relevant stakeholders at COLIBAC and other concerned entities. | Week 15 |
Table 2: Payment Milestones:
Payment Milestone | Linked Deliverables | Required Approval | Payment (%of Total) |
Milestone 1 | D1.1 (Diagnostic & Benchmark) | Technical Committee | 15% |
Milestone 2 | D1.2 (Roadmaps & Roll-out Plan) | Technical Committee | 20% |
Milestone 3 | D3.1 & D3.2 (Assessment Report on COLIBAC and Core Team Training) | Technical Committee | 15% |
Milestone 4
| D2.1 (Initial Decree Draft) | Technical Committee | 10% |
Milestone 5 | D3.3 & D3.4 (Operational Model and Manuals) | Technical Committee | 15% |
Milestone 6 | D2.2 (Final Validated Decree) | Technical Committee | 10% |
Milestone 7 | D3.5 (Final Capacity Building) 15% | Technical Committee | 15% |
Total |
|
| 100% |
"},{"id":"OP00432363","notice_type":"Request for Expression of Interest","noticedate":"27-May-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-06-17T00:00:00Z","submission_deadline_time":"14:00","project_ctry_name":"China","project_id":"P177450","project_name":"Sustainable Ecosystem Restoration and Biodiversity Conservation Project","bid_reference_no":"SXPMO-CS01","bid_description":"Project Management Consulting Services","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"China","contact_ctry_name":"China","contact_email":"xmb1630@163.com","contact_name":"Xiaowen Hu","contact_organization":"Accounting Center of Shanxi Forestry and Grassland Bureau","contact_phone_no":"+86-351-3126275","submission_date":"2026-05-27T00:00:00Z","notice_text":"
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:
"},{"id":"OP00444249","notice_type":"Request for Expression of Interest","noticedate":"11-May-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-06-01T00:00:00Z","submission_deadline_time":"05:00","project_ctry_name":"Liberia","project_id":"P175263","project_name":"Liberia: Rural Economic Transformation Project","bid_reference_no":"LR-PMU-MOA-551322-CS-QCBS","bid_description":"Consultancy Services for the Development of a Digital Tracking and Management System for Agricultural Machinery and Service Centers","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Somalia Drive\nGardnerville","contact_ctry_name":"Liberia","contact_email":"gtoto@moa.gov.lr","contact_name":"Galah S. Toto","contact_organization":"Program Management Unit- Ministry of Agriculture","contact_phone_no":"0777576980","submission_date":"2026-05-11T00:00:00Z","notice_text":"
\n\n
WORLD BANK/IFAD PROGRAM IMPLEMENTATION UNIT
\n\nMINISTRY OF AGRICULTURE, REPUBLIC OF LIBERIA
\n\nRural Economic Transformation Project (RETRAP)
\n\n1st Floor LIBSUCO Building Japan Freeway (Formerly Somalia Drive),
\n\nGardnersville – Monrovia, Liberia
\n\n\n\n
LOAN #: P175263; IDA: 69000
\n\nREQUEST FOR EXPRESSION OF INTEREST
\n\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\n\n\n
Assignment Title: Consultancy Services for the Development of a Digital Tracking and Management System for Agricultural Machinery and Service Centers
\n\nREOI Reference No: LR-PMU-MOA-551322-CS-QCBS
\n\nAgricultural mechanization is a cornerstone for transforming Liberia’s farming systems, enabling smallholder farmers to increase productivity and efficiency. However, the sector faces challenges including low equipment utilization, weak monitoring, and high fuel consumption. To address these, the Ministry of Agriculture (MoA), with World Bank support under the Rural Economic Transformation Project (RETRAP), is establishing Agricultural Mechanization Service Centers (AMSCs).
\n\nThis assignment involves the development of a Mechanization Management and Tracking System (MMTS) and Standard Operating Procedures (SOPs). The system is intended to function as a management and accountability platform, integrating with the RETRAP reporting database and the National Farmer Registry to ensure traceability, transparency, and economic sustainability of mechanization services delivered to smallholder farmers across Liberia.
\n\n2. Objectives Primary Objective: To implement a nationally scalable mechanization management and accountability system that improves equipment utilization, performance tracking, cost recovery, and service delivery to smallholder farmers, thereby enhancing agricultural productivity and climate resilience.
\n\nSpecific Objectives
\n\n3. Scope of Work: The Consultant will:
\n\nThe shortlisting criteria are:
\n\n(a) Core Business and Number of Years in Business: The firm must have at least ten (10) years of proven experience in software development and ICT consultancy.
\n\n(b) Technical and Managerial Organization of the Firm: Evidence of technical capacity in cloud-based solutions, secure data management, and mobile application development.
\n\n(c) Description of Similar Assignments: A minimum of seven (7) years of specialized experience in the design and deployment of fleet tracking solutions, management information systems (MIS), or similar national-level agricultural digital platforms.
\n\n(d) Experience in Similar Conditions: Demonstrated experience deploying digital systems in rural environments with limited connectivity, preferably in West Africa.
\n\n(e) Availability of Appropriate Skills among Staff (Project Manager, System Architect, Mechanization Specialist, Data Governance Expert, and GIS Analyst).
\n\nNote: Key Experts will not be evaluated at the shortlisting stage.
\n\nThe detailed Terms of Reference (TOR) for the assignment can be found at the following websites: a) www.moa.gov.lr b) Alternatively, it can be directly requested via email from dkulah@moa.gov.lr.
\n\nThe attention of interested firms is drawn to Section III, paragraphs 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers,” Seventh Edition, September 2025, setting forth the World Bank’s policy on conflict of interest. In addition, please refer to paragraph 3.17 of the Procurement Regulations on unfair competitive advantage related to this assignment. The Regulations are available on the Bank’s website at www.worldbank.org/procurement. A Consultant will be selected in accordance with the Quality and Cost-based Selection (QCBS) method set out in the Procurement Regulations.
\n\nExpressions of interest must be submitted electronically in a format that cannot be altered (PDF format is preferred) to the email address below by 1st June 2026 @ 5:00 pm local time.
\n\nNote: All expressions of interest MUST be submitted to the email address below:
\n\nGalah Toto National Project Coordinator
\n\nProject Implementation Unit (PIU),
\n\nMinistry of Agriculture Rural Economic Transformation Project (RETRAP)
\n\n2nd Floor LIBSUCO Building, Japanese Freeway (Formerly Somalia Drive), Gardnersville – Monrovia, Liberia Tel: +231-777576980 Email: retrapbids@moa.gov.lr with a copy to Email: gtoto@moa.gov.lr
\n\n\n\n
\n\n
TERMS OF REFERENCE
\n\nDesign, Development, and Implementation of the
\n\nAgricultural Mechanization Tracking System (MMTS)
\n\nStandard Operating Procedures and Operator Capacity Building Program
\n\n\n\n
Ministry of Agriculture | Rural Economic Transformation Project (RETRAP)
\n\nRepublic of Liberia
\n\nFebruary 2026
\n\n\n\n
\n\n
1. Background
\n\nAgricultural mechanization is a cornerstone for transforming Liberia's farming systems, enabling smallholder farmers and agri-enterprises to increase productivity, reduce reliance on manual labor, and improve efficiency across land preparation, cultivation, harvesting, and post-harvest operations. Despite its potential, mechanization in Liberia continues to face persistent challenges, including low equipment utilization, weak monitoring and supervision, high fuel consumption, poor maintenance tracking, and limited visibility of service delivery performance. These operational gaps are compounded by weak institutional capacity, resulting in fragmented oversight, inconsistent service standards, and limited accountability. Without strong governance structures, mechanization services risk becoming unreliable, unsustainable, and inaccessible to the farmers who need them most.
\n\nTo address these constraints, the Ministry of Agriculture (MoA), with technical and financial support from the World Bank under the Rural Economic Transformation Project (RETRAP), is establishing Agricultural Mechanization Service Centers (AMSCs). These centers will serve as centralized hubs providing modern mechanization services that enhance agricultural productivity, improve rural livelihoods, and promote sustainable farming practices. By aggregating demand and supply, AMSCs reduce costs, foster private sector participation, and ensure long-term sustainability of mechanization solutions. However, for these centers to succeed, institutional strengthening and organizational capacity building are essential to ensure that management systems, supervision frameworks, and accountability mechanisms are robust and responsive.
\n\nThe economic sustainability of each AMSC depends on a sound operational business model. This means that mechanization services must be priced to recover costs, service utilization rates must meet realistic targets, and maintenance reserves must be adequately funded. Beyond tracking equipment use, an effective management platform must help assess utilization rates against targets, calculate cost per hectare serviced, monitor fuel efficiency by equipment type and operator, measure revenue recovery against operational expenditure, and evaluate affordability for smallholder farmers. Without this economic visibility, there is a real risk that AMSCs become operational liabilities rather than sustainable service hubs. The Mechanization Management and Tracking System (MMTS) must therefore be designed not merely as an equipment register but as a management and accountability platform that improves the economic efficiency, sustainability, and transparency of mechanization services delivered to smallholder farmers across Liberia.
\n\nThe proposed MMTS, supported by standardized Standard Operating Procedures (SOPs) and a structured supervision framework, is designed to directly address these institutional weaknesses. By embedding transparency, accountability, and evidence-based management into mechanization services, the MMTS will strengthen organizational oversight and harmonize national mechanization data. Building on proven digital agriculture infrastructure, the system will integrate with the RETRAP reporting database to ensure farmer linkage, traceability, and comprehensive monitoring of mechanization services. This intervention directly contributes to RETRAP's broader objectives of increasing productivity and market access for smallholder farmers and agri-enterprises, while advancing climate-smart agriculture, agribusiness development, and workforce training. Ultimately, the initiative seeks to reduce food insecurity, promote economic transformation, and build resilience in Liberia's rural communities.
\n\n2. Purpose of the Assignment
\n\nThe purpose of this assignment is to procure a qualified firm to design, develop, and deploy a nationally scalable Mechanization Management and Tracking System, along with a comprehensive operational framework for the AMSCs. The work will proceed in clearly defined phases, with each phase subject to review and acceptance before the next phase begins. Specifically, the assignment seeks to:
\n\n3. Overall Objective
\n\nTo implement a nationally scalable mechanization management and accountability system that improves equipment utilization, performance tracking, cost recovery, and service delivery to smallholder farmers, thereby enhancing agricultural productivity, economic efficiency, and climate resilience. The system must be fully owned and operable by the Government of Liberia upon handover, with no dependency on proprietary vendor platforms or ongoing vendor licensing.
\n\n4. Specific Objectives
\n\n5. Value Chain Linkages
\n\nLiberia's priority agricultural value chains each have distinct mechanization needs. The MMTS must be designed to collect data that is relevant and useful for each value chain, without gathering information that has no practical application. The table below provides an indicative mapping of value chains to the mechanization services and system indicators that apply. The role of mechanization for poultry and piggery should be clarified with MoA during the inception phase, and excluded from system scope if it does not involve field mechanization relevant to the MMTS.
\n\n| \n\t\t\t Value Chain \n\t\t\t | \n\t\t\t\n\t\t\t Primary Mechanization Services \n\t\t\t | \n\t\t\t\n\t\t\t Key MMTS Indicators \n\t\t\t | \n\t\t
| \n\t\t\t Rice \n\t\t\t | \n\t\t\t\n\t\t\t Land clearing, ploughing, harrowing, transplanting, harvesting, threshing \n\t\t\t | \n\t\t\t\n\t\t\t Hectares prepared, turnaround time per hectare, fuel per hectare, farmer satisfaction \n\t\t\t | \n\t\t
| \n\t\t\t Cassava \n\t\t\t | \n\t\t\t\n\t\t\t Land preparation, ridging, mechanized harvesting \n\t\t\t | \n\t\t\t\n\t\t\t Hectares serviced, implement type used, service completion rate \n\t\t\t | \n\t\t
| \n\t\t\t Rubber \n\t\t\t | \n\t\t\t\n\t\t\t Land clearing, mechanized tapping support, transport logistics \n\t\t\t | \n\t\t\t\n\t\t\t Equipment deployment frequency, area cleared, maintenance history \n\t\t\t | \n\t\t
| \n\t\t\t Poultry and Piggery \n\t\t\t | \n\t\t\t\n\t\t\t To be clarified or excluded during inception \n\t\t\t | \n\t\t\t\n\t\t\t To be determined in consultation with MoA during Stage 1 \n\t\t\t | \n\t\t
6. Farmer Service Journey
\n\nThe MMTS must support and document the complete service journey from the moment a farmer requests assistance to the point of payment reconciliation and feedback collection. The system must be designed around this workflow, not as a separate afterthought. The standard service journey consists of the following steps:
\n\n\n\n
7. Scope of Work
\n\nThe assignment is organized into four implementation phases. Each phase concludes with a defined deliverable and a formal review by the Project Implementation Unit (PIU). The next phase will only commence upon written acceptance of the preceding phase deliverables. This phased structure is essential to manage the inherent complexity of integrating a national tracking system, to allow learning from the pilot before committing to full national rollout, and to protect the Government's investment.
\n\n\n\n
Phase 1: Design and Readiness
\n\nEstimated Duration: 10 to 14 weeks
\n\n\n\n
Stage 1: Stakeholder Consultations and Requirements Gathering (Estimated 4 weeks)
\n\n\n\n
Stage 2: System Architecture and Data Design (Estimated 6 to 10 weeks)
\n\nGiven the complexity of the required integrations, the offline functionality requirements, the multi-role user management, and the open API specifications, the architecture and data design stage requires dedicated time and must not be compressed. This stage may run concurrently with the final weeks of stakeholder consultations to avoid unnecessary delays.
\n\nPhase 2: Development, Testing, and Pilot
\n\nEstimated Duration: 5 to 7 months
\n\n\n\n
Stage 3: System Development and User Acceptance Testing (Estimated 3 to 4 months)
\n\n\n\n
Stage 4: Pilot Deployment and Learning (Estimated 2 to 3 months)
\n\nThe pilot is a learning phase. Its purpose is to test the operational model, validate data quality under field conditions, assess user adoption, and evaluate cost recovery before any commitment to national scale-up. Scale-up will not proceed unless the pilot meets clearly defined acceptance criteria.
\n\n\n\n
Phase 3: Capacity Building and Institutionalization
\n\nEstimated Duration: 2 months, overlapping with the later stages of Phase 2
\n\nStage 5: SOP Finalization and Capacity Building
\n\nStage 6: Supervision and Performance Framework (Finalized during Phase 3)
\n\n\n\n
Phase 4: National Scale-Up and Sustainability
\n\nEstimated Duration: Concurrent with Phase 3 planning; rollout commences only after formal PIU acceptance of the Pilot Learning Report
\n\nStage 7: National Rollout Planning and Execution
\n\n8. Indicator Framework
\n\nTo support meaningful performance monitoring and avoid data overload, MMTS indicators are organized into four levels. Activity and output indicators inform operational management. Efficiency and outcome indicators inform strategic decision-making and program evaluation. The system must generate reports at each level for different user roles.
\n\n| \n\t\t\t Indicator Level \n\t\t\t | \n\t\t\t\n\t\t\t Examples \n\t\t\t | \n\t\t
| \n\t\t\t Activity \n\t\t\t | \n\t\t\t\n\t\t\t Number of machines registered, number of operators trained and certified, number of service requests received, number of farmer confirmations sent \n\t\t\t | \n\t\t
| \n\t\t\t Output \n\t\t\t | \n\t\t\t\n\t\t\t Hectares serviced per AMSC per month, number of farmers served, number of services completed by private providers, percentage of requests fulfilled within scheduled timeframe \n\t\t\t | \n\t\t
| \n\t\t\t Efficiency \n\t\t\t | \n\t\t\t\n\t\t\t Cost per hectare serviced, fuel consumed per hectare by equipment type, revenue recovery rate as a percentage of operational cost, equipment utilization rate against target \n\t\t\t | \n\t\t
| \n\t\t\t Outcome \n\t\t\t | \n\t\t\t\n\t\t\t Reduction in average land preparation time compared to baseline, increase in cultivated area in target zones, farmer satisfaction score, percentage of smallholder farmers with access to mechanization services within a defined distance \n\t\t\t | \n\t\t
9. Technology, Intellectual Property, and Data Governance Requirements
\n\n9.1 Technology Neutrality and Government Transferability
\n\nThe MMTS must be built on open-source or vendor-neutral foundations. The use of proprietary frameworks that create ongoing licensing obligations, restrict government access to the source code, or prevent independent operation and maintenance is not permitted. Specifically:
\n\n\n\n
\n\n
9.2 Intellectual Property
\n\nAll digital assets developed under this contract are the sole property of the Government of Liberia, represented by MoA and RETRAP, from the moment of their creation. This includes but is not limited to source code, databases, application interfaces, training materials, SOPs, design documents, and any other outputs produced during the performance of this contract. The Consultant retains no ownership rights over any deliverable. Any pre-existing intellectual property incorporated into the system must be disclosed at contract inception, and its use must not impose restrictions on government ownership or operation of the system.
\n\n\n\n
9.3 Data Protection and Privacy
\n\nThe MMTS will hold personal data including farmer identity records, GPS location data, transaction history, and operator information. The Consultant must submit a Data Protection Compliance Plan as part of the inception report. This plan must cover:
\n\n\n\n
\n\n
9.4 Agricultural Data Governance
\n\nAll farmer data, service data, equipment data, and operational data generated or held within the MMTS is the property of MoA and RETRAP. The Consultant may not use, analyze, monetize, share, or retain any data generated under this contract for any purpose beyond the performance of the contract itself. The system must support data portability, allowing MoA and RETRAP to export all data in open formats including at minimum CSV and JSON. Data classification and governance arrangements must be documented and agreed with MoA as part of the system design stage.
\n\n9.5 Hosting Environment
\n\nThe Consultant must propose a hosting arrangement that supports long-term government ownership. A dedicated subdomain under the Ministry's official web domain, such as mmts.moa.gov.lr or an equivalent, is the preferred arrangement. The Consultant will be responsible for initial setup of the hosting environment. Long-term hosting costs and infrastructure management will be the responsibility of the Government of Liberia after handover. The Consultant must document all hosting configuration details and transfer them to MoA technical staff as part of the handover package.
\n\n10. Duration of the Assignment
\n\nThe estimated duration of the full assignment is 14 to 16 months from contract signing, depending on the complexity of the registry integration findings and the pace of stakeholder consultations. A more compressed timeline carries significant risk given the scope of integration requirements, the offline functionality demands, the registry readiness uncertainties, and the learning objectives of the pilot. The Consultant will present a detailed implementation plan in the Inception Report, which must be approved by the PIU before work begins.
\n\nThe indicative phasing is as follows:
\n\n| \n\t\t\t Phase \n\t\t\t | \n\t\t\t\n\t\t\t Stages \n\t\t\t | \n\t\t\t\n\t\t\t Indicative Duration \n\t\t\t | \n\t\t
| \n\t\t\t Phase 1: Design and Readiness \n\t\t\t | \n\t\t\t\n\t\t\t Stages 1 and 2 \n\t\t\t | \n\t\t\t\n\t\t\t 10 to 14 weeks \n\t\t\t | \n\t\t
| \n\t\t\t Phase 2: Development, Testing, and Pilot \n\t\t\t | \n\t\t\t\n\t\t\t Stages 3 and 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5 to 7 months \n\t\t\t | \n\t\t
| \n\t\t\t Phase 3: Capacity Building and Institutionalization \n\t\t\t | \n\t\t\t\n\t\t\t Stages 5 and 6 \n\t\t\t | \n\t\t\t\n\t\t\t 2 months (overlapping with Phase 2) \n\t\t\t | \n\t\t
| \n\t\t\t Phase 4: National Scale-Up and Sustainability \n\t\t\t | \n\t\t\t\n\t\t\t Stage 7 \n\t\t\t | \n\t\t\t\n\t\t\t Commences after Pilot Learning Report acceptance \n\t\t\t | \n\t\t
\n\n
11. Firm Qualification Requirements, Required Expertise, and Key Staff Skills
\n\nThe firm must demonstrate strong expertise in both general ICT services and specialized agricultural digital systems. It should have at least ten years of proven experience in software development, ICT consultancy, or digital transformation projects, reflecting its capacity to design and deliver complex technology solutions across diverse sectors. In addition, the firm must possess a minimum of seven years of specialized experience in digital technologies, particularly in the design and deployment of management information systems, fleet tracking solutions, or similar national-level agricultural platforms. This combination of broad ICT experience and focused agricultural digital expertise ensures that the selected firm is well positioned to develop and operationalize a robust MMTS tailored to Liberia's national mechanization needs.
\n\n11.1 Minimum Criteria
\n\nDigital Platform Development and Integration
\n\nGeospatial and Data Analytics
\n\nAgricultural Mechanization Operations
\n\nTraining and Capacity Building
\n\nField Implementation and Stakeholder Engagement
\n\n\n\n
11.2 Key Staff Skills Required
\n\nThe personnel fielded by the selected firm must meet the following standards. Their roles, academic qualifications, and minimum experience are outlined below:
\n\n\n\n
| \n\t\t\t Role \n\t\t\t | \n\t\t\t\n\t\t\t Academic Qualification \n\t\t\t | \n\t\t\t\n\t\t\t Minimum Experience \n\t\t\t | \n\t\t\t\n\t\t\t Responsibilities \n\t\t\t | \n\t\t
| \n\t\t\t Project Manager and Team Leader \n\t\t\t | \n\t\t\t\n\t\t\t Master's in Agricultural Engineering, ICT for Development, or Project Management \n\t\t\t | \n\t\t\t\n\t\t\t 10 or more years in agri-digital projects, mechanization service delivery, and institutional strengthening, with at least 5 years in a leadership role. \n\t\t\t | \n\t\t\t\n\t\t\t Overall project coordination, strategic guidance, stakeholder consultations, system design validation, quality assurance, and reporting to RETRAP and MoA. \n\t\t\t | \n\t\t
| \n\t\t\t System Architect and ICT Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Bachelor's or Master's in Computer Science, Information Systems, or Software Engineering \n\t\t\t | \n\t\t\t\n\t\t\t 7 or more years in national-level agri-digital platforms, API integration, GPS-enabled mobile modules, cloud infrastructure, and cybersecurity principles. \n\t\t\t | \n\t\t\t\n\t\t\t Design, develop, and deploy the MMTS; ensure robust integration with RETRAP database and MoA systems; manage technical infrastructure and open-source framework compliance. \n\t\t\t | \n\t\t
| \n\t\t\t Mechanization Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Bachelor's or Master's in Agricultural Engineering or Mechanical Engineering \n\t\t\t | \n\t\t\t\n\t\t\t 8 or more years in tractor operations, implements calibration, post-harvest machinery, and mechanization services. \n\t\t\t | \n\t\t\t\n\t\t\t Develop equipment registry, operational workflows, maintenance protocols, and lifecycle management; provide technical input for system functionality related to mechanization. \n\t\t\t | \n\t\t
| \n\t\t\t Training and Capacity Building Specialist \n\t\t\t | \n\t\t\t\n\t\t\t Bachelor's in Education, Agricultural Extension, or HR Development \n\t\t\t | \n\t\t\t\n\t\t\t 5 or more years in operator training, Train the Trainer programs, and SOP documentation, preferably in rural agricultural settings. \n\t\t\t | \n\t\t\t\n\t\t\t Develop comprehensive training materials, user manuals, and job aids; deliver training programs; certify operators and supervisors; establish Train the Trainer program; and coordinate Knowledge Transfer and Transition Plan. \n\t\t\t | \n\t\t
| \n\t\t\t Data Governance and Monitoring Expert \n\t\t\t | \n\t\t\t\n\t\t\t Master's in Data Science, Statistics, or Public Administration with ICT specialization \n\t\t\t | \n\t\t\t\n\t\t\t 7 or more years in data governance, digital identity verification, dashboard development, data analytics, and data privacy regulations. \n\t\t\t | \n\t\t\t\n\t\t\t Configure dashboards and reporting tools; establish the supervision framework; ensure data quality, compliance, and risk monitoring; develop data classification and usage guidelines. \n\t\t\t | \n\t\t
| \n\t\t\t GIS and Spatial Analyst \n\t\t\t | \n\t\t\t\n\t\t\t Bachelor's or Master's in Geospatial Science, Agriculture, or Environmental Studies \n\t\t\t | \n\t\t\t\n\t\t\t 5 or more years in GIS-enabled agricultural platforms, spatial analytics, farm mapping, remote sensing, and spatial database management. \n\t\t\t | \n\t\t\t\n\t\t\t Lead geospatial mapping of farms and service zones; integrate climate-smart agriculture indicators; provide spatial data analysis for service coverage and impact reporting. \n\t\t\t | \n\t\t
\n\n
12. Reporting Requirements
\n\n\n\n
13. Key Deliverables
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Deliverable \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report with Registry Readiness Assessment \n\t\t\t | \n\t\t\t\n\t\t\t Refined work plan, system design specifications, architecture overview, Registry Readiness Assessment with go-or-no-go decision, Data Protection Compliance Plan, and device procurement clarification. \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Approved System Architecture and Data Design \n\t\t\t | \n\t\t\t\n\t\t\t Full architecture documentation, data models, hosting plan, API specifications, security design, and governance protocols, accepted in writing by the PIU before development begins. \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t MMTS Developed and UAT-Certified \n\t\t\t | \n\t\t\t\n\t\t\t Fully functional system including all modules, dashboards, mobile field tools, farmer confirmation SMS mechanism, and staging environment. Accompanied by UAT manual, test results, and written PIU sign-off. \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Pilot Deployment and Learning Report \n\t\t\t | \n\t\t\t\n\t\t\t Live system operation in up to five AMSCs, with structured feedback, performance data, and a Pilot Learning Report containing a go-or-no-go recommendation for scale-up. \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t SOP Manual \n\t\t\t | \n\t\t\t\n\t\t\t Finalized, validated, and user-friendly manual for all mechanization center operations, refined based on pilot learning. \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Supervision and Performance Management Framework \n\t\t\t | \n\t\t\t\n\t\t\t Fully configured dashboards, supervisory reporting tools, risk and exception monitoring, and a documented governance mechanism for ongoing system management. \n\t\t\t | \n\t\t
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Knowledge Transfer and Transition Plan \n\t\t\t | \n\t\t\t\n\t\t\t Operations manual, system administrator guide, troubleshooting guide, Train the Trainer session records, certified staff list by category, and post-handover support schedule. \n\t\t\t | \n\t\t
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t National Rollout Plan \n\t\t\t | \n\t\t\t\n\t\t\t Strategic plan for expanding MMTS to all target AMSCs, including infrastructure, human resource, and financing requirements. \n\t\t\t | \n\t\t
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Service Level Agreement \n\t\t\t | \n\t\t\t\n\t\t\t Agreed SLA covering a minimum 12-month post-handover support period with differentiated response commitments for critical and non-critical issues. \n\t\t\t | \n\t\t
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t Final Implementation and Performance Report \n\t\t\t | \n\t\t\t\n\t\t\t Comprehensive report on project execution, system performance, outcomes, challenges, and recommendations. \n\t\t\t | \n\t\t
\n\n
14. Payment Schedule
\n\nThe payment structure has been streamlined to four clearly defined milestones, each linked to specific deliverables and subject to formal PIU acceptance. Acceptance criteria for each milestone will be documented in the contract and agreed before signing. The following schedule applies:
\n\n| \n\t\t\t Milestone \n\t\t\t | \n\t\t\t\n\t\t\t Deliverable Basis \n\t\t\t | \n\t\t\t\n\t\t\t Payment \n\t\t\t | \n\t\t
| \n\t\t\t Milestone 1: Inception and Architecture \n\t\t\t | \n\t\t\t\n\t\t\t Acceptance of the Inception Report including the Registry Readiness Assessment and the approved System Architecture and Data Design. \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t Milestone 2: System Development and UAT \n\t\t\t | \n\t\t\t\n\t\t\t PIU written sign-off on UAT completion and system readiness for live pilot deployment. \n\t\t\t | \n\t\t\t\n\t\t\t 30% \n\t\t\t | \n\t\t
| \n\t\t\t Milestone 3: Pilot Completion, Capacity Building, and SOP \n\t\t\t | \n\t\t\t\n\t\t\t Acceptance of the Pilot Learning Report, SOP Manual, Training Completion Report, and Knowledge Transfer and Transition Plan. \n\t\t\t | \n\t\t\t\n\t\t\t 35% \n\t\t\t | \n\t\t
| \n\t\t\t Milestone 4: National Rollout and Final Handover \n\t\t\t | \n\t\t\t\n\t\t\t Acceptance of the National Rollout Plan, National Scale-Up execution, Final Implementation Report, Service Level Agreement, and full transfer of all source code and documentation to MoA and RETRAP. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
Payments will only be made upon formal written acceptance of the relevant milestone deliverables by the PIU. The PIU will review and respond to submitted deliverables within 15 working days of receipt. Where deliverables do not meet agreed acceptance criteria, the Consultant will be given a defined period to revise and resubmit before payment is released.
\n\n15. Submission Requirements
\n\nInterested firms are invited to submit detailed information demonstrating their qualifications and relevant experience to deliver the required services. Submissions should include evidence of the firm's track record, technical expertise, equipment inventory, and understanding of the assignment, along with the proposed methodology and curriculum vitae of key staff to be engaged. Firms must also provide proof of demonstrable experience in developing monitoring and management systems that enhance equipment utilization, performance tracking, and service delivery to farmers through mechanization.
\n\n\n\n
The assignment will be procured using the Quality and Cost-Based Selection (QCBS) method in accordance with World Bank Procurement Regulations. Only firms meeting the minimum criteria outlined in Section 11 will be considered for evaluation.
\n\n\n\n
For further information, interested firms may contact:
\n\nMr. Galah Toto
\n\nNational Program Coordinator
\n\nTel: +231777576980/+231886576980
\n\nEmail: gtoto@moa.gov.lr
\n\nMinistry of Agriculture, Republic of Liberia
\n\nRural Economic Transformation Project (RETRAP) Coordination Unit
\n\nMonrovia, Liberia
\n\n"},{"id":"OP00373237","notice_type":"Request for Expression of Interest","noticedate":"15-Apr-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-04-15T00:00:00Z","submission_deadline_time":"16:00","project_ctry_name":"Western and Central Africa","project_id":"P500628","project_name":"Western Africa Regional Digital Integration Program - Series of Projects 2","bid_reference_no":"LR-MOPT-503791-CS-INDV","bid_description":"Recruitment of an Environmental Safeguard Specialist","procurement_group":"CS","procurement_method_code":"INDV","procurement_method_name":"Individual Consultant Selection","contact_address":"McDonald & Carey Streets\n1000 Monrovia, 10 Liberia","contact_ctry_name":"Liberia","contact_email":"natuoona@yahoo.com","contact_name":"Nicholas N. Johnson","contact_organization":"Ministry of Posts and Telecommunications","contact_phone_no":"+231779169567","submission_date":"2026-04-15T00:00:00Z","notice_text":"
\n\n
\n\n
\n\n
\n\n
| \n\t\t\t Republic of Liberia \n\n\t\t\tMinistry of Posts and Telecommunications \n\n\t\t\tWestern African Regional Digital Integration Project – Series of Projects 2 Liberia (WARDIP SOP2-Liberia) \n\t\t\t | \n\t\t
\n\n
Project ID: P500628
\n\n\n\n
Terms of Reference
\n\nFor
\n\nEnvironmental Management Specialist
\n\n\n\n
| \n\t\t\t Post Title: \n\t\t\t | \n\t\t\t\n\t\t\t Environmental Management Specialist \n\t\t\t | \n\t\t
| \n\t\t\t Location of Post: \n\t\t\t | \n\t\t\t\n\t\t\t Monrovia, Liberia \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Contract Duration: \n\t\t\t | \n\t\t\t\n\t\t\t 12 months \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Reporting Line: \n\t\t\t | \n\t\t\t\n\t\t\t WARDIP Liberia/PIU through the PIU Coordinator \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Recruitment Type: \n\t\t\t | \n\t\t\t\n\t\t\t Local \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Type of Contract \n\t\t\t | \n\t\t\t\n\t\t\t X Individual Consultant \n\n\t\t\tConsulting Firm (QCBS, CQS, LCS) \n\n\t\t\tNon-Consulting Service (Competitive Bidding) \n\n\t\t\t\n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa.
\n\n\n\n
WARDIP SOP2-Liberia is the second phase of the Western Africa Regional Development Integration Program series of projects (DTfA – WARDIP), which builds consensus and momentum around the vision for achieving a Single Digital Market (SDM) in Africa. It is envisioned that the project will lead to an increased secure flow of digital services within and between participating countries in Western Africa. By the end of the SOP, foundations of a SDM in Western Africa in line with the AU SDM are expected to be in place.
\n\n\n\n
WARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components.
\n\n\n\n
\n\n
Environmental and social risks
\n\n\n\n
The Project will be prepared and implemented under the Environmental and Social Management Framework (ESF) of the WB and the environmental and social (E&S) risk classification is Substantial.
\n\n\n\n
There are ten Environment and Social Standards (ESS) under the ESF, and the following standards are considered relevant (but not limited to) for this project:
\n\n\n\n
The proposed environmental risk classification is Substantial. The project is expected to have positive environmental impacts by restoring coastal ecosystems, especially mangroves, to reduce the risk of erosion and flooding, including restoration of abandoned rice paddies and the water system. However, there are also key environmental concerns identified at this stage, including: (i) effects on water quality; (ii) risks associated with the disturbance of marine and other coastal ecosystem biodiversity during construction and operation; (iii) construction waste disposal and e-waste management; (iv) worker occupational health and safety (OHS); (v) air and noise pollution nuisances; (vi) water pollution; and (vii) high energy consumption.
\n\n\n\n
The interventions will take place in fragile coastal areas, including mangroves that provide vital ecosystem services, and poorly designed or implemented activities could exacerbate erosion downstream. Furthermore, health and safety of workers and communities must be carefully managed. Potential OHS hazards associated with the construction of physical infrastructure include exposure to harmful dusts and fumes, loud noise, manual handling injuries, and stress or fatigue. Nonetheless, most of the anticipated environmental risks are expected to be site-specific, temporary, and manageable through adherence to good construction practices, energy optimization, and sustainable sourcing. The Appraisal Environmental and Social Review Summary (ESRS) and accompanying environmental management instruments will detail the mitigation measures required.
\n\n\n\n
The proposed social risk classification is Moderate. The project is expected to generate significant benefits for digital and social inclusion by expanding cross-border connectivity, data flows, and access to online services in participating countries. While these benefits are substantial, Component 1 activities may give rise to some social impacts, including: (i) disruption of economic activities and livelihoods due to land acquisition; (ii) impacts on the livelihoods of fishermen caused by the laying of submarine cables; (iii) loss of access to fishing grounds due to construction of the landing station; (iv) impacts on people’s livelihoods along the fisheries value chain; (v) labor and working conditions; and (vi) community health and safety concerns.
\n\n\n\n
The presence of migrant workers introduces additional risks such as labor-related grievances and the potential for sexual exploitation, abuse, or harassment (SEA/SH). Although the digitalization goals are expected to improve productivity and efficiency, limited stakeholder awareness may result in initial resistance. Risks such as social exclusion of vulnerable groups (e.g., people with disabilities, landless persons, youth, and elders), potential child labor, SEA/SH, and disruptions to traditional livelihoods will need to be actively managed.
\n\n\n\n
In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) is setting up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this project and, as thus, seeks to recruit a highly qualified and motivated Environmental Management Specialist to join the PIU.
\n\n\n\n
\n\n
The objective of this assignment is to support the PIU in the effective implementation of environmental risk management measures under the project, in line with the World Bank Environmental and Social Framework (ESF) and national environmental regulations. The Environmental Consultant will provide technical guidance on the preparation, review, updating, and monitoring of ESF instruments, coordinate with key stakeholders, support training and capacity building efforts, and ensure environmental compliance throughout the project life cycle. The consultant will also work closely with the Social Development and M&E Specialists to ensure integrated and consistent monitoring, reporting, and stakeholder engagement.
\n\n\n\n
\n\n
The Environmental Management Specialist will be tasked with but not limited to deliver on the following mandate:
\n\n\n\n
\n\n
In particular, the Environmental Management Specialist will be responsible for the following:
\n\n\n\n
Project preparation, Technical Guidance and Coordination
\n\n\n\n
Environmental and Social Management Procedures
\n\n\n\n
Monitoring and Reporting
\n\n\n\n
\n\n
\n\n
\n\n
The Environmental Management Specialist will be appointed for a period of one (1) year, renewable based on good performance.
\n\n\n\n
\n\n
By accepting to take part in the invitation, the Consultant agrees to keep in confidence all information shared by the Liberian government authorities and the World Bank, whether written or oral, concerning the invitation and/or in relation to the government organizations’ business involved in this assignment which is not of public domain. The Consultant also agrees to use it only for the purposes of this activity and for no other reasons and not to disclose any of the said information to any third party.
\n\n| \n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t
\n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t Project ID: P500628 \n\n\t\t\t\n\n\t\t\t Expression of Interest (EOI) \n\n\t\t\tfor \n\n\t\t\tthe Position of Social Safeguard Specialist \n\n\t\t\t\n\n\t\t\t The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa. \n\n\t\t\tWARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components. \n\n\t\t\t· Component I. Connectivity Market Development and Integration: This component aims to provide infrastructure financing and support for an enhanced enabling environment to develop the regional broadband connectivity market. \n\n\t\t\t· Component II: Data Market Development and Integration: This component aims to build trust in online transactions and strengthen the security and resilience of digital infrastructure and systems, focused on focuses on enabling secure, cross-border data exchange, storage, and processing to support regional access to data-driven services, innovation, and infrastructure. \n\n\t\t\t· Component III. Online Market Development and Integration: This component aims to support the development of a robust regional online market, with a focus on boosting service uptake for an integrated SDM. \n\n\t\t\t· Component IV. Project Management and Implementation Support. This component would provide technical assistance and capacity support for program preparation and implementation. \n\n\t\t\t· Component V. Contingent Emergency Response. The component is included to help participating countries respond swiftly to eligible crises and emergencies, in case of urgent need of assistance or capacity constraints. \n\n\t\t\t\n\n\t\t\t \n\n\t\t\t In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) intends to set up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this fund and, as thus, seeks to recruit a highly qualified and motivated Social Safeguard Specialist for the PIU. \n\n\t\t\tThe attention of interested Consultant is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 revised November 2017 and August 2018. Setting forth the World Bank’s policy on conflict of interest. \n\n\t\t\tA Consultant will be selected in accordance with Individual Selection Method set out in the Procurement Regulations \n\n\t\t\tExpressions of interest which must bear the title Social Safeguard Specialist must be delivered in a written form to the address below (in person or by mail, or by e-mail) by 4:00pm GMT beginning August 11, to 28, 2025. \n\n\t\t\tPlease check the Ministry Website at www.mopt.gov.lr, and also as an Annex-A below to this request for expression of interest (reoi) for the Terms of Reference (ToR) and more details for the position. \n\n\t\t\tFurther information can be obtained at the address below during office hours from 8:30 am to 4:30 pm, local time through patrickpayetee9@gmail.com or 0778723535/0886642510. \n\n\t\t\tAddress – For Submission of Expressions of Interest: \n\n\t\t\tHon. Sekou M. Kromah \n\n\t\t\tMinister \n\n\t\t\tMinistry of Posts and Telecommunications, \n\n\t\t\tMcDonald and Carey Streets, \n\n\t\t\tMonrovia, Liberia \n\n\t\t\t\n\n\t\t\t Attention: Patrick Payetee/Interim Project Procurement Specialist (patrickpayetee9@gmail.com) \n\n\t\t\tWestern Africa Regional Digital Integration Project-Liberia (WARDIP-Liberia) \n\n\t\t\tOnline submission: patrickpayetee9@gmail.com \n\n\t\t\t\n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t Annex-A \n\n\t\t\t\n\n\t\t\t Terms of Reference \n\n\t\t\tFor \n\n\t\t\tSocial Development Specialist \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t \n\n\t\t\t \n\n\t\t\t
\n\n\t\t\t The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa. \n\n\t\t\t\n\n\t\t\t WARDIP SOP2-Liberia is the second phase of the Western Africa Regional Development Integration Program series of projects (DTfA – WARDIP), which builds consensus and momentum around the vision for achieving a Single Digital Market (SDM) in Africa. It is envisioned that the project will lead to an increased secure flow of digital services within and between participating countries in Western Africa. By the end of the SOP, foundations of a SDM in Western Africa in line with the AU SDM are expected to be in place. \n\n\t\t\t\n\n\t\t\t WARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components. \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t Environmental and social risks \n\n\t\t\t\n\n\t\t\t The Project will be prepared and implemented under the Environmental and Social Management Framework (ESF) of the WB and the environmental and social (E&S) risk classification is Substantial. \n\n\t\t\t\n\n\t\t\t There are ten Environment and Social Standards (ESS) under the ESF, and the following standards are considered relevant (but not limited to) for this project: \n\n\t\t\t
\n\n\t\t\t The proposed environmental risk classification is Substantial. The project is expected to have positive environmental impacts by restoring coastal ecosystems, especially mangroves, to reduce the risk of erosion and flooding, including restoration of abandoned rice paddies and the water system. However, there are also key environmental concerns identified at this stage, including: (i) effects on water quality; (ii) risks associated with the disturbance of marine and other coastal ecosystem biodiversity during construction and operation; (iii) construction waste disposal and e-waste management; (iv) worker occupational health and safety (OHS); (v) air and noise pollution nuisances; (vi) water pollution; and (vii) high energy consumption. \n\n\t\t\t\n\n\t\t\t The interventions will take place in fragile coastal areas, including mangroves that provide vital ecosystem services, and poorly designed or implemented activities could exacerbate erosion downstream. Furthermore, health and safety of workers and communities must be carefully managed. Potential OHS hazards associated with the construction of physical infrastructure include exposure to harmful dusts and fumes, loud noise, manual handling injuries, and stress or fatigue. Nonetheless, most of the anticipated environmental risks are expected to be site-specific, temporary, and manageable through adherence to good construction practices, energy optimization, and sustainable sourcing. The Appraisal Environmental and Social Review Summary (ESRS) and accompanying environmental management instruments will detail the mitigation measures required. \n\n\t\t\t\n\n\t\t\t The proposed social risk classification is Moderate. The project is expected to generate significant benefits for digital and social inclusion by expanding cross-border connectivity, data flows, and access to online services in participating countries. While these benefits are substantial, Component 1 activities may give rise to some social impacts, including: (i) disruption of economic activities and livelihoods due to land acquisition; (ii) impacts on the livelihoods of fishermen caused by the laying of submarine cables; (iii) loss of access to fishing grounds due to construction of the landing station; (iv) impacts on people’s livelihoods along the fisheries value chain; (v) labor and working conditions; and (vi) community health and safety concerns. \n\n\t\t\t\n\n\t\t\t The presence of migrant workers introduces additional risks such as labor-related grievances and the potential for sexual exploitation, abuse, or harassment (SEA/SH). Although the digitalization goals are expected to improve productivity and efficiency, limited stakeholder awareness may result in initial resistance. Risks such as social exclusion of vulnerable groups (e.g., people with disabilities, landless persons, youth, and elders), potential child labor, SEA/SH, and disruptions to traditional livelihoods will need to be actively managed. \n\n\t\t\t\n\n\t\t\t In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) is setting up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this project and, as thus, seeks to recruit a highly qualified and motivated Social Development Specialist to join the PIU. \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t The objective of this assignment is to support the PIU with the implementation and monitoring of social development and risk mitigation measures under the project, in line with the World Bank Environmental and Social Framework (ESF) and national regulations. The Social Development Specialist will be responsible for ensuring the preparation, quality assurance, and compliance of social risk management instruments; overseeing stakeholder engagement and grievance redress mechanisms; supporting the implementation of inclusive community subprojects; and conducting regular monitoring and reporting to strengthen social inclusion and sustainability across the project lifecycle. The Social Development Specialist will report to the PIU Coordinator and will work closely with the Environment Management Specialist, Gender Specialist and Communication Specialist in the PIU. \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t The Social Development Specialist will be tasked with but not limited to deliver on the following mandate: \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t In particular, the Social Development Specialist (SDS) will be responsible for the following tasks: \n\n\t\t\t\n\n\t\t\t Project preparation \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t Project implementation \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t Monitoring and Reporting \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t
\n\n\t\t\t The Environmental Management Specialist will be appointed for a period of one (1) year, renewable based on good performance. \n\n\t\t\t\n\n\t\t\t
\n\n\t\t\t By accepting to take part in the invitation, the Consultant agrees to keep in confidence all information shared by the Liberian government authorities and the World Bank, whether written or oral, concerning the invitation and/or in relation to the government organizations’ business involved in this assignment which is not of public domain. The Consultant also agrees to use it only for the purposes of this activity and for no other reasons and not to disclose any of the said information to any third party. \n\n\t\t\t\n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t Republic of Liberia \n\n\t\t\tMinistry of Posts and Telecommunications \n\n\t\t\tWestern African Regional Digital Integration Project – Series of Projects 2 Liberia (WARDIP SOP2-Liberia) \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Project ID: P500628
\n\n\n\n
Expression of Interest (EOI)
\n\nfor
\n\nthe Position of Environmental Safeguard Specialist
\n\n\n\n
The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa.
\n\nWARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components.
\n\n· Component I. Connectivity Market Development and Integration: This component aims to provide infrastructure financing and support for an enhanced enabling environment to develop the regional broadband connectivity market.
\n\n· Component II: Data Market Development and Integration: This component aims to build trust in online transactions and strengthen the security and resilience of digital infrastructure and systems, focused on focuses on enabling secure, cross-border data exchange, storage, and processing to support regional access to data-driven services, innovation, and infrastructure.
\n\n· Component III. Online Market Development and Integration: This component aims to support the development of a robust regional online market, with a focus on boosting service uptake for an integrated SDM.
\n\n· Component IV. Project Management and Implementation Support. This component would provide technical assistance and capacity support for program preparation and implementation.
\n\n· Component V. Contingent Emergency Response. The component is included to help participating countries respond swiftly to eligible crises and emergencies, in case of urgent need of assistance or capacity constraints.
\n\n\n\n
\n\n
In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) intends to set up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this fund and, as thus, seeks to recruit a highly qualified and motivated Environmental Safeguard Specialist for the PIU.
\n\nThe attention of interested Consultant is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 revised November 2017 and August 2018. Setting forth the World Bank’s policy on conflict of interest.
\n\nA Consultant will be selected in accordance with Individual Selection Method set out in the Procurement Regulations
\n\nExpressions of interest which must bear the title Environmental Safeguard Specialist must be delivered in a written form to the address below (in person or by mail, or by e-mail) by 4:00pm GMT beginning August 11, to 28, 2025.
\n\nPlease check the Ministry Website at www.mopt.gov.lr and also as an Annex-A below to this request for expression of interest (reoi) for the Terms of Reference (ToR) and more details for the position.
\n\nFurther information can be obtained at the address below during office hours from 8:30 am to 4:30 pm, local time through patrickpayetee9@gmail.com or 0778723535/0886642510.
\n\nAddress – For Submission of Expressions of Interest:
\n\nHon. Sekou M. Kromah
\n\nMinister
\n\nMinistry of Posts and Telecommunications,
\n\nMcDonald and Carey Streets,
\n\nMonrovia, Liberia
\n\n\n\n
Attention: Patrick Payetee/Interim Project Procurement Specialist (patrickpayetee9@gmail.com)
\n\nWestern Africa Regional Digital Integration Project-Liberia (WARDIP-Liberia)
\n\nOnline submission: patrickpayetee9@gmail.com
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
ANNEX-A
\n\nTerms of Reference
\n\nFor
\n\nEnvironmental Management Specialist
\n\n| \n\t\t\t Post Title: \n\t\t\t | \n\t\t\t\n\t\t\t Environmental Management Specialist \n\t\t\t | \n\t\t
| \n\t\t\t Location of Post: \n\t\t\t | \n\t\t\t\n\t\t\t Monrovia, Liberia \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Contract Duration: \n\t\t\t | \n\t\t\t\n\t\t\t 12 months \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Reporting Line: \n\t\t\t | \n\t\t\t\n\t\t\t WARDIP Liberia/PIU through the PIU Coordinator \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Recruitment Type: \n\t\t\t | \n\t\t\t\n\t\t\t Local \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Type of Contract \n\t\t\t | \n\t\t\t\n\t\t\t X Individual Consultant \n\n\t\t\tConsulting Firm (QCBS, CQS, LCS) \n\n\t\t\tNon-Consulting Service (Competitive Bidding) \n\n\t\t\t\n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
The Government of Liberia (GoL) has received financing from the World Bank for the preparation of the West Africa Regional Digital Integration Project - Series of Projects 2 Liberia (WARDIP SOP2-Liberia). This project, which will be implemented at the national level, seeks to facilitate increased broadband access and usage in preparation for regional digital markets integration in West Africa.
\n\n\n\n
WARDIP SOP2-Liberia is the second phase of the Western Africa Regional Development Integration Program series of projects (DTfA – WARDIP), which builds consensus and momentum around the vision for achieving a Single Digital Market (SDM) in Africa. It is envisioned that the project will lead to an increased secure flow of digital services within and between participating countries in Western Africa. By the end of the SOP, foundations of a SDM in Western Africa in line with the AU SDM are expected to be in place.
\n\n\n\n
WARDIP SOP2 builds on, and will run parallel to, investments in DTfA/WARDIP SOP1, further extending cross-border and backbone connectivity, data markets and online market environment in additional countries. It aims to increase broadband access and usage in participating countries and to advance the integration of digital markets in Western Africa and is structured to have 5 components.
\n\n\n\n
\n\n
Environmental and social risks
\n\n\n\n
The Project will be prepared and implemented under the Environmental and Social Management Framework (ESF) of the WB and the environmental and social (E&S) risk classification is Substantial.
\n\n\n\n
There are ten Environment and Social Standards (ESS) under the ESF, and the following standards are considered relevant (but not limited to) for this project:
\n\n\n\n
The proposed environmental risk classification is Substantial. The project is expected to have positive environmental impacts by restoring coastal ecosystems, especially mangroves, to reduce the risk of erosion and flooding, including restoration of abandoned rice paddies and the water system. However, there are also key environmental concerns identified at this stage, including: (i) effects on water quality; (ii) risks associated with the disturbance of marine and other coastal ecosystem biodiversity during construction and operation; (iii) construction waste disposal and e-waste management; (iv) worker occupational health and safety (OHS); (v) air and noise pollution nuisances; (vi) water pollution; and (vii) high energy consumption.
\n\n\n\n
The interventions will take place in fragile coastal areas, including mangroves that provide vital ecosystem services, and poorly designed or implemented activities could exacerbate erosion downstream. Furthermore, health and safety of workers and communities must be carefully managed. Potential OHS hazards associated with the construction of physical infrastructure include exposure to harmful dusts and fumes, loud noise, manual handling injuries, and stress or fatigue. Nonetheless, most of the anticipated environmental risks are expected to be site-specific, temporary, and manageable through adherence to good construction practices, energy optimization, and sustainable sourcing. The Appraisal Environmental and Social Review Summary (ESRS) and accompanying environmental management instruments will detail the mitigation measures required.
\n\n\n\n
The proposed social risk classification is Moderate. The project is expected to generate significant benefits for digital and social inclusion by expanding cross-border connectivity, data flows, and access to online services in participating countries. While these benefits are substantial, Component 1 activities may give rise to some social impacts, including: (i) disruption of economic activities and livelihoods due to land acquisition; (ii) impacts on the livelihoods of fishermen caused by the laying of submarine cables; (iii) loss of access to fishing grounds due to construction of the landing station; (iv) impacts on people’s livelihoods along the fisheries value chain; (v) labor and working conditions; and (vi) community health and safety concerns.
\n\n\n\n
The presence of migrant workers introduces additional risks such as labor-related grievances and the potential for sexual exploitation, abuse, or harassment (SEA/SH). Although the digitalization goals are expected to improve productivity and efficiency, limited stakeholder awareness may result in initial resistance. Risks such as social exclusion of vulnerable groups (e.g., people with disabilities, landless persons, youth, and elders), potential child labor, SEA/SH, and disruptions to traditional livelihoods will need to be actively managed.
\n\n\n\n
In view of this, the GoL, through the Ministry of Post and Telecommunications (MoPT) is setting up a Project Implementation Unit (PIU) as a starting point to kick start the activities entailed in this project and, as thus, seeks to recruit a highly qualified and motivated Environmental Management Specialist to join the PIU.
\n\n\n\n
\n\n
The objective of this assignment is to support the PIU in the effective implementation of environmental risk management measures under the project, in line with the World Bank Environmental and Social Framework (ESF) and national environmental regulations. The Environmental Consultant will provide technical guidance on the preparation, review, updating, and monitoring of ESF instruments, coordinate with key stakeholders, support training and capacity building efforts, and ensure environmental compliance throughout the project life cycle. The consultant will also work closely with the Social Development and M&E Specialists to ensure integrated and consistent monitoring, reporting, and stakeholder engagement.
\n\n\n\n
\n\n
The Environmental Management Specialist will be tasked with but not limited to deliver on the following mandate:
\n\n\n\n
\n\n
In particular, the Environmental Management Specialist will be responsible for the following:
\n\n\n\n
Project preparation, Technical Guidance and Coordination
\n\n\n\n
Environmental and Social Management Procedures
\n\n\n\n
Monitoring and Reporting
\n\n\n\n
\n\n
\n\n
\n\n
The Environmental Management Specialist will be appointed for a period of one (1) year, renewable based on good performance.
\n\n\n\n
\n\n
By accepting to take part in the invitation, the Consultant agrees to keep in confidence all information shared by the Liberian government authorities and the World Bank, whether written or oral, concerning the invitation and/or in relation to the government organizations’ business involved in this assignment which is not of public domain. The Consultant also agrees to use it only for the purposes of this activity and for no other reasons and not to disclose any of the said information to any third party.
"},{"id":"OP00437275","notice_type":"Request for Expression of Interest","noticedate":"08-Apr-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-04-28T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Lebanon","project_id":"P181954","project_name":"GFPP for Lebanon Digital Acceleration Project","bid_reference_no":"LB-OMSAR-537752-CS-CQS","bid_description":"e-services, Business Process Reengineering Foundational Work as part of Re-inventing Government (6 priority services)","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"STARCO Building, Block A, 5th Floor, Omar Daouk Street, Mina Al Hosn City: Beirut, Lebanon","contact_ctry_name":"Lebanon","contact_email":"mhammoud@omsar.gov.lb","contact_name":"Mirvat Hammoud","contact_organization":"Office of the Minister of State for Administrative Reform","contact_phone_no":"+961 (1) 371 505","submission_date":"2026-04-08T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST (REOI)
\n\nCONSULTANT’S QUALIFICATIONS BASED SELECTION (CQS)
\n\nE-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government
\n\n| \n\t\t\t Name of Project \n\t\t\t | \n\t\t\t\n\t\t\t GFPP for Lebanon Digital Acceleration Project (LDAP) \n\t\t\t | \n\t\t
| \n\t\t\t Loan No/Credit No/ Grand Number \n\t\t\t | \n\t\t\t\n\t\t\t TF0C8895 \n\t\t\t | \n\t\t
| \n\t\t\t Assignment Title \n\t\t\t | \n\t\t\t\n\t\t\t E-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government \n\t\t\t | \n\t\t
| \n\t\t\t Procurement Plan Ref Number \n\t\t\t | \n\t\t\t\n\t\t\t LB-OMSAR-537752-CS-CQS \n\t\t\t | \n\t\t
| \n\t\t\t Country of Delivery \n\t\t\t | \n\t\t\t\n\t\t\t Lebanon \n\t\t\t | \n\t\t
The Office of the Minister of State for Administrative Reform (OMSAR) has received financing from the World Bank toward the cost of the Preparation Grant for the Lebanon Digital Acceleration Project (LDAP) and intends to apply part of the proceeds for the following consulting services.
\n\nThe consulting services (“the Services”) include the end-to-end improvement and digital transformation of six (6) priority public services within selected sectors/clusters. The assignment utilizes an agile methodology (MVP, alpha, and beta stages) to diagnose "As-Is" processes, redesign "To-Be" workflows, classify data according to the National Data Classification Policy, and integrate electronic signature use cases. The Consultant will configure these services on Lebanon’s National Portal, a low-code automation platform, and provide capacity building for civil servants. The estimated implementation period is five (5) months from the contract commencement date.
\n\nThe detailed Terms of Reference (TOR) for the assignment is attached to this REOI.
\n\nOMSAR 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.
\n\nThe attention of interested Consultants is drawn to paragraph 3.14, 3.16 and 3.17 of the World Bank’s Procurement Regulations for IPF Borrowers dated September 2025 (“the Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nThe best qualified firm to carry out the services will be selected in accordance with the Consultant’s Qualifications Based Selection (CQS) method set out in the Regulations and based on the following criteria:
\n\nMandatory Minimum Requirements:
\n\nDesirable Requirements (Technical and Managerial Capability):
\n\n(Note: The qualifications and experience of Key Experts shall not be evaluated at this shortlisting stage).
\n\nTo ensure a complete submission, the Expression of Interest (EOI) must include the following minimum documentation:
\n\nFurther information can be obtained at the address below during office hours (09:00 AM to 04:00 PM Beirut Time).
\n\nExpressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by COB 28 April, 2026.
\n\n\n\n
Office of the Minister of State for Administrative Reform (OMSAR)
\n\nTechnical Unit – Preparation Grant for Lebanon Digital Acceleration Project
\n\nAttn: Ms. Mirvat Hammoud – Procurement Specialist
\n\nAddress: STARCO Building, Bloc A, 5th Floor, Room 505a
\n\nOmar Daouk Street, Mina El Hosn Sector
\n\nBeirut, Lebanon
\n\nTel: +961 (1) 371 505; ext. 160
\n\nE-mail: mhammoud@omsar.gov.lb
\n\n\n\n
Attachment: Terms of Reference (TOR)
\n\n\n\n
TERMS OF REFERENCE
\n\nPREPARATION GRANT FOR LEBANON DIGITAL ACCELERATION PROJECT (P181954)
\n\nE-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government
\n\nLebanon’s public administration has remained largely unchanged for decades, operating with outdated structures, fragmented mandates, widespread vacancies, and weak digital and human capital systems. Combined with paper-based processes, siloed information systems, and manual approval workflows, these constraints have resulted in inefficient service delivery, duplication of roles, limited transparency, and a growing gap between government capabilities and citizen expectations.
\n\n\n\n
In response, the Government of Lebanon, with support from the World Bank, as part of the Lebanon Digital Acceleration Project (LDAP), is undertaking a strategic investment aimed at modernizing public administration and strengthening the core digital enablers required for trusted digital service delivery. To support project readiness, the World Bank’s Grant Facility for Project Preparation (GFPP) has been extended to the Office of the Minister of State for Administrative Reform (OMSAR). The GFPP grant is implemented by a Technical Unit (TU) housed within OMSAR.
\n\n\n\n
In parallel, OMSAR, under direct government sponsorship, has launched “Reinventing Government 2030” a whole of government reform effort that aims to restructure the public sector into a coherent, citizen centric, mission driven public administration.
\n\n\n\n
The reform is structured in phases progressively building toward implementation. It began with the Stakeholders’ Aspirations phase, which defined a forward-looking vision for Lebanon’s public administration and establishing guiding design principles. This phase has been completed. It is followed by the development of a Blueprint for Public Sector Reform, encompassing baseline assessments and benchmarking of current institutions and services, and the piloting of the proposed model across selected ministries. The final phase focus is on implementation, including the re-engineering and digitization of priority public services, supported by the necessary legal and regulatory changes.
\n\n\n\n
To support service transformation under this agenda, OMSAR is advancing key digital foundations as part of the LDAP. These efforts will be undertaken by OMSAR and OMSTAI within their mandates and technical expertise and in coordination with relevant stakeholders, ensuring consistency with national digital transformation, national digital trust, data governance, and interoperability frameworks. This includes the development of a National Data Classification Policy, as well as targeted support to the electronic signature framework under the existing legal system. In particular, OMSAR will work closely with the Lebanese Accreditation Council (COLIBAC) to support the definition of practical requirements and baseline criteria for electronic signature accreditation and use.
\n\n\n\n
The activities are intended to be implemented in parallel and informed by practical application in real service contexts. Within this framework, e-services constitute the operational layer through which institutional reform and key digital enablers are translated into tangible improvements in service delivery.
\n\n\n\n
As part of the preparatory work, an initial service prioritization exercise across several ministries has been carried out to identify potential candidate services for the assignment. Indicative examples of such services, and which are non-exhaustive and non-binding, and are subject to further validation, include digital diploma attestation, trader registration and clearance services, tourism licensing digitization, payment of fees for investment and right-of-way services, and selected municipal and sectoral permits.
\n\n\n\n
The redesign and digitization of selected priority public services will enable the practical piloting of data classification and the integration of one or more electronic signature use cases within end-to-end government workflows.
\n\n\n\n
This initiative will create a controlled environment to apply data classification rules and electronic signature mechanisms in practice, generate actionable lessons, and support future scale-up under the full LDAP through a phased and realistic expansion of digital public services in Lebanon.
\n\nThe objective of this assignment is to establish an evidence-based, end-to-end improvement of priority public services within selected sector(s)/cluster(s). This will be achieved through an agile approach, utilizing MVP (Minimum Viable Product), alpha, and beta stages. This requires various iterations in diagnosing current service processes and organizational arrangements, redesigning workflows to remove pain points and operational bottlenecks, digitizing service-delivery practices, applying data classification requirements and operationalizing one or more electronic signature use cases within real government workflows to ensure consistent execution.
\n\n\n\n
The assignment will demonstrate a full transformation cycle, that will inform future scaling, covering process re-engineering, technology enablement and civil servants’ operational readiness, and will generate validated lessons to inform future scaling across other services and sectors. Ultimately, the project aims to provide concrete execution that will strengthen public trust and citizen experience, streamline government operations, enhance transparency, and promote more efficient and accountable use of public resources.
\n\nThis will be achieved by:
\n\nNote: Integration shall rely on existing systems and available APIs. The Consultant will be responsible for integrating services with the National Portal using existing APIs and interfaces where available. The development of new APIs is not required under this assignment.
\n\nThe National Portal is a low-code platform that supports workflow automation. It allows the creation of reusable libraries and modular service components that can be configured and reconfigured across different services, supporting integration and the transition from paper-based procedures to structured and traceable digital processes.
\n\nThe Consultant will implement the redesign and digitally transform 6 priority services. These services will be selected through a collaborative process where the Consultant proposes a list of 10-12 proposed services, which are then shortlisted and approved to arrive at the final 6. As part of the assignment, data associated with the selected services will be collected, analyzed, and classified in line with the proposed National Data Classification Policy, and one or more electronic signature use cases will be operationalized within selected service workflows, in accordance with the applicable legal and institutional framework. For each service, the scope of work includes:
\n\n\n\n
The complexity layer defined in the table below assesses the level of effort, coordination, legal change, and technical integration required to redesign and digitize the initial pool of 10–12 proposed services, from which the final list of six services will be selected.
\n\n\n\n
| \n\t\t\t Complexity layer \n\t\t\t | \n\t\t\t\n\t\t\t Definition (how to interpret complexity) \n\t\t\t | \n\t\t\t\n\t\t\t Minimum distribution across 10-12 services \n\t\t\t | \n\t\t
| \n\t\t\t High \n\t\t\t | \n\t\t\t\n\t\t\t Requires significant cross-entity coordination and/or end-to-end workflow redesign; multiple approval points; complex integrations (e.g., interoperability/API dependencies), high institutional and legislative change load, and/or heightened data/sensitivity considerations. \n\t\t\t | \n\t\t\t\n\t\t\t At most 2 \n\t\t\t | \n\t\t
| \n\t\t\t Medium \n\t\t\t | \n\t\t\t\n\t\t\t Moderate redesign and coordination requirements; limited number of entities; some integration needs; manageable procedural/legal constraints; moderate change load for staff and operations. \n\t\t\t | \n\t\t\t\n\t\t\t At least 4 \n\t\t\t | \n\t\t
| \n\t\t\t Low \n\t\t\t | \n\t\t\t\n\t\t\t Contained workflow and limited stakeholders; minimal integration; simpler procedural/legal footprint; low change load; can be digitized with relatively standard patterns. \n\t\t\t | \n\t\t\t\n\t\t\t At least 4 \n\t\t\t | \n\t\t
\n\n
The prioritization and selection of services will be guided by a set of criteria aligned with the LDAP design and objectives. These include: (i) expected number of users or beneficiaries and the potential to improve citizen experience at scale; (ii) magnitude of the anticipated developmental impact, including improvements in transparency, efficiency, and service delivery outcomes; (iii) potential to benefit vulnerable groups, including low-income, conflict-affected, and climate-vulnerable populations, as well as women and girls; (iv) readiness for digitization, taking into account existing technological, institutional, and legal conditions; (v) sustainability and the potential for scaling beyond the pilot phase; (vi) feasibility of achieving end-to-end digitalization; and (vii) the ability to leverage existing / future national digital foundations and enablers, such as digital identity, data sharing frameworks, and data governance systems.
\n\nThis assignment will operationalize the transformation agenda by translating previously developed frameworks into practical, service-level improvements. It will provide the evidence, design solutions, and implementation of insights required to validate the Target Operating Model and demonstrate how re-engineered, digitally enabled services supported by data classification and electronic signature use cases can be delivered in practice and scaled across government.
\n\nBuilding on the frameworks, interaction models, and sector analyses developed under earlier deliverables, the selected firm will lead the end-to-end implementation of priority services within the selected sector(s)/cluster(s). The assignment follows a structured, outcome-oriented approach covering service assessment, workflow redesign, data classification, digitization, and the operationalization of electronic signature use cases, as detailed below.
\n\nDeliverable D1: Inception Report and Agile Roadmap.
\n\nPrepare and submit an inception report as a deliverable, that shall include:
\n\nDeliverable D2: Initial Data Collection and Preliminary Consultations to Inform the Subsequent Phases, Including the Shortlisting of Services.
\n\nPresent a summary on the initial data collection exercise and consultations:
\n\n\n\n
Deliverables D3-D5(three sprint waves): Agile End-to-End Service Transformation, Deployment, Monitoring and Capacity Building.
\n\nThe Consultant shall implement the assignment using a structured agile, sprint-based approach, progressing services iteratively from discovery to working Minimum Viable Product (MVP) delivery and validation. Services shall be advanced in pairs (two services per sprint wave) and be configured and deployed through the National Portal. Each sprint wave shall follow a defined cycle of discovery, co-design, build, test, user validation, and retrospective review.
\n\nProgression to subsequent sprint waves shall be contingent upon formal validation of the MVPs of the preceding wave and completion of sprint retrospectives capturing lessons learned, reusable components, and required adjustments.
\n\nAs stated above, the digitalization of services under will be implemented through the National low-code platform that enables workflow automation and service configuration with minimal need for custom software development. Under this approach, the Consultant will design and configure service workflows, data structures, business rules, and integration points within the platform, with minimal development of custom code. These configurations are executed by the platform to deliver fully functional digital services. The Consultant will therefore focus on preparing structured workflows, functional specifications, and integration logic that can be deployed on the platform, ensuring that services are delivered in a standardized, secure, and user-accessible format. The platform supports the use of reusable components, libraries, and modular building blocks, which can be configured and adapted across multiple services to improve efficiency and scalability.
\n\nThe Consultant will hence be able to leverage the platform’s flexibilities, continuously improving across waves through by reusing configurable libraries, workflow blocks, and integration components developed on the National Portal.
\n\nActivities under this deliverable shall include:
\n\nThroughout D3–D5, the Consultant shall apply core agile principles, including time-boxed sprints, continuous stakeholder engagement, rapid feedback loops, and formal sprint retrospectives to ensure adaptive delivery, risk reduction, and scalable reuse across services. To initiate the release of payments associated with these deliverables, the Consultant must provide documented evidence of satisfactory delivery. This shall include a Certificate of Delivery of Services issued by the Consultant, and submitted to the Grant Coordinator, and subsequently validated and approved by the TC.
\n\nDeliverable D6: Lessons Learned and Scale-Up Recommendations (Final Report).
\n\nCapture and document lessons learned from the implementation and recommendations to inform the scale-up of service redesign and digitization to additional clusters/sectors. This deliverable will include:
\n\nA Technical Committee (TC) will be established to provide strategic direction, oversight, and effective management of this engagement. Chaired by the Grant Coordinator and composed of members from OMSAR, OMSTAI, and the involved ministries as applicable, the TC serve as the primary governing body responsible for reviewing the firm’s progress and ensuring alignment with beneficiary requirements and national digital transformation goals.
\n\nFor the purpose of this assignment, the TC is the sole authority empowered to formally accept and approve project deliverables. Approval of each milestone deliverable by TC is a mandatory prerequisite for the release of corresponding payments. The Consulting firm shall provide regular updates and shall submit required Deliverables and reports through the Grant Coordinator to the TC, in addition to official invoice for payment upon the TC formal written acceptance of each deliverable.
\n\nThe assignment will be completed over a total period of 5 months from the contract commencement date. The contract commencement date is defined as the date of formal written notification issued by OMSAR to the Consultant to start the work, following the successful completion of the Project Kickoff meeting.
\n\n\n\n
The consultant must submit all deliverables in English and in Arabic in a format to be agreed upon with TC. The provisional timetable is as follows:
\n\n\n\n
| \n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Description & Key Components \n\t\t\t | \n\t\t\t\n\t\t\t Timeline (Cumulative) \n\t\t\t | \n\t\t\t\n\t\t\t Approvals Required \n\t\t\t | \n\t\t\t\n\t\t\t Payment Terms (% of Contract Total Value) \n\t\t\t | \n\t\t
| \n\t\t\t D1 Inception Report and Agile Roadmap \n\t\t\t | \n\t\t\t\n\t\t\t Validated scope for services, detailed workplan, and agile sprint structure \n\t\t\t | \n\t\t\t\n\t\t\t Week 2 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t D2 Summary Report on the initial data collection exercise and consultations \n\t\t\t | \n\t\t\t\n\t\t\t Initial data collection exercise, consultations, and confirmation of the initial list of 10-12 candidate services. \n\t\t\t | \n\t\t\t\n\t\t\t Week 4 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t D3 First sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Week 9 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D4 Second sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t Week 14 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D5 Third sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Week 19 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D6 Final Report & Lessons Learned and Scale-Up Recommendations \n\t\t\t | \n\t\t\t\n\t\t\t Analysis of results, lessons learned, and future scale-up recommendations \n\t\t\t | \n\t\t\t\n\t\t\t Week 21 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
7.1 General Payment Conditions
\n\n7.2 The TC Approval Gate
\n\nThe Technical Committee (TC) serves as the sole authority for the acceptance of services. The following administrative process applies to every milestone:
\n\n7.3 Invoicing Requirements
\n\nTo initiate a payment, the Consultant must submit to the Grant Coordinator an administrative package containing:
\n\nAttendance Sheets: Signed logs of training participants must be attached as proof of capacity building.
\n\n7.4 Delays and Escalations
\n\nPayments will be processed within the timeframe specified in the contract conditions following the formal receipt of a "complete" invoice package.
\n\nThe total duration of the assignment is 5 months from the date of contract signature.
\n\nThe distribution of Level of Effort for all proposed Key Experts should be detailed in the bidder’s technical and financial proposals.
\n\nThe Firm must demonstrate a proven track record by submitting reference details for at least two (2) similar contracts successfully completed within the last seven (7) years. A "similar contract" is defined as follows:
\n\nThe Firm must demonstrate in its profile that it possesses in-house expertise or established partnerships in:
\n\nThe consultant's team shall be composed of qualified experts with proven experience. The bidder must propose, at a minimum, the following Key Expert positions:
\n\nKey Expert 1: Team Leader / Project Manager
\n\nKey Expert 2: Business Analyst Expert
\n\nKey Expert 3: Developer/Digital Transformation Architect
\n\nBidders may propose additional non-key experts as they see fit to successfully deliver the scope of work.
\n\nRequired Qualifications
\n\nAll experts must be fluent in English and Arabic (written and spoken). The minimum required qualifications for the Key Experts are as follows:
\n\nKey Expert 1: Team Leader / Project Manager
\n\nKey Expert 2: Senior Business Process Re-engineering (BPR) Expert
\n\n\n\n
Key Expert 3: Senior Digital Solution Architect
\n\nThe Consultant’s reporting obligations are divided into two distinct categories: Contractual Deliverables and Administrative Progress Reports.
\n\n11.1 Contractual Deliverables (Payment Milestones)
\n\nThese outputs are directly linked to the payment schedule defined in the Deliverables Table (Section 6). Payments will only be released upon formal written acceptance of these specific documents by the TC.
\n\n11.2 Administrative Progress Reporting (Monitoring Only)
\n\nThese reports are for performance monitoring and coordination purposes.
\n\n11.3 Enforcement of Reporting Compliance
\n\nTimely submission of Administrative Progress Reports (as defined in Section 11.2) is a material obligation of the Consultant and considered an integral part of the deliverables and related acceptance.
\n\nTo facilitate the successful execution of the assignment, OMSAR and OMSTAI shall provide the following:
\n\nThe Firm shall integrate environmental and social principles consistent with the World Bank Environmental and Social Framework (ESF) throughout the redesign and development of e-services. All work must ensure:
\n\nThese considerations should be reflected in service workflows, user experience recommendations, prototypes, and final technical outputs.
\n\nREQUEST FOR EXPRESSIONS OF INTEREST (REOI)
\n\nCONSULTANT’S QUALIFICATIONS BASED SELECTION (CQS)
\n\nE-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government
\n\n| \n\t\t\t Name of Project \n\t\t\t | \n\t\t\t\n\t\t\t GFPP for Lebanon Digital Acceleration Project (LDAP) \n\t\t\t | \n\t\t
| \n\t\t\t Loan No/Credit No/ Grand Number \n\t\t\t | \n\t\t\t\n\t\t\t TF0C8895 \n\t\t\t | \n\t\t
| \n\t\t\t Assignment Title \n\t\t\t | \n\t\t\t\n\t\t\t E-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government \n\t\t\t | \n\t\t
| \n\t\t\t Procurement Plan Ref Number \n\t\t\t | \n\t\t\t\n\t\t\t LB-OMSAR-537752-CS-CQS \n\t\t\t | \n\t\t
| \n\t\t\t Country of Delivery \n\t\t\t | \n\t\t\t\n\t\t\t Lebanon \n\t\t\t | \n\t\t
The Office of the Minister of State for Administrative Reform (OMSAR) has received financing from the World Bank toward the cost of the Preparation Grant for the Lebanon Digital Acceleration Project (LDAP) and intends to apply part of the proceeds for the following consulting services.
\n\nThe consulting services (“the Services”) include the end-to-end improvement and digital transformation of six (6) priority public services within selected sectors/clusters. The assignment utilizes an agile methodology (MVP, alpha, and beta stages) to diagnose "As-Is" processes, redesign "To-Be" workflows, classify data according to the National Data Classification Policy, and integrate electronic signature use cases. The Consultant will configure these services on Lebanon’s National Portal, a low-code automation platform, and provide capacity building for civil servants. The estimated implementation period is five (5) months from the contract commencement date.
\n\nThe detailed Terms of Reference (TOR) for the assignment is attached to this REOI.
\n\nOMSAR 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.
\n\nThe attention of interested Consultants is drawn to paragraph 3.14, 3.16 and 3.17 of the World Bank’s Procurement Regulations for IPF Borrowers dated September 2025 (“the Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nThe best qualified firm to carry out the services will be selected in accordance with the Consultant’s Qualifications Based Selection (CQS) method set out in the Regulations and based on the following criteria:
\n\nMandatory Minimum Requirements:
\n\nDesirable Requirements (Technical and Managerial Capability):
\n\n(Note: The qualifications and experience of Key Experts shall not be evaluated at this shortlisting stage).
\n\nTo ensure a complete submission, the Expression of Interest (EOI) must include the following minimum documentation:
\n\nFurther information can be obtained at the address below during office hours (09:00 AM to 04:00 PM Beirut Time).
\n\nExpressions of interest must be delivered in a written form to the address below (in person, or by mail, or by e-mail) by COB 28 April, 2026.
\n\n\n\n
Office of the Minister of State for Administrative Reform (OMSAR)
\n\nTechnical Unit – Preparation Grant for Lebanon Digital Acceleration Project
\n\nAttn: Ms. Mirvat Hammoud – Procurement Specialist
\n\nAddress: STARCO Building, Bloc A, 5th Floor, Room 505a
\n\nOmar Daouk Street, Mina El Hosn Sector
\n\nBeirut, Lebanon
\n\nTel: +961 (1) 371 505; ext. 160
\n\nE-mail: mhammoud@omsar.gov.lb
\n\n\n\n
Attachment: Terms of Reference (TOR)
\n\n\n\n
TERMS OF REFERENCE
\n\nPREPARATION GRANT FOR LEBANON DIGITAL ACCELERATION PROJECT (P181954)
\n\nE-Services, Business Process Reengineering Foundational Work as part of Re-Inventing Government
\n\nLebanon’s public administration has remained largely unchanged for decades, operating with outdated structures, fragmented mandates, widespread vacancies, and weak digital and human capital systems. Combined with paper-based processes, siloed information systems, and manual approval workflows, these constraints have resulted in inefficient service delivery, duplication of roles, limited transparency, and a growing gap between government capabilities and citizen expectations.
\n\n\n\n
In response, the Government of Lebanon, with support from the World Bank, as part of the Lebanon Digital Acceleration Project (LDAP), is undertaking a strategic investment aimed at modernizing public administration and strengthening the core digital enablers required for trusted digital service delivery. To support project readiness, the World Bank’s Grant Facility for Project Preparation (GFPP) has been extended to the Office of the Minister of State for Administrative Reform (OMSAR). The GFPP grant is implemented by a Technical Unit (TU) housed within OMSAR.
\n\n\n\n
In parallel, OMSAR, under direct government sponsorship, has launched “Reinventing Government 2030” a whole of government reform effort that aims to restructure the public sector into a coherent, citizen centric, mission driven public administration.
\n\n\n\n
The reform is structured in phases progressively building toward implementation. It began with the Stakeholders’ Aspirations phase, which defined a forward-looking vision for Lebanon’s public administration and establishing guiding design principles. This phase has been completed. It is followed by the development of a Blueprint for Public Sector Reform, encompassing baseline assessments and benchmarking of current institutions and services, and the piloting of the proposed model across selected ministries. The final phase focus is on implementation, including the re-engineering and digitization of priority public services, supported by the necessary legal and regulatory changes.
\n\n\n\n
To support service transformation under this agenda, OMSAR is advancing key digital foundations as part of the LDAP. These efforts will be undertaken by OMSAR and OMSTAI within their mandates and technical expertise and in coordination with relevant stakeholders, ensuring consistency with national digital transformation, national digital trust, data governance, and interoperability frameworks. This includes the development of a National Data Classification Policy, as well as targeted support to the electronic signature framework under the existing legal system. In particular, OMSAR will work closely with the Lebanese Accreditation Council (COLIBAC) to support the definition of practical requirements and baseline criteria for electronic signature accreditation and use.
\n\n\n\n
The activities are intended to be implemented in parallel and informed by practical application in real service contexts. Within this framework, e-services constitute the operational layer through which institutional reform and key digital enablers are translated into tangible improvements in service delivery.
\n\n\n\n
As part of the preparatory work, an initial service prioritization exercise across several ministries has been carried out to identify potential candidate services for the assignment. Indicative examples of such services, and which are non-exhaustive and non-binding, and are subject to further validation, include digital diploma attestation, trader registration and clearance services, tourism licensing digitization, payment of fees for investment and right-of-way services, and selected municipal and sectoral permits.
\n\n\n\n
The redesign and digitization of selected priority public services will enable the practical piloting of data classification and the integration of one or more electronic signature use cases within end-to-end government workflows.
\n\n\n\n
This initiative will create a controlled environment to apply data classification rules and electronic signature mechanisms in practice, generate actionable lessons, and support future scale-up under the full LDAP through a phased and realistic expansion of digital public services in Lebanon.
\n\nThe objective of this assignment is to establish an evidence-based, end-to-end improvement of priority public services within selected sector(s)/cluster(s). This will be achieved through an agile approach, utilizing MVP (Minimum Viable Product), alpha, and beta stages. This requires various iterations in diagnosing current service processes and organizational arrangements, redesigning workflows to remove pain points and operational bottlenecks, digitizing service-delivery practices, applying data classification requirements and operationalizing one or more electronic signature use cases within real government workflows to ensure consistent execution.
\n\n\n\n
The assignment will demonstrate a full transformation cycle, that will inform future scaling, covering process re-engineering, technology enablement and civil servants’ operational readiness, and will generate validated lessons to inform future scaling across other services and sectors. Ultimately, the project aims to provide concrete execution that will strengthen public trust and citizen experience, streamline government operations, enhance transparency, and promote more efficient and accountable use of public resources.
\n\nThis will be achieved by:
\n\nNote: Integration shall rely on existing systems and available APIs. The Consultant will be responsible for integrating services with the National Portal using existing APIs and interfaces where available. The development of new APIs is not required under this assignment.
\n\nThe National Portal is a low-code platform that supports workflow automation. It allows the creation of reusable libraries and modular service components that can be configured and reconfigured across different services, supporting integration and the transition from paper-based procedures to structured and traceable digital processes.
\n\nThe Consultant will implement the redesign and digitally transform 6 priority services. These services will be selected through a collaborative process where the Consultant proposes a list of 10-12 proposed services, which are then shortlisted and approved to arrive at the final 6. As part of the assignment, data associated with the selected services will be collected, analyzed, and classified in line with the proposed National Data Classification Policy, and one or more electronic signature use cases will be operationalized within selected service workflows, in accordance with the applicable legal and institutional framework. For each service, the scope of work includes:
\n\n\n\n
The complexity layer defined in the table below assesses the level of effort, coordination, legal change, and technical integration required to redesign and digitize the initial pool of 10–12 proposed services, from which the final list of six services will be selected.
\n\n\n\n
| \n\t\t\t Complexity layer \n\t\t\t | \n\t\t\t\n\t\t\t Definition (how to interpret complexity) \n\t\t\t | \n\t\t\t\n\t\t\t Minimum distribution across 10-12 services \n\t\t\t | \n\t\t
| \n\t\t\t High \n\t\t\t | \n\t\t\t\n\t\t\t Requires significant cross-entity coordination and/or end-to-end workflow redesign; multiple approval points; complex integrations (e.g., interoperability/API dependencies), high institutional and legislative change load, and/or heightened data/sensitivity considerations. \n\t\t\t | \n\t\t\t\n\t\t\t At most 2 \n\t\t\t | \n\t\t
| \n\t\t\t Medium \n\t\t\t | \n\t\t\t\n\t\t\t Moderate redesign and coordination requirements; limited number of entities; some integration needs; manageable procedural/legal constraints; moderate change load for staff and operations. \n\t\t\t | \n\t\t\t\n\t\t\t At least 4 \n\t\t\t | \n\t\t
| \n\t\t\t Low \n\t\t\t | \n\t\t\t\n\t\t\t Contained workflow and limited stakeholders; minimal integration; simpler procedural/legal footprint; low change load; can be digitized with relatively standard patterns. \n\t\t\t | \n\t\t\t\n\t\t\t At least 4 \n\t\t\t | \n\t\t
\n\n
The prioritization and selection of services will be guided by a set of criteria aligned with the LDAP design and objectives. These include: (i) expected number of users or beneficiaries and the potential to improve citizen experience at scale; (ii) magnitude of the anticipated developmental impact, including improvements in transparency, efficiency, and service delivery outcomes; (iii) potential to benefit vulnerable groups, including low-income, conflict-affected, and climate-vulnerable populations, as well as women and girls; (iv) readiness for digitization, taking into account existing technological, institutional, and legal conditions; (v) sustainability and the potential for scaling beyond the pilot phase; (vi) feasibility of achieving end-to-end digitalization; and (vii) the ability to leverage existing / future national digital foundations and enablers, such as digital identity, data sharing frameworks, and data governance systems.
\n\nThis assignment will operationalize the transformation agenda by translating previously developed frameworks into practical, service-level improvements. It will provide the evidence, design solutions, and implementation of insights required to validate the Target Operating Model and demonstrate how re-engineered, digitally enabled services supported by data classification and electronic signature use cases can be delivered in practice and scaled across government.
\n\nBuilding on the frameworks, interaction models, and sector analyses developed under earlier deliverables, the selected firm will lead the end-to-end implementation of priority services within the selected sector(s)/cluster(s). The assignment follows a structured, outcome-oriented approach covering service assessment, workflow redesign, data classification, digitization, and the operationalization of electronic signature use cases, as detailed below.
\n\nDeliverable D1: Inception Report and Agile Roadmap.
\n\nPrepare and submit an inception report as a deliverable, that shall include:
\n\nDeliverable D2: Initial Data Collection and Preliminary Consultations to Inform the Subsequent Phases, Including the Shortlisting of Services.
\n\nPresent a summary on the initial data collection exercise and consultations:
\n\n\n\n
Deliverables D3-D5(three sprint waves): Agile End-to-End Service Transformation, Deployment, Monitoring and Capacity Building.
\n\nThe Consultant shall implement the assignment using a structured agile, sprint-based approach, progressing services iteratively from discovery to working Minimum Viable Product (MVP) delivery and validation. Services shall be advanced in pairs (two services per sprint wave) and be configured and deployed through the National Portal. Each sprint wave shall follow a defined cycle of discovery, co-design, build, test, user validation, and retrospective review.
\n\nProgression to subsequent sprint waves shall be contingent upon formal validation of the MVPs of the preceding wave and completion of sprint retrospectives capturing lessons learned, reusable components, and required adjustments.
\n\nAs stated above, the digitalization of services under will be implemented through the National low-code platform that enables workflow automation and service configuration with minimal need for custom software development. Under this approach, the Consultant will design and configure service workflows, data structures, business rules, and integration points within the platform, with minimal development of custom code. These configurations are executed by the platform to deliver fully functional digital services. The Consultant will therefore focus on preparing structured workflows, functional specifications, and integration logic that can be deployed on the platform, ensuring that services are delivered in a standardized, secure, and user-accessible format. The platform supports the use of reusable components, libraries, and modular building blocks, which can be configured and adapted across multiple services to improve efficiency and scalability.
\n\nThe Consultant will hence be able to leverage the platform’s flexibilities, continuously improving across waves through by reusing configurable libraries, workflow blocks, and integration components developed on the National Portal.
\n\nActivities under this deliverable shall include:
\n\nThroughout D3–D5, the Consultant shall apply core agile principles, including time-boxed sprints, continuous stakeholder engagement, rapid feedback loops, and formal sprint retrospectives to ensure adaptive delivery, risk reduction, and scalable reuse across services. To initiate the release of payments associated with these deliverables, the Consultant must provide documented evidence of satisfactory delivery. This shall include a Certificate of Delivery of Services issued by the Consultant, and submitted to the Grant Coordinator, and subsequently validated and approved by the TC.
\n\nDeliverable D6: Lessons Learned and Scale-Up Recommendations (Final Report).
\n\nCapture and document lessons learned from the implementation and recommendations to inform the scale-up of service redesign and digitization to additional clusters/sectors. This deliverable will include:
\n\nA Technical Committee (TC) will be established to provide strategic direction, oversight, and effective management of this engagement. Chaired by the Grant Coordinator and composed of members from OMSAR, OMSTAI, and the involved ministries as applicable, the TC serve as the primary governing body responsible for reviewing the firm’s progress and ensuring alignment with beneficiary requirements and national digital transformation goals.
\n\nFor the purpose of this assignment, the TC is the sole authority empowered to formally accept and approve project deliverables. Approval of each milestone deliverable by TC is a mandatory prerequisite for the release of corresponding payments. The Consulting firm shall provide regular updates and shall submit required Deliverables and reports through the Grant Coordinator to the TC, in addition to official invoice for payment upon the TC formal written acceptance of each deliverable.
\n\nThe assignment will be completed over a total period of 5 months from the contract commencement date. The contract commencement date is defined as the date of formal written notification issued by OMSAR to the Consultant to start the work, following the successful completion of the Project Kickoff meeting.
\n\n\n\n
The consultant must submit all deliverables in English and in Arabic in a format to be agreed upon with TC. The provisional timetable is as follows:
\n\n\n\n
| \n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Description & Key Components \n\t\t\t | \n\t\t\t\n\t\t\t Timeline (Cumulative) \n\t\t\t | \n\t\t\t\n\t\t\t Approvals Required \n\t\t\t | \n\t\t\t\n\t\t\t Payment Terms (% of Contract Total Value) \n\t\t\t | \n\t\t
| \n\t\t\t D1 Inception Report and Agile Roadmap \n\t\t\t | \n\t\t\t\n\t\t\t Validated scope for services, detailed workplan, and agile sprint structure \n\t\t\t | \n\t\t\t\n\t\t\t Week 2 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t D2 Summary Report on the initial data collection exercise and consultations \n\t\t\t | \n\t\t\t\n\t\t\t Initial data collection exercise, consultations, and confirmation of the initial list of 10-12 candidate services. \n\t\t\t | \n\t\t\t\n\t\t\t Week 4 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t D3 First sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Week 9 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D4 Second sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t Week 14 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D5 Third sprint of 2 services \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t Week 19 \n\t\t\t | \n\t\t\t\n\t\t\t TC & Entities \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t D6 Final Report & Lessons Learned and Scale-Up Recommendations \n\t\t\t | \n\t\t\t\n\t\t\t Analysis of results, lessons learned, and future scale-up recommendations \n\t\t\t | \n\t\t\t\n\t\t\t Week 21 \n\t\t\t | \n\t\t\t\n\t\t\t TC \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
7.1 General Payment Conditions
\n\n7.2 The TC Approval Gate
\n\nThe Technical Committee (TC) serves as the sole authority for the acceptance of services. The following administrative process applies to every milestone:
\n\n7.3 Invoicing Requirements
\n\nTo initiate a payment, the Consultant must submit to the Grant Coordinator an administrative package containing:
\n\nAttendance Sheets: Signed logs of training participants must be attached as proof of capacity building.
\n\n7.4 Delays and Escalations
\n\nPayments will be processed within the timeframe specified in the contract conditions following the formal receipt of a "complete" invoice package.
\n\nThe total duration of the assignment is 5 months from the date of contract signature.
\n\nThe distribution of Level of Effort for all proposed Key Experts should be detailed in the bidder’s technical and financial proposals.
\n\nThe Firm must demonstrate a proven track record by submitting reference details for at least two (2) similar contracts successfully completed within the last seven (7) years. A "similar contract" is defined as follows:
\n\nThe Firm must demonstrate in its profile that it possesses in-house expertise or established partnerships in:
\n\nThe consultant's team shall be composed of qualified experts with proven experience. The bidder must propose, at a minimum, the following Key Expert positions:
\n\nKey Expert 1: Team Leader / Project Manager
\n\nKey Expert 2: Business Analyst Expert
\n\nKey Expert 3: Developer/Digital Transformation Architect
\n\nBidders may propose additional non-key experts as they see fit to successfully deliver the scope of work.
\n\nRequired Qualifications
\n\nAll experts must be fluent in English and Arabic (written and spoken). The minimum required qualifications for the Key Experts are as follows:
\n\nKey Expert 1: Team Leader / Project Manager
\n\nKey Expert 2: Senior Business Process Re-engineering (BPR) Expert
\n\n\n\n
Key Expert 3: Senior Digital Solution Architect
\n\nThe Consultant’s reporting obligations are divided into two distinct categories: Contractual Deliverables and Administrative Progress Reports.
\n\n11.1 Contractual Deliverables (Payment Milestones)
\n\nThese outputs are directly linked to the payment schedule defined in the Deliverables Table (Section 6). Payments will only be released upon formal written acceptance of these specific documents by the TC.
\n\n11.2 Administrative Progress Reporting (Monitoring Only)
\n\nThese reports are for performance monitoring and coordination purposes.
\n\n11.3 Enforcement of Reporting Compliance
\n\nTimely submission of Administrative Progress Reports (as defined in Section 11.2) is a material obligation of the Consultant and considered an integral part of the deliverables and related acceptance.
\n\nTo facilitate the successful execution of the assignment, OMSAR and OMSTAI shall provide the following:
\n\nThe Firm shall integrate environmental and social principles consistent with the World Bank Environmental and Social Framework (ESF) throughout the redesign and development of e-services. All work must ensure:
\n\nThese considerations should be reflected in service workflows, user experience recommendations, prototypes, and final technical outputs.
"},{"id":"OP00435082","notice_type":"Request for Expression of Interest","noticedate":"27-Mar-2026","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2026-04-15T00:00:00Z","submission_deadline_time":"15:00","project_ctry_name":"Suriname","project_id":"P166187","project_name":"Competitiveness and Sector Diversification","bid_reference_no":"SR-MNR-538870-CS-CQS","bid_description":"Consulting Firm for Health, Safety, Environment and Social (HSES) Support","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Mr. Dr. J.C. de Mirandastraat 11 – 15, Republic of Suriname","contact_ctry_name":"Suriname","contact_email":"clydegriffith1977@gmail.com","contact_name":"Clyde Griffith","contact_organization":"Ministry of Natural Resources","contact_phone_no":"(+597)8532104","submission_date":"2026-03-27T00:00:00Z","notice_text":"\n\n
\n\n
REPUBLIC SURINAME
\n\nMINISTRY OF NATURAL RESOURCES
\n\nSuriname Competitiveness and Sector Diversification Project
\n\n\n\n
\n\n
REQUEST FOR EXPRESSIONS OF INTEREST
\n\nCONSULTING SERVICES – FIRMS SELECTION
\n\n\n\n
\n\n
Country: Republic of Suriname
\n\nName of Project: Suriname Competitiveness and Sector Diversification Project
\n\nProject No.: P166187
\n\nLoan No.: IBRD Loan 8985 - SR
\n\nAssignment Title: Consulting Firm for Health, Safety, Environment and Social (HSES)
\n\nSupport
\n\nReference No.: SR-MNR-538870-CS-CQS
\n\n\n\n
\n\n
The Republic of Suriname has received financing from the World Bank toward the cost of the Suriname Competitiveness and Sector Diversification Project, and intends to apply part of the proceeds for consulting services.
\n\n\n\n
The Delfstoffen Autoriteit Suriname (DAS) is designed to become a new public legal entity set up to regulate, coordinate, and monitor mining activities in Suriname, with strong emphasis on environment, health, safety, and transparent resource governance. To operationalize DAS effectively, a structured HSES support process is needed as DAS is expected to play a key role in promoting responsible mining practices, ensuring compliance with national legislation and international standards, and safeguarding the health, safety, environment, and social (HSES) conditions associated with mineral sector activities. The need for a coherent, institute-wide HSES framework includes policies, standard operating procedures (SOPs), guidelines, and tools for implementation, monitoring, and continuous improvement.
\n\n\n\n
The Terms of Reference (TOR) sets out the scope of work for hiring an experienced HSES Consulting Firm to support DAS in developing and institutionalizing this framework. The TOR for the assignment are attached to this request for expressions of interest.
\n\n\n\n
A Consulting firm will be selected in accordance with the Regulations for Consultant’s qualifications based selection (CQS) described in the World Bank Procurement Regulations for IPF Borrowers, dated July 2016, revised November 2017 and August 2018.
\n\n\n\n
The Project Implementation Unit (PIU) within MNR 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 qualification criteria are:
\n\n\n\n
(1) proven and notable experience in the field of providing HSES support to Governments in terms of design and support in the implementation of comprehensive HSES management systems, including the development of fit-for-purpose HSES policy and management frameworks, practical SOPs and procedures aligned with national legislation, applicable international standards, and best practices for the mining and minerals sector. Experience with working in Suriname or the Caribbean Region is preferred.
\n\n(2) having delivered in the last 10 years at least 3 similar projects of similar size, scope and nature
\n\n(3) specific information and past project references in order to demonstrate the Consultant’s meets each of the criteria and the requirements as per the TOR
\n\n(4) key expert CV’s confirming the consultant team profiles as listed in the expected experience and required qualifications section of the TOR
\n\n(5) an overview of the technology (equipment, software …) that will be used during the assignment
\n\n(6) the Consultant’s ability to deploy key experts within one month following contract signature
\n\n\n\n
The attention of interested Consultants is drawn to paragraph 1.9 of the Procurement for IPF Borrowers, issued July 2016, as 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:
\n\nBank policy requires that consultants provide professional, objective, and impartial advice and at all times hold the client’s interests paramount, without any consideration for future work, and that in providing advice they avoid conflicts with other assignments and their own corporate interests. Consultants shall not be hired for any assignment that would be in conflict with their prior or current obligations to other clients, or that may place them in a position of being unable to carry out the assignment in the best interest of the Borrower. Without limitation on the generality of the foregoing, consultants shall not be hired under the circumstances set forth below:
\n\n\n\n
Consultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\n\n\n
Further information can be obtained at the address below during office hours 09:00 to 14:00 Suriname time (UTC – 3 hours)
\n\n\n\n
Expressions of interest must be delivered in a written form to the address below (in person, or by mail, or by fax, or by e-mail) by close of business on Wednesday 15 April 2026.
\n\n\n\n
Ministry of Natural Resources
\n\nAttn: Mr. Clyde Griffith, Component Coordinator SCSD C1
\n\nMr. Dr. J.C. de Mirandastraat 11 -15, Paramaribo, Republic of Suriname
\n\nTel: (+597) 474666 (PIU Office) or (+597)8532104 (Component Coordinator)
\n\nFax: (+597) 475752
\n\nE-mail: clydegriffith1977@gmail.com
\n\n\n\n
REPUBLIC SURINAME
\n\nMINISTRY OF NATURAL RESOURCES
\n\nSuriname Competitiveness and Sector Diversification Project
\n\n\n\n
\n\n
Reference: SR-MNR-538870-CS-CQS
\n\n\n\n
Terms of Reference
\n\n\n\n
CONSULTING FIRM for HEALTH, SAFETY, ENVIRONMENT
\n\nand SOCIAL (HSES) SUPPORT
\n\n\n\n
\n\n
Introduction
\n\nThe Republic of Suriname has received a loan from the World Bank for a Suriname Competitiveness and Sector Diversification (SCSD) project, which seeks to facilitate sector governance, competitiveness, and diversification in Suriname by addressing enabling environment constraints in the targeted industries of mining, agribusiness, and tourism. This will be achieved by financing technical assistance for policy, legal and regulatory reforms; capacity building of key institutions; and business development services and matching grants for SMEs and value chain development.
\n\n\n\n
The project comprises two components which will be implemented by Project Implementation Units (PIUs) at the Ministry of Natural Resources (MNR) (component 1) and the Ministry of Economic Affairs, Entrepreneurship and Technological Innovation (MEZ) (component 2) under the guidance of a Project Coordination Committee (PCC). Each PIU will be led by a Component Coordinator responsible for the implementation of project activities under the relevant implementing ministry. A Project Coordinator will provide strategic and problem-solving guidance to both PIUs and chair the PCC.
\n\nThe focus of Component 1 implemented by the PIU at the MNR is strengthening the mining sector governance, transparency, accountability, and administration. This component focuses on supporting improvements to the legal, regulatory, and institutional framework governing mining in Suriname. The purpose is to align Suriname’s framework to international best practice, and to provide its institutions with knowledge and tools to carry out their mandated functions.
\n\n\n\n
The specialist consulting firm will design, coordinate, and implement a structured HSES support program for the Delfstoffen Autoriteit Suriname (DAS) that aligns with the Wet Delfstoffen Autoriteit Suriname and supports rapid, compliant operationalization of the new authority.
\n\n\n\n
Background
\n\nThe Delfstoffen Autoriteit Suriname (DAS) is designed to become a new public legal entity set up to regulate, coordinate, and monitor mining activities in Suriname, with strong emphasis on environment, health, safety, and transparent resource governance. To operationalize DAS effectively, a structured HSES support process is needed as DAS is expected to play a key role in promoting responsible mining practices, ensuring compliance with national legislation and international standards, and safeguarding the health, safety, environment, and social (HSES) conditions associated with mineral sector activities.
\n\n\n\n
The need for a coherent, institute-wide HSES framework includes policies, standard operating procedures (SOPs), guidelines, and tools for implementation, monitoring, and continuous improvement. This TOR sets out the scope of work for hiring an experienced HSES Consulting Firm to support DAS in developing and institutionalizing this framework.
\n\n\n\n
Objective of the Assignment
\n\nThe overall objective is to design and support the implementation of a comprehensive HSES management system for DAS, including practical SOPs and procedures aligned with national legislation, applicable international standards, and best practices for the mining and minerals sector.
\n\n\n\n
Specific objectives are to:
\n\n\n\n
Scope of Work and Tasks
\n\nThe specialized Consulting Firm will carry out, at minimum, the following tasks:
\n\n\n\n
the Ministry of Natural Resources, National Environmental Authority, inspectorates, and other relevant agencies, to identify gaps and overlaps.
\n\n\n\n
\n\n
Based on the approved framework, develop detailed and practical SOPs, procedures, and tools for DAS, at minimum covering:
\n\nFor each SOP/procedure, the Consultant will provide purpose, scope, roles and responsibilities, step-by-step process, required forms or checklists, and references to relevant laws/standards.
\n\n\n\n
\n\n
\n\n
Deliverables, Payment Schedule and Timing
\n\nThe deliverables triggering payments schedule and timing are presented in the table below:
\n\n\n\n
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Payment Schedule \n\t\t\t | \n\t\t\t\n\t\t\t Timing \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report (including detailed work plan and consultation plan). \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t\t\n\t\t\t 0 – 4 weeks \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t HSES Gap Analysis Report and proposed outline for DAS HSES Management Framework. \n\n\t\t\tDraft DAS HSES Policy and HSES Management Framework. \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t\t\n\t\t\t 4 – 7 weeks \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Set of draft SOPs, procedures, checklists, and tools (OHS, environmental, social, and crosscutting). \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t\t\n\t\t\t 7 – 10 weeks \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Capacity Building Plan and HSES Training Toolkit. \n\n\t\t\tTraining/workshop completion reports and attendance lists. \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t\t\n\t\t\t 7 – 10 weeks \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Final DAS HSES Policy, Framework, and complete SOP/Procedure Package (in agreed formats and languages). \n\n\t\t\tFinal Assignment Report with implementation roadmap. \n\t\t\t | \n\t\t\t\n\t\t\t 35% \n\t\t\t | \n\t\t\t\n\t\t\t 10 – 14 weeks \n\t\t\t | \n\t\t
\n\n
A detailed timeline and milestone schedule for the entire assignment (e.g. over three to four (3–4) months) will be agreed in the inception report.
\n\n\n\n
Duration and Location
\n\n\n\n
Reporting and Coordination
\n\n\n\n
Qualifications and Experience
\n\nThe specialist consulting firm will make available experts (minimum two (2) an maximum four (4)) to its discretion and relevant CV when compared to the task(s)and specialism assigned. For each of the individual consultants, the required profile is:
\n\n\n\n
Language of Delivery
\n\nAll key reports, policy documents, and SOPs shall be provided in English and Dutch, or as specified by DAS. Training materials should be adapted to the language needs of participants.
\n\n\n\n
Data, Facilities, and Support Provided by PIU/DAS
\n\nThe PIU and/or the supervising ministry will provide:
\n\nThe Consultant will be responsible for their own equipment (e.g. laptops, software) and personal logistics unless otherwise specified in the contract.
\n\n\n\n
Ethical, Safeguard, and Confidentiality Requirements
\n\nTHE JUDICIARY OF ZANZIBAR
\n\nREQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES – INDIVIDUAL SELECTION)
\n\nContract Name: Consultancy Services for Procurement of the Gender Specialist to Support Implementation of the Gender Justice Strategy under the ZANZIBAR JUDICIAL MODERNIZATION PROJECT (Zi-JUMP).
\n\nContract Reference No: TZ-JOZ-528392-CS-INDV
\n\nIssue Date: 17th December, 2025
\n\nThe Government of United Republic of Tanzania represented by Revolutionary Government of Zanzibar under the Judiciary of Zanzibar has received a credit from the International Development Association (IDA) in the amount of US$ 30 million towards the cost of Zanzibar Judiciary Modernization Project (Zi – JUMP), and intends to apply part of the credit proceeds for payment under the contract for procurement of individual consultant for Gender Specialist.
\n\nSome specific tasks to be performed over an initial contract period of 12 months, renewable based on performance, will include but not be limited to the following:
\n\n\n\n
\n\n
i. This assignment involves advisory oversight of key gender-focused initiatives, including the implementation of the Judiciary Gender Justice Strategy and the Protocol Manual for Handling SGBV Cases. The Specialist will capacitate and mentor the newly established Gender Division, strengthen JoZ’s internal capacity, and coordinate with external stakeholders to promote a consistent and impactful gender mainstreaming effort.
\n\n\n\n
ii. The Gender Specialist will guide and support the JoZ in translating the Gender Justice Strategy into actionable steps and coordinated reforms. The role is primarily advisory and mentorship-oriented, ensuring that departmental units take ownership of implementation while the Specialist provides technical leadership and oversight.
\n\n\n\n
iii. The Gender Specialist, working in close collaboration with the Gender Division and the M&E Department, will ensure that the Judiciary’s gender commitments are systematically monitored and fully integrated into institutional systems. The Gender Division will be responsible for collecting and inputting gender data, drafting routine reports, and maintaining documentation, while the Specialist will review and validate these outputs and provide oversight to guarantee their effective integration across the Judiciary.
\n\n\n\n
iv. The Gender Specialist will provide structured capacity development support to the JoZ’s Gender Division and other relevant departments to ensure sustainable institutional ownership of gender responsive reforms. In this role, the Specialist will lead the design of tailored training modules and deliver two core training sessions annually on strategic themes, while additional training may be conducted by outsourced trainers under the Specialist and Gender Divisions’ supervision. The Gender Division will manage logistics, mobilization, and documentation for all capacity building activities, ensuring institutional continuity. Alongside this, the Specialist will guide and implement a comprehensive mentorship and coaching plan, facilitate peer learning sessions, and provide on-the-job coaching to strengthen technical competence and leadership across the Judiciary in implementing gender-responsive initiatives.
\n\n\n\n
v. The Gender Specialist will support collaboration and advocacy efforts to advance gender justice reforms across the justice sector. Working closely with the Gender Division, the Specialist will provide strategic direction, shape advocacy messaging, and oversee the development of communication tools that reinforce institutional commitment to gender responsive justice. While the Specialist leads on strategic guidance, the Gender Division will manage day-to-day stakeholder mobilization, coordinate engagement activities, and co-represent the Judiciary in relevant forums and consultations, ensuring consistent and effective outreach.
\n\n\n\n
The Judiciary of Zanzibar now invites eligible individuals (“Consultants”) to indicate their interest in providing the Services. Interested Consultants must provide information indicating that they are qualified to perform the services (CV’s, description of similar assignments and experience in similar conditions).
\n\nSelection will be based on qualifications and experience stipulated below:
\n\n\n\n
\n\n
3. Technical Expertise
\n\n\n\n
4. Capacity Building & Coordination Skills
\n\nThe attention of interested individual Consultants is drawn to Section VII, paragraphs, 7.36, 7.37, 7.38 and 7.39 of the World Bank’s “Procurement Regulations for IPF Borrowers” dated Sixth Edition February 2025, setting forth the World Bank’s policy on conflict of interest. Please refer to paragraph 3.14 of the Procurement Regulations on conflict of interest related to this assignment which is available on the Bank’s website at http://projectsbeta.worldbank.org/en/projects-operations/products-and-services/brief/
\n\nAn Individual Consultant will be selected in accordance with the Individual Consultant Selection (ICS) method set out in the Procurement Regulations.
\n\nFurther information and the detailed Terms of Reference (ToR) for the assignment can be obtained electronically at the following email addresses, from Mondays to Fridays, from 07:30 am to 03:30 pm East Africa time:
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\nEmail: procurement@judiciaryzanzibar.go.tz
\n\nExpression of Interest; clearly marked Consultancy Services for Procurement of the Gender Specialist to Support Implementation of the Gender Justice Strategy under the ZANZIBAR JUDICIARY MODERNIZATION PROJECT (Zi-JUMP), must be delivered in a written form to the address below (in hard and electronic/email copy) on or before 10:00 a.m. Local Time, on 31st December, 2025.
\n\nBids will be publicly opened in the presence of the bidder’s designated
\n\nrepresentatives and any who choose to attend at the address below at 10:30 am of Wednesday, 31st December,2025 at Second Floor Room No. 208. Only One (1) shortlisted candidate will be contacted.
\n\nAttn: Secretay of Tender Board
\n\nJudiciary of Zanzibar
\n\nP.O.BOX: 160
\n\nTEL: 024-2230182
\n\nFAX: 024-2232720
\n\n214 Tunguu Road
\n\nFirst Floor Room No. 109
\n\n70491 South Unguja
\n\nZanzibar, Tanzania
\n\nEmail address: cca@judiciaryzanzibar.go.tz
\n\nprocurement@judiciaryzanzibar.go.tz
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\n\n\n
TERMS OF REFERENCE
\n\n\n\n
ZANZIBAR JUDICIARY MODERNIZATION PROJECT (Zi-JUMP)
\n\n\n\n
GENDER SPECIALIST
\n\n\n\n
\n\n
For further details on Zi-JUMP and its strategic components, the Project Appraisal Document (PAD) is available on the Zanzibar Judiciary’s official website: www.judiciaryzanzibar.go.tz
\n\n(see the attached Gender Justice Strategy with its Action Plans)
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Key Tasks
\n\n\n\n
Output:
\n\ni.Consolidated operational workplan and implementation roadmap that integrates all unit-level plans, clearly outlines timelines, responsible units, estimated budgets, and key milestones.
\n\n\n\n
\n\n
Key tasks:
\n\nOutput:
\n\n\n\n
\n\n
Key Tasks:
\n\n\n\n
Output:
\n\ni.Two core training sessions and packages delivered annually, complete with materials, participant lists, and post-training evaluations.
\n\nii. A mentorship and coaching plan established and adopted by the Gender Division and key departments.
\n\niii. Two peer‑learning sessions are produced annually, capturing key insights and improvements in staff capacity.
\n\niv. Input in the development of a set of gender mainstreaming tools, templates, and operational guidelines developed and validated for institutional use.
\n\nv. An annual capacity‑building report consolidating training results, success stories, lessons learned, and recommendations for future capacity development.
\n\n\n\n
Key Tasks:
\n\n\n\n
Output:
\n\nOutput:
\n\nv) Reporting Tasks
\n\nOutput:
\n\n\n\n
The Gender Specialist will report to the Project Coordinator.
\n\n\n\n
\n\n
| \n\t\t\t S/N \n\t\t\t | \n\t\t\t\n\t\t\t PHASE \n\t\t\t | \n\t\t\t\n\t\t\t OUTPUT \n\t\t\t | \n\t\t\t\n\t\t\t TIMELINE \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Foundational planning, consultations, and initial tools \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 1st QUARTER \n\n\t\t\t(Months 1-3) \n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t Early implementation, first training cycle, and initial reporting \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 2nd QUARTER \n\n\t\t\t(Months 4-6) \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\t\t\t | \n\t\t\t\n\t\t\t Deep implementation, second training cycle, and system integration \n\t\t\t | \n\t\t\t\n\t\t\t
\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 3rd QUARTER \n\n\t\t\t(Months 7-9) \n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\t\t\t | \n\t\t\t\n\t\t\t Consolidation, documentation, and final reporting \n\t\t\t | \n\t\t\t\n\t\t\t
\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 4th QUARTER \n\n\t\t\t(Months 10-12) \n\t\t\t | \n\t\t
| \n\t\t\t TOTAL ESTIMATED TIME \n\t\t\t | \n\t\t\t\n\t\t\t 4 QUARTERS \n\n\t\t\t(12 Months) \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
"},{"id":"OP00376045","notice_type":"Request for Expression of Interest","noticedate":"29-Aug-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-09-29T00:00:00Z","submission_deadline_time":"18:00","project_ctry_name":"Brazil","project_id":"P168634","project_name":"Parana Public Sector Modernization and Innovation for Service Delivery Operation","bid_reference_no":"BR-SPPE-340218-CS-QCBS","bid_description":"Plano de Dimensionamento da Força de Trabalho - Contratação de consultoria para elaboração de dimensionamento da força de trabalho da administração direta e autárquica do estado do Paraná.","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Rua Jacy Loureiro de Campos - Centro Cívico, Curitiba - PR, 82590-300","contact_ctry_name":"Brazil","contact_email":"licita.bird@seap.pr.gov.br","contact_name":"Wellington Dias de Paula","contact_organization":"Secretaria de Estado da Administração e da Previdência / State Secretariat for Administration and Social Security (SEAP)","contact_phone_no":"(41) 3313-6362","contact_web_url":"www.administracao.pr.gov.br","submission_date":"2025-08-29T00:00:00Z","notice_text":"
NOTICE OF REQUEST FOR EXPRESSION OF INTEREST IN SELECTION
\n\nBASED ON QUALITY AND COST – SMI 003/2025
\n\n\n\n
SELECTION OF CONSULTANCY IN PROJECT FINANCED BY THE IBRD TO PREPARE A WORKFORCE SIZING PLAN FOR THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n\n\n
Brazil
\n\nInnovation and Modernization Project for Public Management in Paraná - EFFICIENT PARANÁ PROJECT
\n\nLoan Agreement: N°. 9378-BR[1] - BIRD
\n\nContract Object: Preparation and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, aiming at providing subsidies for the entry policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver the public services they are responsible quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.
\n\n\n\n
Reference N°.: BR-SPPE-340218-CS-QCBS
\n\n\n\n
1. The State of Paraná received a loan from the International Bank for Reconstruction and Development (IBRD) under the Paraná Public Management Innovation and Modernization Program – Efficient Paraná for the Development of Paraná. The program was structured to respond the challenges faced by the State of Paraná in providing health and other priority public services, in addition to supporting the implementation of the economic recovery plan in response to the short, medium, and long term impacts of the COVID-19 pandemic. The project's main overall objective is to mitigate the impacts of COVID-19 on health and improve the efficiency and effectiveness of health service delivery, environmental management, and public administration through management reforms and the use of information technology.
\n\n2. This request for Expression of Interest is in accordance with the General Procurement Notice for this Project, published on Development Business online (UNDB online), on: 19/02/2024.
\n\n3. Thus, the State of Paraná, through the State Secretariat for Planning - SEPL and the Department of Human Resources and Social Security - DRH of the State Secretariat for Administration and Social Security - SEAP, inform that they will prepare a Short List of institutions for selection of Consulting in the Preparation of the Workforce Sizing Plan, in accordance with the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition operations of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
\nThe State Secretariat of Administration and Social Security invites eligible consulting institutions to express their interest in providing the Services. Interested consulting firms must provide information demonstrating their required qualifications and relevant experience to perform the Services. The Short List criteria are as follows: core business, number of years in the business, and relevant experiences. Lead Specialists will not be evaluated at the Short list stage.
4. The consulting services covered by the Terms of Reference (TDR) cover the diagnosis, sizing, and planning of the State of Paraná's workforce within 11 (eleven) agencies and entities, including the collection of information and standards, interviews, diagnostics, and flows and tools available within the agencies involved. The services include the development of an Information System for managing workforce planning.
\n\n5. The consulting services to be contracted aim to develop and implement a methodology for sizing and adequacy plan of the workforce (replacement, expansion and optimization) of the Direct Administration and Autonomous Agencies of the State of Paraná, indicating the priority sectors and their respective costs, as well as suggestions for improving management that allow for more efficient use of resources related to personnel expenses in accordance with the structures contained in Annexes I and II of the Terms of Reference, which provide subsidies for the recruitment policy for the short, medium and long term, based on the identification of a sufficient and adequate number of employees so that the agencies can deliver their respective public services quickly and efficiently, and also the formulation and implementation of an information technology system that includes the means for continuous management and monitoring through system development and integration of software tools.
\n\n6. The full implementation of this project is expected to last 21 (twenty-one) months.
\n\n7. The details of the Terms of Reference (TDR) for these Services are attached to this Notice of Request for Expression of Interest and available on the website: https://www.administracao.pr.gov.br/Compras.
\n\n8. Eligible institutions interested in providing these services must express their interest by submitting information demonstrating the experience and expertise required to perform the requested services. To this end, they must submit:
\na. Characterization of the company/institution containing all data according to model “A”.
\nb. List of completed and completed work similar to the subject matter of the TDR, with proof of services provided. Submit a completed table according to model "B."
\nc. Declaration of intent to form a consortium, if appropriate. In this case, identify the institution with which you intend to establish the consortium relationship, according to model "C." The required information must include the identification of each potential consortium member, as well as their respective legal representatives. Formalization of the consortium is required only upon signing the contract, whereby the members will be equally responsible.
\nd. Documentation grouped and numbered in a unique, continuous and sequential way.
\ne. The pages corresponding to the documentation supporting the information included in the tables (models A, B and C) must be numbered in sequence.
\nf. Other information or documents that the company/institution considers relevant to demonstrate its experience in services related to the subject of the TDR;
\ng. Documentation that is not presented in accordance with models “A”, “B” and “C” and as follows will be disregarded:
\n• Tables must be submitted in PDF format and in editable format (Excel);
\n• If necessary, add rows to the table;
\n• Documents not indicated in the table will not be considered.
9. This Request for Expression of Interest, as well as the expression itself, does not imply any commitment to hiring.
\n\n10. Institutions will be selected according to the evaluation criteria for the composition of the “Short List”, according to their proven experience.
\n\n11. World Bank standards require consultants to provide professional, objective, and impartial advice, always prioritizing the client's interests without considering the possibility of future work. When offering consultancy, they must avoid conflicts with other services or their own corporate interests. Consultants may not be hired to perform any task that conflicts with their current or previously undertaken obligations to other clients, nor may it place them in a position that prevents them from performing the service in a manner that best serves the borrower's interests.
\n\n12. The selection and hiring of the consultancy will follow the provisions of the Acquisition Regulation for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, resulting from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
\n\nAvailable at:
\nPortuguese -
\nhttps://www.planejamento.pr.gov.br/sites/default/arquivos_restritos/files/documento/2022-12/Regulamento_de_Aquisi%C3%A7%C3%B5es_2020_PORT_reduced.pdf
English -
\nhttps://thedocs.worldbank.org/en/doc/1783315330658711950290022020/original/ProcurementRegulations.pdf
13. Consulting firms may associate with other institutions to enhance their qualifications; however, they must clearly indicate whether the association will be a joint venture (consortium) or subcontracting. In the case of a joint venture (consortium), all members must be jointly and severally liable for the entire contract if the joint venture (consortium) is selected.
\n\n14. Without limiting the general nature of the above, consultants will not be hired in the situations described in the clauses dealing with conflicts of interest in the Procurement Regulation.
\nIt is the Bank's policy to require all borrowers, contractors and their agents, as well as all employees linked to them, to maintain the highest ethical standards during the selection and execution of contracts financed by the Bank under item 3.33 of the Procurement Regulations for Borrowers of Investment Project Financing Operations in the acquisition of Goods, Works, Technical Services and Consulting Services, arising from an Agreement in the form of Investment Project Financing - IPF for AT, Fourth Edition, November 2020.
15. Further information can be obtained by calling: (41) 3313-6221 and email: licita.bird@seap.pr.gov.br.
\n\n16. Expressions of interest will be received necessarily electronically, from August 29, 2025 to September 29, 2025 at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in .pdf format, and must be accompanied by tables and supporting documents, as per Models A, B and C.
\n\n16.1. The tables relating to Models A, B and C will be received necessarily electronically, at the address: licita.bird@seap.pr.gov.br, Access links to virtual servers and digital format, in PDF and 1 (one) editable copy in Excel.
\n\n17. Expressions of interest will be received until 5:00 p.m. (five o'clock in the afternoon) on the last day of the deadline established as per the official publication of the bidding process.
\n\n
\nCuritiba, 29 of august of 2025.
\n\n
[1] Source: https://www.planejamento.pr.gov.br/Pagina/Parana-Eficiente-Banco-Mundial
\n\n\n\n
MODEL “A” - Characterization of the company/institution
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Company/Institution Data \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Page N°. \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Interested Institution \n\t\t\t | \n\t\t\t\n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Segment \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Date of incorporation \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Legal nature \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Size (Number of employees) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t Legal representative \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Full address \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t Telephone \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t Website address \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t Your company's main area of activity \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t Consulting areas of activity: Public Management, People Management, others (specify) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t What services do you offer (Recruitment and Selection, HR Consulting, Training and Development etc.) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t How long has the company been operating in Human Resources Management Consulting? \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 17 \n\t\t\t | \n\t\t\t\n\t\t\t Approximate number of contracts signed in the last 12 months: \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
\nDocuments not indicated in the table will not be considered.
\nAll documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
MODEL “B” - Main projects similar to the subject of the TDR executed and under completion in the last 36 months
\n\nProject 1: Name (fill in the table for each project).
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Data \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Page No. \n\t\t\t | \n\t\t|
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Contractor \n\t\t\t | \n\t\t\t\n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Segment \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Size (Number of employees) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Full address \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Municipality \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t State \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t Telephone \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t Website address \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t Sphere (Private, Municipal, State, Federal) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t Legal regime (Statutory or Employment Law) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t Contract/supporting document \n\t\t\t | \n\t\t\t\n\t\t\t Object \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t Project Area \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 17 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce sizing (yes/no) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Other area (specify) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 19 \n\t\t\t | \n\t\t\t\n\t\t\t Number of servers/employees covered by the contract/project \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t Products delivered \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 21 \n\t\t\t | \n\t\t\t\n\t\t\t System development (yes/no) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 22 \n\t\t\t | \n\t\t\t\n\t\t\t Contract signature date \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 23 \n\t\t\t | \n\t\t\t\n\t\t\t Start date of execution \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 24 \n\t\t\t | \n\t\t\t\n\t\t\t End date of execution \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 25 \n\t\t\t | \n\t\t\t\n\t\t\t Duration in months \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 26 \n\t\t\t | \n\t\t\t\n\t\t\t Total contract value \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 27 \n\t\t\t | \n\t\t\t\n\t\t\t Other information (list/include lines) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Complete the information as above, attaching supporting documents and indicating the corresponding page. If submitting other relevant data/documents in addition to those indicated in the table, add additional lines.
\nDocuments not indicated in the table will not be considered.
\nPresent the data from the table above for each project.
\nAll documentation relating to the full versions of Models A, B and C must have unique, sequential and continuous numbering.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
\n\n
MODEL “C” – Companies/institutions intending to form the consortium
\n\n| \n\t\t\t No. \n\t\t\t | \n\t\t\t\n\t\t\t Consortium Company/Institution Data \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Page No. \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t MAIN/LEADER CONSORTIUM MEMBER \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Declaration of intention to form a consortium \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 2 \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM MEMBER 1 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Declaration of intention to form a consortium \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM 2 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Declaration of intention to form a consortium \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 4 \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t CONSORTIUM 3 \n\t\t\t | \n\t\t||
| \n\t\t\t Company name \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t CNPJ \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t Declaration of intention to form a consortium \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Present the information/data from models “A” and “B” for each company/institution intending to form the consortium.
\nInsert lines if necessary
\nDocuments not indicated in the table will not be considered.
\nThe table must be submitted in PDF format and in editable format (Excel).
\n\n
\n\n
TERMS OF REFERENCE
\n\n\n\n
\n\n
HIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n\n\n
\n\n
SUMMARY
\n1. CONTEXT 4
\n2. JUSTIFICATION 4
\n3. OBJECTIVES 7
\n3.1. GENERAL OBJECTIVE 7
\n3.2. SPECIFIC OBJECTIVES 7
\n4. GENERAL GUIDELINES AND SCOPE 8
\n4.1. WORKFORCE 9
\n4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS: 9
\n5. PRODUCTS INCLUDED IN THIS TERM 10
\n5.1. PHASE 1: WORK PLAN 10
\n5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE 12
\n5.2.1. Survey of the Current Situation 12
\n5.2.2. Workforce Sizing 14
\n5.3. PHASE 3: WORKFORCE ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN 17
\n5.3.1. The Adequacy and Implementation Plan for Replacement, Expansion and Optimization 17
\n5.3.1.2. Main Activities for Execution: 18
\n5.3.2. The Workforce Planning Institutionalization Plan 18
\n5.4. PHASE 4: COMMUNICATION AND TRAINING PLAN FOR MANAGERS WORKING IN THE TECHNICAL AREA AND PEOPLE MANAGEMENT. 19
\n5.5. PHASE 5: FORMULATION AND IMPLEMENTATION INFORMATION OF TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. 20
\n5.5.1. Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems. 21
\n5.5.1.1. System Project Plan 22
\n5.5.1.2. Business Process Modeling 22
\n5.5.1.3. Data Load Module 22
\n5.5.1.4. Sizing Module 23
\n5.5.1.5. Global Integration (final delivery) 23
\n6. PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF PRODUCTS 24
\n7. FORM OF PRESENTATION AND DELIVERY OF PRODUCTS (TABLE 2) 25
\n8. AVAILABLE INPUTS 25
\n9. EXECUTIVE GROUP RESPONSIBLE FOR MONITORING AND APPROVAL OF PRODUCTS 26
\n10. KEY TEAM 26
\n11. SUPPORT TEAM 27
\nANNEX I - LIST OF AGENCIES/ENTITIES OF DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ 28
\nANNEX II - NUMBER OF POSITIONS/FUNCTIONS PER CAREER CADRE 29
\nANNEX III - GUIDELINES AND REQUIREMENTS SPECIFICATION FOR SOFTWARE DEVELOPMENT 30
\n(PHASE 5 –5.5) 30
\n1. SCOPE AND LIMITS OF THE PRODUCT 30
\n1.1. GENERAL DEFINITIONS ABOUT SYSTEM PROJECT 30
\n1.2. PHYSICAL VIEW OF THE SYSTEM 31
\n1.2.1 SEAP SYSTEMS TO BE INTEGRATED 32
\n2. ACTIVITIES TO BE DEVELOPED 33
\n2.1. SYSTEM PROJECT PLAN 33
\n2.2. DESIGN AND DEVELOPMENT 34
\n2.2.1. BUSINESS PROCESS MODELING 34
\n2.2.2. SYSTEMS ANALYSIS AND DESIGN 34
\n2.2.3. SOFTWARE ANALYSIS AND DESIGN 35
\n2.3. INTEGRATION AND QUALIFICATION 35
\n2.3.1. PREPARATION OF THE SYSTEM TEST PLAN 36
\n2.3.2. TESTING PROCEDURES 36
\n2.3.3. ACCEPTANCE TESTS – APPROVAL ENVIRONMENT 36
\n2.3.4. ACCEPTANCE TESTING – PRODUCTION ENVIRONMENT 36
\n2.4. TRANSITION 37
\n2.4.1. ASSISTED OPERATION 37
\n2.4.2. DATA INTEGRATION 38
\n2.5. SOURCE CODE 38
\n2.6. DOCUMENTATION 39
\n2.7. TRANSFER OF TECHNOLOGY 39
\n2.8. APPROVAL OF THE INTEGRATED ENVIRONMENT 40
\n2.9. MAINTENANCE AND TECHNICAL SUPPORT 40
\n2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION 42
\n2.11. PREPARATION OF DEVELOPMENT, APPROVAL AND PRODUCTION ENVIRONMENTS 43
\n3. PRODUCTS, EXPECTED RESULTS, FORM OF PRESENTATION AND ACCEPTANCE OF SERVICES 43
\n3.1. PRODUCTS AND BY-PRODUCTS TO BE SUPPLIED 43
\n3.2. FORM OF PRESENTATION AND ACCEPTANCE OF PRODUCTS 45
\n3.3. PLACE OF SERVICE PERFORMANCE 46
\n4. TECHNOLOGICAL PARTNER 46
\n5. CELEPAR PRODUCTION ENVIRONMENT 47
\nANNEX IV 49
\n\n
TERMS OF REFERENCE
\n\n
\nHIRING OF CONSULTANCY FOR ELABORATION THE SIZING OF THE WORKFORCE OF THE DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
1. CONTEXT
\n\nThe Direct Administration and Autonomous Agencies of the Executive Branch of the State of Paraná is structured into forty-seven agencies and, to meet its responsibilities, relies on a workforce that totals, considering all types of service provision, 125,043[1] positions/functions. This structure serves the 399 municipalities of the State in a centralized or decentralized manner and includes statutory employees (civil and military), employees under the CLT, temporary hires, positions in commission without a bond and interns.
\n\nThe State Secretariat for Administration and Social Security (SEAP) is responsible for managing the state's human resources through the Human Resources and Social Security Department (DRH/SEAP), a unit responsible for formulating, standardizing and monitoring public policies in this sector. Specifically, with regard to planning and supplying human resources, the Human Resources Recruitment and Selection Division (DSRH) is responsible for analyzing applications for admission of civil servants (civil and military) and temporary contracts through special regime contracts (CRES). These modalities correspond to 94.8% of the total available workforce.
\n\n2. JUSTIFICATION
\n\nThe current economic and social situation in Brazil requires that the public administra-tion rethink its role and seek to optimize the application of the resources at its disposal, emphasizing results and improving the services provided to the population. However, the effective execution of services depends largely on the workforce, whether for the implementation of public policies or for developing and articulating solutions to the de-mands of the State.
\nOn the other hand, managers shall ensure the maintenance of services and the achieve-ment of results while at the same time reconciling their actions with the available finan-cial, budgetary, human and material resources and complying with the expenditure limits set by the Fiscal Responsibility Law.
\nAdded to this context was the scenario outlined by the outbreak of the Coronavirus pandemic, which had a strong impact on the economy and the demand for certain ser-vices, leading to an imbalance in public finances. This combination of factors requires that the State's strategic actions converge to address it, as well as to implement immedi-ate interventions in the areas of Health and sectors with the potential to leverage the resumption of economic growth. In this line of understanding, Workforce Sizing emerg-es as a tool to drive this direction, as it will support the formulation of guidelines for people management to face these challenges.
\nGiven this scenario, it is essential and urgent to adopt a methodology to obtain subsidies with technical grounds for establishing a policy for hiring civil servants in the short, me-dium and long term, based on the identification of a sufficient and adequate number of professionals in order to enable agencies to deliver public services quickly and efficient-ly. It is also necessary to indicate the academic and professional profile aligned with each of the segments of state activity.
\nThe absence of such methodology sometimes results in the cost being prioritized over the benefit of a given recruitment of personnel, however without being able to assess the resulting loss due to the failure to achieve results in government projects and programs affected by the lack of these professionals.
\nCurrently, a well-founded methodology based on pre-established sizing parameters is not adopted. When analyzing requests for authorization to enter through a public selec-tion process, formal aspects are predominantly considered, such as: (i) the existence of vacant positions in the careers to which the personnel is intended; (ii) compatibility of the positions/functions with the indicated duties and with the corresponding position structure; (iii) the justification presented; (iv) the number of civil servants in the posi-tions/functions that are the subject of the demand. It should be noted that, in relation to this last point, the ideal is to consider, in addition to the quantity, the situation of these civil servants in terms of productivity, time until retirement, among others.
\nThe same applies to requests for temporary hires, but with some aggravating factors, since these are intended to replace an employee who is temporarily away, considering that the number of employees may be oversized, the need for replacement in some cases is questionable and may be unnecessary. It should also be considered that not every dismissal or temporary absence necessarily has to give rise to a replacement.
\nIn addition to all these factors, it is essential to recognize that the area of human re-sources management in state administration faces a dilemma between providing the de-partments with qualified employees, with compatible and attractive remuneration, and in sufficient numbers to meet the demands for public services, and the imperative need to adjust to the spending limits imposed by the Fiscal Responsibility Law.
\nIncidentally, personnel expenses have frequently reached worrying levels, which reaf-firms the need for in-depth reflection on the rational allocation of financial and human resources and their effectiveness. It is worth noting that the diversity of career cadre and the remuneration structure based on differentiated treatment for certain units limits the administration's ability to reallocate personnel between the various departments.
\nWhile the recruitment of employees, whether to maintain the provision of services or to implement new demands, requires better planning and greater agility, the loss of em-ployees is continuous and affects all departments. To better demonstrate the magnitude of the numerical reduction over the last 9.6 years, the figures recorded in September 2015 can be used again, when the total workforce was 195,529 positions/functions and the average monthly number of dismissals was 412.67.
\nThe layoffs, whose current monthly average is around 336[2] positions, the fact that 45.2%[3] of the effective employees are in the age group of 50 years or more, with service time approaching retirement, demand a planning of restructuring of the career cadre that allows the necessary transfer of technical knowledge and experience acquired over the years.
\nIn order to mitigate the losses resulting from the lack of replacement of dismissed civil servants, a decree was issued that establishes Replacement Rates[4] for most positions provided for in the careers of Direct Administration and Autonomous Agencies. How-ever, its implementation requires constant monitoring through a structured methodology, which shall be integrated into the dimensioning of the workforce, complementing the planning tools for adequacy (replacement, expansion and optimization) of servers.
\nThat said, it is essential that the Administration has the elements to establish the bases of its personnel structure and identify where, in which activities, each type of contractual relationship applies: statutory, temporary, intern, outsourced services, among others. Furthermore, based on a consistent diagnosis, it is possible to detect, in addition to the lack of employees, the need for training, modernization of work processes and invest-ment in information technology, in its broadest sense.
\nIt is important to highlight the relevance of diagnosis and planning of human resources in Public Administration, as other public policies in the various sectors of activity, budg-etary and actuarial projections, among other aspects, depend on these.
\nHowever, the development of Sizing by the technical team of the Human Resources Recruitment and Selection Division, of the Human Resources Department of SEAP, is unfeasible, considering the insufficient number of existing technicians to carry out the work, the diversity of the activities developed, as well as the high specialization, fun-damental for such assignment.
\nIn view of the above, it is necessary to hire a human resources consulting company to develop and implement a Workforce Sizing methodology, based on pre-existing models and/or models developed specifically for agencies and entities of the Direct Administra-tion and Autonomous Agencies, structured in an information technology system that allows its management and continuous monitoring.
3. OBJECTIVES
\n3.1. GENERAL OBJECTIVE
\nContract the elaboration and implementation of a Sizing methodology, based on pre-existing models and/or models developed for this purpose, and a Workforce Adequacy Plan (replacement, expansion and optimization) for the agencies and entities of the Direct Administration and Autonomous Agencies of the State of Paraná, in accordance with the structures contained in the ANNEX I and ANNEX II of this Term, which provide subsidies for the admission policy for the short, medium and long term, based on the identification of a sufficient and adequate number of civil servants so that the agencies can deliver the public services that are their responsibility quickly and efficiently, and also an information technology system that includes the means for their continuous management and monitoring.
3.2. SPECIFIC OBJECTIVES
\n3.2.1. Survey of the current situation of the existing workforce in the agencies, from a qualitative, quantitative and cost perspective, by type of employment relationship, position/function, with emphasis on the activities performed, as well as the respective institutional data, such as characterization, objectives and organizational structure. Factors with potential impact on the dimensioning of the workforce should also be surveyed, such as information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their effects on performance and productivity.
3.2.2. Qualitative and quantitative dimensioning of the necessary human resources, by type of link, position/function, to the agencies and entities of the Direct Administration and Autonomous Agencies of the Executive Branch indicated in Annex I of this Term, developing methodologies, based on the prospecting of existing models in Brazil and abroad, adopted in public and/or private administration, types of activities, implemented on a similar or larger scale, legislation applied to the sector and/or definition of specific parameters, taking into account the current and future scenario of the State of Paraná.
\n\n3.2.3. Plans for:
\n3.2.3.1. Adequacy (replacement, expansion and optimization) of the workforce, based on the need indicated in the dimensioning versus the quantity indicated in the survey of the current situation, for the short term: zero to two years, medium term: 3 to 5 years and long term: 6 to 10 years, which includes suggestions for adjustments and measures to be adopted and considers replacement rates, cost projections, the State's budgetary capacity and the potential to meet demand through the expansion of vacancies in current public examinations; and
\n3.2.3.2. Institutionalization of workforce planning within the scope of the Direct Administration and Autonomous Agencies of the Executive Branch that establishes the organization and functioning of the processes that constitute it, as well as the governance and management mechanisms for the continuous implementation and improvement of the program.
\n3.2.4. Project Communication Plan, as detailed in subitem 5.4.1, for each target audien-ce and for each product generated throughout the project, and Training of those invol-ved in the project, as described in subitem 5.4.2, with the purpose of ensuring its execu-tion from start to finish, its subsequent replication and continuous use, covering human resources technicians and managers, strategic managers, IT professionals designated by the Information and Communication Technology Company of Paraná – Celepar, and the Project Executive Group, for the assimilation of the developed methodology and the monitoring of its application.
\n3.2.5. Formulation and implementation of a system using information technology, appli-ed to Workforce Sizing – Development of information systems compatible with the sys-tems used in the State of Paraná, which will enable permanent support for the execution, processing, and diagnosis of workforce sizing, with an estimate of the respective costs.
The details of each specific objective are presented in item “ 5. PRODUCTS INCLUDED IN THIS TERM”.
\n\n
\n4. GENERAL GUIDELINES AND SCOPE
This Workforce Sizing project shall include the Agencies/Entities of the Direct Administration and Autonomous Agencies (Annex I), headquartered in the capital and/or in the interior of the state, according to their location and respective regionalized structure.
\n\nLikewise, the products to be developed within the scope of the project, as per Table 2, shall cover all the Agencies/Entities covered (Annex I), careers/career cadres with respective positions/functions, which have not been declared extinct upon becoming vacant (Annex II). It should be noted that possible changes in the organizational structure and/or careers/career cadres due to new state management guidelines implemented after the publication of this Term shall be considered and incorporated. Consider the updated version of Annexes I and II at the time of the contract.
\n\n4.1. WORKFORCE
\n\nTable 1 - Total workforce size
\n\n| \n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Qty. \n\t\t\t | \n\t\t
| \n\t\t\t Effective civil servants (civil and military) \n\t\t\t | \n\t\t\t\n\t\t\t 113,600 \n\t\t\t | \n\t\t
| \n\t\t\t Unlinked commissioned positions \n\t\t\t | \n\t\t\t\n\t\t\t 3.239 \n\t\t\t | \n\t\t
| \n\t\t\t Special Regime Contracts (temporary)* \n\t\t\t | \n\t\t\t\n\t\t\t 4,940 \n\t\t\t | \n\t\t
| \n\t\t\t Interns (Middle and Higher Levels) \n\t\t\t | \n\t\t\t\n\t\t\t 2.606 \n\t\t\t | \n\t\t
| \n\t\t\t Others (CLT) \n\t\t\t | \n\t\t\t\n\t\t\t 658 \n\t\t\t | \n\t\t
| \n\t\t\t TOTAL \n\t\t\t | \n\t\t\t\n\t\t\t 125,043 \n\t\t\t | \n\t\t
Source: RHPARANA META4 – January/2025 base
\n\n* The number of temporary contracts for January is atypical, as it is a school break period and does not include teachers in Basic Education. The average for the school term is around 25,000.
\n\n\n\n
4.2. METHODOLOGICAL PROPOSAL TO BE DETAILED IN THE WORK PLAN SHOULD CONSIDER THE FOLLOWING ASPECTS:
\n4.2.1. The execution of the work may adopt different methodologies in relation to the surveys and analyses provided for in the other products: (i) activities whose dynamics and typology allow the establishment of productivity and performance parameters, in final activities of service provision, regional or sectoral administration, such as Regional Health, Hospitals, Socio-Education Centers, Regional Education Offices, Instrumental Units, among others; (ii) activities related to management, advisory, formulation of pu-blic policies, and regulation, in which the nature of the activities presents complexity in establishing parameters for the comparison of productivity and performance, in view of the diversity of processes.
\n4.2.2. Parameters may be established for the workforce necessary to meet the current and future demands of the State, in accordance with the methodological proposal and products to be developed under this Term.
\n4.2.3. Due to the scope of the universe of analysis, the methodology and execution of the work shall adopt the following Strategic Lines of Action of the State: a) Health; b) Justice, Rights; c) Urban and Economic Development; d) General Government Adminis-tration; e) Education. It is emphasized that, in the development of the products, priority shall be given to the Health area. Regarding the Strategic Lines of Action of the State, their delimitation will be confirmed prior to the preparation and execution of the Work Plan. Within the scope of the Universities, only University Hospitals – UHs will be con-sidered, which will be included in the Strategic Line of Health.
\n4.2.4. The Methodological Proposal, including in the data collection and definition of parameters, may, subject to the Client’s approval, be developed through the establish-ment of stratified and representative samples in each area, agency, or career cadre, pro-vided that there is a high degree of standardization of processes.
\nBoth the Workforce Sizing of the Ideal career cadre (Phase 2) and the Planning for the Adequacy of the Workforce (Phase 3) shall show the number of positions/functions cur-rently provided for in the careers, for which, according to the diagnosis carried out (Phase 2), the lack of necessity is found, or recommendations are made in terms of care-er or employment relationship. The products presented shall consider the possibility of optimizing the existing career cadre and career structures. If necessary, new functions shall be proposed considering the profile and qualifications required to meet unmet de-mands, as well as indicating the possibilities and/or need for the relocation and retrai-ning of existing professionals.
\n\n
5. PRODUCTS INCLUDED IN THIS TERM
\n\nTable 2 - Products included in this Terms of Reference
\n\n| \n\t\t\t PHASE \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t WORK PLAN \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t COMMUNICATION AND TRAINING PLAN FOR MANAGERS OPERATING IN THE TECHNICAL AND HUMAN RESOURCES MANAGEMENT AREAS \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. \n\t\t\t | \n\t\t
\n\n
5.1. PHASE 1: WORK PLAN
\n\nPrior to the development of the work, a document describing the Work Plan for executing the purpose of this terms shall be submitted for approval by the Executive Group responsible for monitoring the services.
\n\nIn order to prepare the Work Plan, with the aim of supporting the contractor, a technical meeting will be held with the Executive Group to pass on available information summarized as to the organizational structure, current data, current panorama of human resources management, number of employees, reports that are part of the database of the State's human resources management systems, relevant legislation, career cadre , professional profiles, interlocutors involved and expectations regarding the work. Additional information may be made available to the consulting firm, upon express request, at least 15 (fifteen) business days in advance. If the information provided is considered insufficient by the contractor, the contractor shall provide other information that it deems relevant from other sources by its own means.
\n\nThe Work Plan shall present:
\n- Report containing a detailed description of the methodological proposal to be adopted, specifying the model parameters, variables required for data analysis, indicators, among other elements necessary for a better understanding and approval of the methodology to be applied.
\n- Tool, made available by the contractor, which will be used for project governance during its execution.
\n- Physical and financial schedule with all activities to be developed and their respective costs and durations, compatible with the deadlines established by the Client, in a sequence that considers the precedence and dependency relationships between activities. The physical and financial schedule shall present the project milestones and define the dates and costs of the deliveries of intermediate and final products for each project activity. Any changes shall be approved by the Client.
\n- Quality and Risk Management Plan containing a detailed description, by project activities, of the quality assurance process and compliance of the project products based on the Technical Specifications of this Term of Reference. The quality and Risk Management plan shall include the Risk Matrix, including planned, corrective and predictive actions.
\n- Project Communication Plan indicating the different approaches between the management, coordination, technical and target audience levels of the surveys in each agency/entity as set out in Annex I, as well as between those responsible for the product in the Contractor and the Client; the communication strategies adopted for each product and interested parties at the internal and external levels. It shall include the plan for monthly and extraordinary project monitoring meetings, methods of recording the product (minutes, emails and other documents), constituting an integral part of the official product documentation and to be followed.
\n- Documents and forms to be used in data collection and interview scripts, both those planned with directors and intermediate-level managers, as well as, if applicable, an indication of the applications and/or platforms used.
\n- Schedule with estimated dates for technical visits and/or online meetings through an application or service with the possibility of sharing presentations and files via the web with the Agencies, located in the Capital and in the interior of the State, for data collection and application of interviews, which can be carried out remotely or through digital forms.
\n- Technical team allocated and the organizational chart defined for the project, containing the Responsibility Matrix and the functions to be performed by each technical manager, identifying the management and coordination levels of each project activity.
The Contractor shall describe in the project plan the approach envisaged for the development of the project, and its representation in the schedule details, considering the possibility of using multiple project deliveries, including a possible agile approach, compatible with the maturity stages of the methodology and its application throughout the contractual period. In these delivery stages, all types of products shall be considered, including artifacts provided for in the Information System.
\n\nIt is important to emphasize that, with regard to Phase 4 (Training), in addition to the items provided above, this Work Plan shall include: (i) the content to be covered in each training session; (ii) the objectives and details of the program; (iii) the methodologies and didactic-pedagogical strategies to be used; and (iv) workload.
\nThe Work Plan and project management shall be aligned with the project management method principles of the Project Management Body of Knowledge (PMBOK) / Project Management Institute (PMI), covering the following knowledge areas: project integration management; project scope management; project time management; project quality management; project human resource management; project communication management; project risk management.
In relation to Phase 5 – Formulation and Implementation of an Information Technology System Applied to Workforce Sizing – Development of Information Systems, the actions/activities to be described in this Work Plan shall cover the major stages of system development, since the preparation of the System Project Plan (Annex III) is foreseen.
\n\nOnce the Work Plan is approved, the consultancy will begin the development of the products specified below, with the preparation and submission of monthly reports on the monitoring/execution of actions/activities to the Project Executive Group being mandatory.
\n\n\n\n
5.2. PHASE 2: SURVEY OF THE CURRENT SITUATION AND SIZING OF THE WORKFORCE
\n\n
\n5.2.1. Survey of the Current Situation
Currently, the State workforce is made up of statutory employees (civil and military), employees with CLT contracts, commissioned positions without a contract, temporary contracts under a special regime, interns and outsourced service provision contracts.
\n\nIn parallel with the workforce survey, in order to understand the current and future scenarios and challenges of the different segments, it is necessary to approach the strategic management level of each agency, through structured interviews that can be conducted in person or remotely. The interviews should enable the mapping of seasonal demands[5] and pent-up demands due to the lack of employees, the need for better qualification of professionals, or increased investment in information technology, in order to ensure the achievement of the results established in the government goals and programs quickly and efficiently.
\n\nIt is necessary to carry out a survey of the current situation of the workforce of the agencies, the structure of careers, attributions and other pertinent information, pointing out the distortions, deficiencies and problems identified, through the presentation of a consolidated diagnosis by agency and area of activity.
\nThe activities listed below constitute a reference model, which may be adapted, as well as supplemented with others by the Contractor, depending on the methodology adopt-ed, provided they are approved by the Client.
\n5.2.1.1.The survey of the current situation from a qualitative and quantitative point of view of the current situation of the workforce by career cadre/career and by agency of the Direct Administration and Autonomous Agencies should present, whenever possible, based on the data made available by the state and collected throughout the project, an estimate of current costs and should cover:
\n5.2.1.1.1. Survey and analysis of the current workforce in agencies/entities: quantity by type of employment relationship, career cadre, position/function and unit, with emphasis on the activities performed;
\n5.2.1.1.2. Survey, identification and analysis of the organizational structure of all Agencies/Entities that make up the Direct Administration and Autonomous Agencies according to the level of activity of the organizational structure, covering regional structures;
5.2.1.1.3. Survey of legally established competencies, competencies intrinsic to the execution of the public service, and organizational goals of the Agencies/Entities subject to the dimensioning to be carried out according to the levels of action of their organizational structure, covering regional structures;
\n\n5.2.1.1.4. Survey and analysis of available productivity data, individually and comparatively, in the case of units that have a similar service profile, providing, when possible, indicators for the subsequent preparation of action plans to improve productivity (for example, a plan for training employees, standardization of processes, automation of activities, need to improve technological conditions, including the use of information systems and application of artificial intelligence, etc.);
\n\n5.2.1.1.5. Survey of information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their impacts on performance and productivity, as well as on the state public budget;
\n\n5.2.1.1.6. Mapping of existing jobs in agencies/entities, by type: in-person, hybrid and teleworking, with a breakdown of the levels of operational units in their organizational structure;
\n\n5.2.1.1.7. Conducting interviews with directors, managers, deans or key employees of the agencies/entities to learn about their vision and current and future challenges. The objective of these interviews is to identify the strategic role played by the State area and its vision for the future, taking into account social and economic changes, changes in labor and social security systems, technological and work processes innovations, and their respective impacts on the demand for the workforce, both qualitatively and quantitatively;
\n\n5.2.1.1.8. Structured interviews with managers, those responsible, deans or reference employees of the agencies to identify and analyze priority demands, repressed demands, difficulties, distortions, critical issues, good management practices that resulted in increased productivity, among others. This activity should occur after the training described in subitem 5.4.2.1.;
\n\n5.2.1.1.9. Obtaining information considered relevant to the execution of the survey and dimensioning, from the respective agencies and managers, using specific forms and structured questionnaires. This activity shall occur after the training described in subitem 5.4.2.2;
\n\n5.2.1.1.10. Obtaining, from SEAP/DRH, macrodata relating to costs corresponding to the career cadre/careers, considering all financial advantages (bonuses, benefits, assistance, dangerousness, unhealthy conditions, among others) related to the position/function evaluated;
\n\n5.2.1.1.11. Obtaining professional profiles for each position/function, such as education, duties, work regime, working hours, among others;
\n\n5.2.1.1.12. Obtaining data from the HR management system and obtained through (interviews and forms), the percentage of absenteeism by function, disaggregated by career cadre, agency/entity, considering and discriminating the different causes of absence (foreseen and unforeseen);
\n\n5.2.1.1.13. Identification of seasonal demand, pent-up demand, overestimated demand, function deviations and their impacts on performance and productivity, as well as on the state public budget, through interviews and forms by agency/entity, function.
\n\n5.2.2. Workforce Sizing
\n\nIt is extremely important to identify, in terms of qualitative and quantitative profiles, the ideal career cadre for the functioning of the administrative units that make up the areas of State activity in the current context and over a horizon of up to 10 years.
\n\nThe sizing should be based on the identification of existing methodologies already implemented in other governments, similar studies, applied legislation and/or the development of a specific methodology for each area. The implementation of Workforce Sizing in private spheres that carry out activities that are not exclusive to the State may also be considered.
\n\nIt is important to emphasize that, as a general focus of the project, it should be considered that certain functions performed by the State are by nature exclusive to the public sector, such as the custody of inmates in socio-educational units. Others, such as those related to health and education, are carried out in both the private and public sectors, subject to the established constitutional competencies. However, for the proposals related to the Sizing of the Ideal career cadre, even in activities where the corresponding parameters are found in the private sector, it is necessary to assess whether the same parameters for sizing the workforce can be adopted, taking into account aspects of the legislation on public servants that impose some restrictions compared to other workers.
\n\nDifferent strategies may be adopted for the various sectors according to the reality identified. For example, in areas and units with the same service profile, such as hospitals and schools, the sizing work can be replicated by adopting sizes. In units of the same profile and size or of equivalent size, the same dimensioning may be applied, but it shall always be aligned with the trend indicated by the demographic behavior of the state/municipalities.
\nAll changes to business requirements (activities, agencies, etc.) shall be parameterizable by Governance and Information Systems, when necessary, and may include:
• the creation and maintenance of the organizational structure, the definition of Organizational Units, their functions and hierarchical relationships for each institution;
\n• workstation and its specific characteristics (workstation profile).
5.2.2.1. Sizing of the ideal career cadre qualitatively (position and function) and quantitatively of the workforce of the State's Direct Administration and Autonomous Agencies, detailed by Career Cadre and by Agency/Entity consolidated in a report to be delivered to the Client, covering:
\n\n5.2.2.1.1. Consolidation of the methodological proposal for sizing the workforce, by area of activity, based on the collection of qualitative, quantitative and cost data, analysis of indicators and application of the adopted parameters;
\n5.2.2.1.2. Presentation of detailed and structured documentation/Dossier by area of activity, career cadre, position and function of the methodology developed for preparing the Workforce Sizing, indicating the parameters used, indicators and other information pertinent to the data modeling used;
\n5.2.2.1.3. Identification of which Agencies/Entities, based on a comparison of the proposed ideal sizing and the existing staff, are oversized, undersized, or have the correct sizing, but with an imbalance between the levels of activity of their organizational structure, covering the regions;
5.2.2.1.4. Proposal of strategies aimed at optimizing human, material, financial and budgetary resources that include, among others:
\na) adjustments to the composition of the workforce, in terms of profile, hiring method, modernization and restructuring of career cadre, including recommendations for the elimination, creation or reformulation of positions and/or functions;
\nb) modernization of management through review of processes, investment in information technology, including the use of information systems and application of artificial intelligence, change in the way services are offered (digital and others);
\nc) adoption of the Teleworking regime[6];
\nd) indication of distortions, deficiencies and problems found and recommendation of the necessary interventions to solve them;
\ne) guidelines for developing a staff training plan;
\nf) Possibility of alternative service provision models that consider, among other possibilities, partnerships with the third sector, public-private partnerships and outsourcing.
5.2.2.2. Main Activities for Execution:
\nThe activities listed below are a reference model and may be adapted or others added by the Contractor, depending on the methodology adopted, provided that they are ap-proved by the Client.
\n5.2.2.2.1. Identification of existing workforce sizing parameters, methodologies and studies.
\n5.2.2.2.2. Identification and definition of indicators and parameters to be adopted by the proposed methodology.
\n5.2.2.2.3. Proposals for measures to meet seasonal demands with quality, by level of activity of the organizational structure of the Agencies/Entities.
\n5.2.2.2.4. Analysis of the demographic behavior of the State and Municipalities and corresponding impact on the demand for services, with scenarios for the short, medium and long term, as covered in Phase 3.
\n5.2.2.2.5. Consolidation of the survey of workforce sizing methodologies, by area of activity, based on the survey of qualitative, quantitative and cost data, analysis of indicators and application of the adopted parameters;
\n5.2.2.2.6. The results obtained in the two sub-products, Survey and Sizing, shall be included in reports containing the reality found and the proposals related to Sizing in each of the Agencies/Entities, as well as, when possible, the disaggregation by their levels of action[7]. A summary report shall also be prepared, establishing a scenario of the State, where the predominant situations verified and their respective proposals will be listed.
5.3. PHASE 3: WORKFORCE ADEQUACY PLAN (REPLACEMENT, EXPANSION AND OPTIMIZATION) FOR THE SHORT, MEDIUM AND LONG TERM AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN
\nOnce the Survey of the Current Situation and the Sizing of the Ideal Career Cadre have been completed, the deficit and surplus areas should be identified, indicating the necessary interventions, which may include, in addition to replacing or increasing the number of employees, the restructuring of work processes, requalification, reassignments or reformulation of the service contracting method.
Next, a workforce adequacy plan (replacement, expansion and optimization) shall be drawn up, establishing the need to recruit employees and the respective cost forecast for the short, medium and long term, considering the expected recruitment resulting from replacement rates and projection of State revenues and expenses, by agency/entity, in accordance with the Career Cadres, Positions and Functions, taking into account the potential for using a reserve list in current public competitions and the limits established in Complementary Law No. 101, Fiscal Responsibility Law.
\nShort term - zero to 2 years;
\nMedium term - 3 to 5 years;
\nLong term - 6 to 10 years.
\n5.3.1. The Adequacy and Implementation Plan for Replacement, Expansion and Optimization
\n5.3.1.1. The Plan to be delivered to the Administration shall:
\n5.3.1.1.1. Demonstrate the losses to the full execution of public services and the resulting risks, in the event that the replacement indicated as necessary is not carried out;
5.3.1.1.2. Identify services compromised due to lack/shortage of human resources;
\n\n5.3.1.1.3. Present a comparison of personnel expenses, in different workforce replacement scenarios, and the agency's budget availability for personnel expenses;
\n\n5.3.1.1.4. Present a report assessing the projection of demand for services provided, detailed by Career Cadre, Agency/Entity of the State's Direct Administration and Autonomous Agencies, for the next 2, 5 and 10 years, considering the expectation of layoffs and implementation of the replacement rate in the same periods and the prospect of advances in management performance resulting from the implementation of the measures indicated in the survey carried out and in the proposed dimensioning;
\n\n5.3.1.1.5. Propose the adoption of strategies that consider the potential use of the reserve list of current public selection processes as well as the proposals highlighted in item 5.2. 2, aiming at the optimization of human, material, financial and budgetary resources; and
\n\n5.3.1.1.6. Foresee the possible impact on the number of career cadre when proposing to adopt new hiring processes provided for in item 5.2.2.
\nThe analyses and results obtained from the above items shall be included in specific reports for each of the agencies/entities, as well as the breakdown by their levels of activity. A summary report on the State shall also be presented, consolidating the overall analysis.
\n5.3.1.2. Main Activities for Execution:
\nThe activities listed below constitute a reference model, which may be adapted, as well as supplemented with others by the Contractor, depending on the methodology adopted, provided they are approved by the Client.
\n5.3.1.2.1. Analysis of the demographic behavior of the State and Municipalities and corresponding impact on the demand for services, with scenarios for the short, medium and long term.
\n5.3.1.2.2. Projection of demand by agency/entity broken down by career cadre, Positions and Functions and consolidated by strategic line of State action (e.g.: health, education, management, among others), for 2, 5 and 10 years.
\n5.3.1.2.3. Projection of layoffs by position/function in the period, considering the different areas of activity under analysis.
\n5.3.1.2.4. Forecast of income resulting from the application of replacement rates.
\n5.3.1.2.5. Survey of current public selection processes with the potential to meet demand.
\n5.3.1.2.6. Obtaining and analyzing historical budget data from the state administration.
\n5.3.1.2.7. Projection of server entry and maintenance costs.
\n5.3.1.2.8. Analysis of the impact of the proposed measures as set out in subitem 5.2.2.1.4. of subitem 5.2.2.
5.3.2. The Workforce Planning Institutionalization Plan
\n5.3.2.1. The Plan to be delivered to the Administration shall:
\n5.3.2.1.1. Propose the management instance and the structure necessary for the implementation of workforce planning, which includes processing the sizing, comparison with the existing workforce, adoption of strategies and schedule for workforce adequacy, monitoring of the results obtained and other routines for periodic updating.
\n5.3.2.1.2. Establish the processes that make up workforce planning and the respective flows.
\n5.4. PHASE 4: COMMUNICATION AND TRAINING PLAN FOR MANAGERS WORKING IN THE TECHNICAL AREA AND PEOPLE MANAGEMENT.
\n5.4.1. Project Communication Plan and Execution
\nThe Communication Plan will be developed prior to the start of the project and implemented throughout the entire life cycle. This plan aims to promote fluidity, coherence and effectiveness of communication among all stakeholders, respecting the different levels of responsibility and interest - managerial, coordination, technical and other stakeholders. It should also indicate specific approaches for each target audience in the agencies/entities, as set out in Annex I, and for each product generated throughout the project. It should include the plan for monthly and extraordinary meetings to monitor the project. between those responsible for the product at the Contractor and the Client, communication material and presentations, product recording methods (minutes, emails and other documents), constituting an integral part of the official product documentation to be followed at each stage of the project until completion. It shall also act in external communication by preparing materials for unions, the press, digital media and other dissemination channels relevant to the scope of the project.
\n5.4.2 Training
\nThe training will consist of events to be conducted at different times, as detailed below.
\n5.4.2.1. Carrying out at least 07 (seven) workshops with a minimum workload of 08 (eight) hours.
\nThe workshops, with a maximum of 40 (forty) participants each, aim to promote preliminary awareness in order to train and equip managers and technicians working in the area of human resources management, regarding the assumptions and foundations of the Management Model for Results in line with the object addressed in this Term. This training should address: (i) contextualization of the current economic scenario and its long-term projection; (ii) reflection on the role of the State and the trends for human resources management in the public sphere; (iii) presentation of the work schedule to be used in the project (in accordance with Phase 1 – Action Plan); (iv) description of the actions/activities involving the areas of human resources management.
\nThe Contractor is responsible for providing consultant(s) with compatible training, knowledge of the economic situation of international and national public administration and the socioeconomic reality of the State of Paraná, as well as skills in leading participants to reflect on the importance of each segment in meeting the set of demands of society.
\n5.4.2.2. Carrying out training, in each agency, for the employees who will work directly in the Survey stage (5.2), with the aim of ensuring that the information is passed on in an objective and appropriate manner, with a workload of around 8 (eight) hours.
\n5.4.2.3. Holding of 01 (one) Seminar, with a minimum workload of 04 (four) hours, and 02 (two) Workshops, with a minimum workload of 16 (sixteen) hours.
\nHolding a Seminar, with a minimum workload of 4 hours, for the Government's Strategic Center and the Project's Executive around 50 participants in each workshop system developed for application of the sizing methodology; (v) presentation of the proposal for training on the operationalization of the system and its functionalities, based on a guidance manual and tutorials; (vi) presentation of suggestions and proposals that provide for the maintenance of the system and the longevity of the methodology developed.
\nThe Contractor is responsible for providing a consultant to carry out the events included in this Product, who shall be an integral member of the key team, in addition to having communication and leadership skills and ability to conduct meetings with intermediate and strategic management levels.
\n5.4.2.4. Carrying out at least 01 (one) training course on the operation, administration and architecture of the Computerized System with a minimum workload of 24 (twenty-four) hours.
\nThis training shall be planned and conducted by the Contractor and aimed at addressing the system administration functions, with the objective of training the technicians working at SEAP (approximately 20 staff members) to operate and maintain the solution. At the end of the training, users should be able to use the system functions, also understanding its overall operation, to become agents for multiplying this knowledge within the agencies, and to recognize all modules and functions; define user types, granting different access levels; implement and parameterize the system, including the maintenance of indicators and calculation formulas, change tables, include new users, among other knowledge necessary to maintain the system's operability.
\nAt a specific moment of the aforementioned training, technicians from Celepar or another institution responsible for the State of Paraná system will be present so that the contractor can provide the knowledge that enables a structural view of the system, its components (programs, database and other tools), as well as mastery of the development environment, without prejudice to the specific training indicated in Annex III, in order to enable technology transfer.
\n
\n5.5. PHASE 5: FORMULATION AND IMPLEMENTATION INFORMATION OF TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS.
\nThe importance or need for the application of information technology in Workforce Sizing programs lies precisely in the possibility of having a system that allows for permanent support for Human Resources management – in a timely manner and with reliable information – within parameters that allow for the provision of stability diagnostics between the demand for human resources and the availability of personnel, respecting their requirements, characteristics and skills. Systematically monitoring the impacts caused by permanent situations such as employee layoffs, especially retirements, and greater demand from society for improvements or expansion of certain services (e.g. health, education, etc.). Once the sizing parameters have been defined, the system will indicate the possible need for adjustments to the career cadre. Likewise, these diagnostics are influenced by temporary situations such as vacations, leaves and other types of absences of public servants.
To achieve the main objective of the project, it is essential to ensure the continued application of the methodology, in order to direct efforts towards maintaining a human resources structure that meets the strategic objectives of the State, which are dynamic. At the same time, it is essential that the public administration takes ownership of the methodology and algorithms, as well as the data captured and the results of the project, generating continuous changes in work processes that will enable the optimization of human resources and public administration costs.
\n\nThus, the development of an information system, in the context of the project, is justified by the need for appropriation and continued application of the methodology/algorithms and dimensioning data, since the parameters and indicators defined by area of activity (e.g. service provision in the health and socio-educational areas), as well as other data related to the workforce of the agencies and entities (e.g. total number of positions by employment relationship, education, admissions, dismissals, absences, absenteeism), budgetary capacity, among other information, shall be updated systematically and routinely.
\n\nHowever, it is important to emphasize that the perfect adherence of the system to be developed, to the RH- Paraná/Meta4 System, used by the State for payroll and functional registration management, is a sine qua non, consisting of a mandatory requirement. In other words, the system to be contracted shall be independent and capable of interacting with the RH-Paraná/Meta4 System and, if necessary, others used by the State.
\n\nIn this context, the computational routines to be developed through an Information System shall be capable of storing and systematizing the collected data, representing the defined methodology through algorithms and providing the necessary results through queries, reports and panels, through a human interface with usability appropriate to the users of the Information System. The fundamental requirements, which may be complemented based on the definition of the proposed Methodology, are listed in ANNEX IV - List of Requirements for the DIMFT Information System.
\n5.5.1. Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems.
\nThe definition of the products to be developed meets the guidelines and technological compatibility of the State of Paraná, having been established in conjunction with the Companhia de Tecnologia da Informação e Comunicação do Paraná - Celepar, as detailed in ANNEX III, which includes, among others, the specification of the technological environment for the operation of the System and the definition of the criteria to be used for the full implementation of the products that make up this Phase.
5.5.1.1. System Project Plan
\nThe general Work Plan of the project shall be complemented and detailed with the spe-cific activities for the elaboration and implementation of the Information System.
\nThe approach to be used in the Information System project shall be compatible with the overall project approach, including the possibility of multiple iterations and an agile ap-proach. The activities listed in ANNEX III primarily aim to define a set of typical Soft-ware Engineering artifacts, without being limited to specific development models to be adopted. The approach strategy to be adopted for the project as a whole, and conse-quently for the software, shall define the development model to be used in the project, while taking into account the delivery of the products scheduled in the timeline de-scribed in item 6 – PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF THE PRODUCTS:
\n• System Project Plan
\n• Business Process Modeling
\n• Data Load Module
\n• Sizing Module
\n• Global Integration (final delivery)
\nThe System Project Plan shall be the first product of this phase to be delivered by the Contractor and shall be approved by the Project Executive Group and Celepar. The oth-er products define a perspective of executable product deliveries that support the activi-ties of Workforce Survey, Workforce Sizing, Workforce Adequacy, and Institutionaliza-tion of Workforce Planning.
\nThe detailed activities planned for the execution of the above products are provided in ANNEX III.
5.5.1.2. Business Process Modeling
\nFor the execution of this product, the necessary activities and tasks for the system de-sign shall be considered, including the mapping and modeling of processes inherent to the sizing methodology, which will later serve as the basis for the entire design and specification of the Information System.Activities related to the execution of the fol-lowing sub-products shall be developed:(i) Process Mapping Document relating to the methodology defined for Workforce Sizing;(ii) Consolidation Document of the Process-es of the Workforce Sizing System (DIMFT), which will be part of the software solution scope.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its item 2.2. Business Process Modeling.
\n5.5.1.3. Data Load Module
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the Workforce Survey activities, within their processes de-fined as part of the software solution scope, and which will also constitute the databases later used in the other activities provided in the methodology.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its items 2.2. CONCEPTION AND ELABORATION and 2.3. INTEGRATION AND QUALIFICATION.
\n5.5.1.4. Sizing Module
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the Workforce Sizing activities, within their processes de-fined as part of the software solution scope.The technical reference for executing the activities for product delivery can be obtained in ANNEX III, essentially in its items 2.2. CONCEPTION AND ELABORATION and 2.3. INTEGRATION AND QUALIFICATION.
\n5.5.1.5. Global Integration (final delivery)
\nThis product will be characterized by the operational delivery of the Information System functionalities that support the activities for the implementation of the Workforce Ad-justment Plan and the Institutionalization of Workforce Planning, according to the pro-cesses defined as part of the software solution scope. In addition to this specific deliv-ery, all other activities and deliveries scheduled for the completion of the Information System, as well as the services planned during the Assisted Operation and Technical Maintenance and Support periods, shall be included in this product delivery.The tech-nical reference for executing the activities for product delivery can be obtained in AN-NEX III, essentially in its items: 2.2. CONCEPTION AND DEVELOPMENT, 2.3. INTEGRATION AND QUALIFICATION, 2.4. TRANSITION, 2.5. SOURCE CODE, 2.6. DOCUMENTATION, 2.7. TECHNOLOGY TRANSFER, 2.8. IN-TEGRATED ENVIRONMENT ACCEPTANCE, 2.9. MAINTENANCE AND TECHNICAL SUPPORT, 2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION, and 2.11. PREPARATION OF DEVELOPMENT, AC-CEPTANCE, AND PRODUCTION ENVIRONMENTS.
\n6. PHYSICAL-FINANCIAL EXECUTION SCHEDULE OF PRODUCTS
\nThe following schedule may be adapted depending on the details of the Work Plan, respecting the maximum time foreseen, from the signing of the contract, for the completion of the work.
| \n\t\t\t MONTHS \n\t\t\t | \n\t\t||||||||||||||||||||||||
| \n\t\t\t PHASE/PRODUCT EXECUTION SCHEDULE \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t\t\n\t\t\t 11 \n\t\t\t | \n\t\t\t\n\t\t\t 12 \n\t\t\t | \n\t\t\t\n\t\t\t 13 \n\t\t\t | \n\t\t\t\n\t\t\t 14 \n\t\t\t | \n\t\t\t\n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t 16 \n\t\t\t | \n\t\t\t\n\t\t\t 17 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t 19 \n\t\t\t | \n\t\t\t\n\t\t\t 20 \n\t\t\t | \n\t\t\t\n\t\t\t 21 \n\t\t\t | \n\t\t\t\n\t\t\t TOTAL \n\t\t\t | \n\t\t||
| \n\t\t\t PHASE 1 \n\t\t\t | \n\t\t\t\n\t\t\t 5.1 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 1 – WORK PLAN \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t | \n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t PHASE 2 \n\t\t\t | \n\t\t\t\n\t\t\t 5.2 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 2 – CURRENT WORKFORCE SURVEY AND WORKFORCE SIZING \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.2.1 \n\t\t\t | \n\t\t\t\n\t\t\t Current Workforce Survey. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t|
| \n\t\t\t 5.2.1.1 \n\t\t\t | \n\t\t\tSurvey stage 1 - 50% of the Agencies - Annex I Report of Agencies/entities \n\t\t\tof Direct Administration and Autonomous Agencies. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.2.1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Survey stage 2 - 50% of the Agencies - Annex I Report of Agencies/entities | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Sizing \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 12% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 12% \n\t\t\t | \n\t\t|
| \n\t\t\t PHASE 3 \n\t\t\t | \n\t\t\t\n\t\t\t 5.3 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 3 – WORKFORCE ADEQUACY AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.3.1 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Adequacy Plan (Replacement, Expansion and Optimization) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.3.2 \n\t\t\t | \n\t\t\t\n\t\t\t Workforce Planning Institutionalization Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t | ||
| \n\t\t\t PHASE 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5.4 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 4 | \n\t\t||||||||||||||||||||||
| \n\t\t\t 5.4.1 \n\t\t\t | \n\t\t\t\n\t\t\t Project Communication Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.4.1.1 \n\t\t\t | \n\t\t\t\n\t\t\t Execution of the Project Communication Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 7% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.4.2 \n\t\t\t | \n\t\t\t\n\t\t\t Training \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 5.4.2.1 \n\t\t\t | \n\t\t\tCarrying out at least 07 (seven) workshops with a minimum workload \n\t\t\tof 08 (eight) hours. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 5.4. 2.2 \n\t\t\t | \n\t\t\t\n\t\t\t Carrying out training in each agency for the Survey stage (5.2.1). \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 5.4.2.3 \n\t\t\t | \n\t\t\tHolding of 01 (one) Seminar with a minimum workload of 04 (four) \n\t\t\thours and 02 (two) Workshops, with a minimum workload of 16 (sixteen) hours. | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t- | \n\t\t\t- | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 5.4.2.4 \n\t\t\t | \n\t\t\t\n\t\t\t Completion of 01 (one) training session on the operation, administration and | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t- | \n\t\t||
| \n\t\t\t PHASE 5 \n\t\t\t | \n\t\t\t\n\t\t\t 5.5 \n\t\t\t | \n\t\t\t\n\t\t\t PRODUCT 5 – FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMS APPLIED TO WORKFORCE SIZING – DEVELOPMENT OF INFORMATION SYSTEMS. \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t | \n\t\t\t 5.5.1 \n\t\t\t | \n\t\t\t\n\t\t\t Information Technology Systematics Applied to Workforce Sizing – Development of Information Systems. \n\t\t\t | \n\t\t||||||||||||||||||||||
| \n\t\t\t | \n\t\t\t 5.5.1.1 \n\t\t\t | \n\t\t\t\n\t\t\t System Project Plan \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 4% \n\t\t\t | \n\t\t
| \n\t\t\t 5.5.1.2 \n\t\t\t | \n\t\t\t\n\t\t\t Business Process Modeling \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 4% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t||
| \n\t\t\t 5.5.1.3 \n\t\t\t | \n\t\t\t\n\t\t\t Data Loading Module \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 6% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 6% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.5.1.4 \n\t\t\t | \n\t\t\t\n\t\t\t Sizing Module \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 8% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 8% \n\t\t\t | \n\t\t|
| \n\t\t\t 5.5.1.5 \n\t\t\t | \n\t\t\t\n\t\t\t Global Integration (final delivery) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t - \n\t\t\t | \n\t\t\t\n\t\t\t 18% \n\t\t\t | \n\t\t\t\n\t\t\t 18% \n\t\t\t | \n\t\t|
| \n\t\t\t PAYMENT (%) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 4% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 6% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 18% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 22% \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\t\t\t | \n\t\t\t\n\t\t\t 100% \n\t\t\t | \n\t\t
\n\n
7. FORM OF PRESENTATION AND DELIVERY OF PRODUCTS (Table 2)
\n\nThe Contractor shall present in the Work Plan the standard and model for structuring, referencing and organizing the project documents, which shall be analyzed and approved by the Client. This will be the standard to be followed when delivering related products (Project Documents and Project Reports).
\nAll documents generated (manuals, results reports, presentations of work meetings, meeting minutes, teaching and learning materials for training, etc.) shall be submitted in two printed copies (when applicable), in Brazilian Portuguese, and on a magnetic medium (HD or similar) appropriate to the volume of the submission. The digital format shall be 1 (one) copy in .pdf and 1 (one) copy in open format of the software used (Word, for example).
\nPrinted copies shall be bound and organized into volumes corresponding to each of the by-products and/or products described in this Term.
\nThe preliminary version of the documents shall be forwarded to the Executive Group 5 (five) business days in advance of the presentation, which will take place through a face-to-face meeting between the Contractor and the Client, with a minimum workload of 8 (eight) hours, for discussion and validation, with the Contractor being responsible for implementing the adjustments defined after assessment by the Client.
The Contractor shall deliver the final version of the deliverables (e.g. documents, files) within a maximum of 5 (five) business days after the face-to-face meeting.
\n\nThe form of presentation and acceptance of the products that make up Phase 5 shall comply with the description contained in subitem 3.2 of Annex III of this Term.
\n\n
\n8. AVAILABLE INPUTS
The Human Resources and Social Security Department of the Administration and Social Security Secretariat – DRH/SEAP, will provide a place for meetings, technical discussions and product presentations, as well as facilitating, within the scope of the State Administration, consultants' access to information relevant to their area of activity, scheduling meetings with interlocutors from the agencies involved and, when convenient, participating in them.
\nThe processes, documents, data and information available for the execution of the activities to be developed, such as: reports containing the number of employees per agencyt, career cadre, position and function, organizational charts, professional profiles, rules and regulations, human resources legislation and other normative acts, indicators extracted from the State database and other data to support demand projections, will also be made available to the consulting firm upon express request, at least 15 (fifteen) business days in advance. These inputs will be made available by the DRH/SEAP or by the human resources heads of the departments involved.
\nThose responsible for monitoring services will be available to align actions, methods and work techniques, adapting your demands to the products to be presented by the company.
9. EXECUTIVE GROUP RESPONSIBLE FOR MONITORING AND APPROVAL OF PRODUCTS
\n\nThe Executive Group will be formed by professionals from the Human Resources and Social Security Department of the State Secretariat for Administration and Social Security - DRH/SEAP, predominantly from the Human Resources Recruitment and Selection Division - DSRH, which is the unit responsible for centrally executing human resources management activities related to recruitment, selection, admission, assignment, and movement, as well as coordinating, guiding, and monitoring the sizing of the workforce. Employees from the advisory department and other DRH/SEAP units who have knowledge in the area of careers and remuneration may also join the Executive Group. Employees with experience in these activities will be designated to directly and continuously monitor the consultancy's work.
\nSpecifically, to execute Phase 5 (System/Solution Development), technicians to be appointed by the Paraná Information and Communication Technology Company – Celepar will be integrated into the Executive Group.
10. KEY TEAM
\nThe key team of the Consultancy, responsible for the overall management of the project, which shall ensure the integration and compliance of the products while actively partici-pating in all stages, from the Work Plan, product development, training, and presenta-tion of results and proposals to the Client, to the system implementation, shall be com-posed of the following professionals, with minimum education and experience require-ments as follows:
\n(01) Specialist Consultant, who will act as Coordinator, with experience in Process Im-provement, having at least ten (10) years of proven practical experience in project man-agement, strategic planning project development, human resources management, and workforce sizing for public institutions (Autarchies and State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy.
\n(03) Senior Consultants, with experience in Human Resources Administration or Peo-ple Management, having at least five (5) years of experience in Public Administra-tion/Management (Autarchies, State Secretariats, Foundations), complemented by expe-rience in Planning, Workforce Sizing and Management for public institutions (Autar-chies and State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy.
\n(01) Specialist Consultant with experience in Information Technology, Systems Analy-sis, or related areas, having at least five (5) years of experience in systems analysis and software development for Public Administration/Management (Autarchies, State Secre-tariats, Foundations). Participation in at least three projects involving the processing and analysis of large datasets, with desirable experience in projects related to public sector human resources management. Proficiency in data visualization and analysis platforms (e.g., Power BI, Tableau, Qlik Sense, or similar). Proven experience in creating analytical models and preparing technical reports to support strategic decision-making.
\nDegree and/or postgraduate studies in Information Technology, Systems Analysis, Computer Science, or related areas. In addition to the specified technical knowledge, this consultant shall have communication skills and experience in technically leading multidisciplinary teams, considering that they will be one of the professionals responsi-ble for delivering the product specified in item 5.4.2.4.
11. SUPPORT TEAM
\nAt the Contractor’s discretion, a support team may be constituted, composed of:
\na) Consultants with professional education and experience in Administration, People Management, or Public Management (Autarchies, State Secretariats, Foundations) to work on activities related to data collection, formulation of indicators and parameters, and support in product development;
\nb) Information Technology Consultants (Systems Analysis and Development), acting as Developers with experience in Information Technology, Systems Analysis, Computer Science, or related areas, related to software development with the characteristics of the intended software;
\nc) Senior Consultant acting as Project Manager, with experience in Strategic Planning, having at least five (5) years of experience in Public Administration/Management (Au-tarchies, State Secretariats, Foundations). Degree and/or postgraduate studies in areas of knowledge related to the theme and products of the consultancy. This consultant will perform project management functions, with experience in areas such as Project Man-agement, IT Management, or Innovation and Technology, leadership skills, administra-tion focused on team and process management, experience working on technology pro-jects, technical knowledge of tools and technologies used in projects (e.g., development platforms, servers, database systems, IT security), management of technology teams, knowledge of Development Methodologies in project management such as PMI and PMBOK, stakeholder management, and project management tools.
\n\n
[1] Reference month January 2025.
\n[2] Average monthly number of layoffs from Feb/2024 to Jan/2025: retirements, dismissals, deaths and dismissals, excluding those occurring at universities.
\n[3] Calculation basis 113,600 effective servers – Ref. Jan/2025.
\n[4] Decree No. 10,313/2022.
\n[5] Operation summer.
\n[6] Law No. 19,776/2018; Decree No. 9879/2021.
\n[7] The following are considered as the Level of Action of the Organizational Structure (Law No. 21,352/2023) of the Agencies/Entities: Senior Management, Advisory, Management, Instrumental, Programmatic Execution, Regional.
\n\n
ANNEX I - LIST OF AGENCIES/ENTITIES OF DIRECT ADMINISTRATION AND AUTONOMOUS AGENCIES OF THE STATE OF PARANÁ
\n\n| NAME OF THE AGENCY/ENTITY | \n\t\t\tACRONYM | \n\t\t
| AGÊNCIA DE ASSUNTOS METROPOLITANOS DO PARANÁ | \n\t\t\tAMEP | \n\t\t
| COLÉGIO ESTADUAL DO PARANÁ | \n\t\t\tCEP | \n\t\t
| CONTROLADORIA GERAL DO ESTADO | \n\t\t\tCGE | \n\t\t
| INSTITUTO PARANAENSE DE DESENVOLVIMENTO ECONÔMICO E SOCIAL | \n\t\t\tIPARDES | \n\t\t
| INSTITUTO PARANAENSE DE DESENVOLVIMENTO EDUCACIONAL | \n\t\t\tFUNDEPAR | \n\t\t
| SECRETARIA DE ESTADO DA ADMINISTRAÇÃO E DA PREVIDÊNCIA | \n\t\t\tSEAP | \n\t\t
| SECRETARIA DE ESTADO DA EDUCAÇÃO | \n\t\t\tSEED | \n\t\t
| SECRETARIA DE ESTADO DA JUSTIÇA E CIDADANIA | \n\t\t\tSEJU | \n\t\t
| SECRETARIA DE ESTADO DA SAÚDE | \n\t\t\tSESA | \n\t\t
| SECRETARIA DE ESTADO DO PLANEJAMENTO | \n\t\t\tSEPL | \n\t\t
| SECRETARIA DE ESTADO DO TURISMO | \n\t\t\tSETU | \n\t\t
Detailed information about the administrative structure of the State of Paraná can be accessed at: https://www.legislacao.pr.gov.br/legislacao/pesquisarAto.do?action=exibir&codAto=278128&indice=1&totalRegistros=1&dt=14.5.2023.18.6.24.361
\n\n\n\n
\n\n
ANNEX II - NUMBER OF POSITIONS/FUNCTIONS PER CAREER CADRE
\n\nTOTAL NUMBER OF POSITIONS AND FUNCTIONS, PROVIDED FOR IN LEGISLATION, BY CAREER/EMPLOYEE STRUCTURE – 2025 SUBJECT TO SIZING (EXCEPT THOSE EXTINCT OR EXTINCT WHEN BECOMING VACANCY)
\n\n| CAREER CADRE/CAREER | \n\t\t\tPOSITIONS | \n\t\t\tFUNCTIONS | \n\t\t
| Executive Branch's Own Career Cadre – QPPE | \n\t\t\t3 | \n\t\t\t44 | \n\t\t
| The State Health Department's own Career Cadre - QPSS | \n\t\t\t2 | \n\t\t\t37 | \n\t\t
| Higher Education Institutions' Own Career Cadre - IEES | \n\t\t\t2 | \n\t\t\t14 | \n\t\t
| Teaching Own Career Cadre - QPM | \n\t\t\t1 | \n\t\t\t2* | \n\t\t
Note: the number of positions and functions indicated refers to those provided for in legislation and with the possibility of entry. * The position of QPM Teacher does not include functions, however there are different responsibilities for teachers of the Matrix Curricular Components and for Pedagogues.
\n\nIEES - Higher Education Institutions' Own Career Cadres - University Hospitals will be included in the Hospitals' sizing, therefore the University Technical career shall be considered, only for functions compatible with the hospital area.
\n\nDetailed information about careers, functional career cadres, list of positions and functions by career/career cadres, salary tables and professional profile shall be accessed at: https://www.administracao.pr.gov.br/Recursos-Humanos
\n\n\n\n
\n\n
ANNEX III - GUIDELINES AND REQUIREMENTS SPECIFICATION FOR SOFTWARE DEVELOPMENT
\n(PHASE 5 –5.5)
In addition to the information described above and in order to clarify the main expectations and needs in relation to the aforementioned contracting, the following is a detailed breakdown of the specifications for Phase 5 - FORMULATION AND IMPLEMENTATION OF INFORMATION TECHNOLOGY SYSTEMATICS APPLIED TO WORKFORCE SIZING - DEVELOPMENT OF INFORMATION SYSTEM.
\nIt should be noted that the coordination of the product is under the responsibility of the State Secretariat for Administration and Social Security - SEAP, but with regard to technological aspects, the Companhia da Informação e Comunicação do Paraná - Celepar will also be responsible for accepting the product.
\nThe requirements set out in this document are not restrictive in nature, having only been carried out a preliminary survey of the needs and, for the effective implementation of the DIMFT System, the Contractor shall complement the survey and its modeling, mapping, descriptions and other pertinent documents and artifacts, in order to implement, through the Information System, the methodology established for the DIMFT.
\nThe Contractor shall implement a solution that fully meets the needs that gave rise to this acquisition, and any changes to be proposed shall be approved by SEAP and Celepar.
\n
\n1. SCOPE AND LIMITS OF THE PRODUCT
\n1.1. GENERAL DEFINITIONS ABOUT SYSTEM PROJECT
The scope of services of this Term of Reference for the elaboration of the Workforce Sizing System - DIMFT will involve, in general terms:
\n• The definition of the Information System design based on the proposed methodology and its planned activities;
\n• The Information System Project based on the established Conception, with the production of the artifacts defined in this document;
\n• The implementation of the Information System, in line with the approach established for the project as a whole;
\n• The transfer of the necessary knowledge for understanding and operating the system, as well as for the system’s transition to another institution, if required; The assisted operation of the System; and
\n• Maintenance and technical support.
The Project Plan for the development of the DIMFT System, as part of the overall Work Plan of the project, shall consider all the activities necessary for the planning, development, implementation and delivery of the DIMFT System in operation in the production environment of the Client and shall be presented by the Contractor with, at least, the following steps:
\n- Systems Analysis, considering business modeling and related products that shall be validated by the SEAP business team and Celepar;
\n- Software design, considering its architecture, interface and database;
\n- System coding and testing, with the presentation of preliminary software versions for validation by SEAP and Celepar, to mitigate any risk resulting from the development process being misaligned with the project objectives;
\n- Approval, with installation and configuration, by the Contractor of the system's operating environment accompanied by Celepar;
\n- Approval, by SEAP and Celepar, of the integrated operation of the system modules and with external systems;
\n- Loading of data required to start system operation;
\n- Assisted operation of the system in production, with monitoring by the Contractor together with SEAP and Celepar;
\n- Training to ensure technical capability and technology transfer of the new system; and
\n- Maintenance and technical support.
1.2. PHYSICAL VIEW OF THE SYSTEM
\nThe physical view of the DIMFT System architecture shall enable integration with existing systems and service infrastructure, with adequate use of the infrastructure in the environment to be indicated by SEAP.
\nThe physical architecture of the DIMFT System will be developed and presented in the System Project Plan, after defining the technology to be used, respecting the established software definitions.
\nTo implement the physical architecture, the Contractor shall carry out, together with SEAP and Celepar, an analysis of the existing infrastructure with the aim of:
\n- Obtain a detailed understanding of the software development architecture standards already existing at SEAP/Celepar regarding development standards, platform restrictions, and characteristics of the services to be integrated (components, webservices, database);
\n- Obtain a detailed understanding of SEAP/Celepar database architecture standards, considering the current database and legacy databases, in favor of the development of new DIMFT System databases.
\n- Use the physical infrastructure of Information and Communication Technology, which will be made available for the product, in order to develop the DIMFT System compatible with the SEAP/Celepar guidelines;
\n- Support mechanisms for load balancing and failure control through the use of server clusters;
\n- Have mechanisms to automatically detect and identify shutdowns or disconnections of integrated systems, generate logs, trigger alerts and send messages about the occurrence;
\n- Provide system access security and data integrity mechanisms that are compatible and integrated with the technological security infrastructure provided by SEAP;
\n- Provide data backup and recovery mechanisms compatible with the needs and characteristics of the system and integrated with the technological infrastructure provided by SEAP.
\n1.2.1 SEAP systems to be integrated
\nThe integrations indicated here may undergo changes and shall be reassessed and validated by the Client when developing the contracted solution.
\nThe main system used by SEAP and which will provide data and information to DIMFT is the Meta4 RH-Paraná System, which is a unified and proprietary Human Resources Management and Payroll system. SEAP manages this information, serving: Own Regime (rules defined by the State): effective employees of the Executive Branch, commissioned positions and Special Regime Contracts (CRES).
\nThrough Meta4, it is possible to manage human resources (through features) such as hiring, dismissal, promotions, in addition to maintaining the registration of organizations, bank accounts, positions, dependents, various historical data, reference value tables, import processes, etc. From the data resulting from HR management, it is possible to calculate the payroll according to the rules defined by SEAP.
\nIntegration with the Meta4 System or with other systems under the responsibility of SEAP and Public Administration agenciesof the government of the State of Paraná will be done through the use of APIs, with SEAP being responsible for developing the API for accessing the source data and the Contractor being responsible for developing the APIs necessary for data consumption by the DIMFT system.
\nAnother system in which there may be a need for integration, depending on the characteristics of the methodology to be applied, is SIAFIC - Integrated System for Planning, Execution and Fiscal Management, which operates financial, accounting and budgetary data from the Public Administration of the Government of the State of Paraná, and operates in the Celepar Data Center and was contracted with the company Logus Sistemas de Gestão Pública.
2. ACTIVITIES TO BE DEVELOPED
\n\nMacro activities to be developed within the scope of the project will be presented below, as well as the subproducts to be delivered.
\n\n2.1. SYSTEM PROJECT PLAN
\nThe System Project Plan shall describe in detail all service planning, methodology, stages and activities to be performed and respective responsibilities with their respective values, when relevant, meeting the objectives and technical specifications of this Term of Reference.
\nThe Contractor shall prepare the planning of the activities to be carried out in the development of this product, as a complementary part of the general Work Plan of the project, covering: (i) definition of the use of management tools; (ii) detailed schedule of the activities that will involve this product with their respective values; (iii) preparation of the responsibility matrix; (iv) definition of the structure of the documents to be prepared.
The System Project Plan shall contain, at a minimum, the following items, in a manner consistent with what was defined in the project's general Work Plan:
\n• Methodology for Executing Activities: technical description of the methodology to be applied in each process and production activities and the respective expected results;
\n• List and Description of Activities: Project Breakdown Structure (WBS);
\n• Physical and Financial Schedule for the Execution of Services: details of the physical and financial schedule with all activities to be developed and their respective costs and durations, compatible with the deadlines established by the Client, in a sequence that considers the precedence and dependency relationships between activities. The physical and financial schedule shall present the project milestones and define the dates and costs of the deliveries of intermediate and final products for each project activity;
\n• Technical Team and Organization Chart: the Contractor shall present the allocated technical team and the organization chart defined for the project, containing the Responsibility Matrix and the functions to be performed by each technical lead identifying the management and coordination levels of each project activity;
\n• Communication Plan: The Contractor, without prejudice to the provisions set forth in subitem 5.4.1, shall submit the Product Communication Plan containing descriptions of the types of relationships between the management, coordination and technical levels, and between those responsible for the product at the Contractor and the Client. It shall include the plan for monthly and extraordinary project monitoring meetings, and methods of recording the product (minutes, emails and other documents), constituting an integral part of the official product documentation and to be followed;
\n• Quality and Risk Plan: The Contractor shall submit the Quality and Risk Management Plan containing a detailed description, by project activities, of the quality assurance and compliance process to be applied to the project products based on the Technical Specifications of this Terms of Reference. The Quality and Risk Management Plan shall include the Risk Matrix, including planned, corrective and predictive actions.
\n2.2. DESIGN AND DEVELOPMENT
\nThe Design and Development activity of the solution shall consider the phases, activities and tasks necessary for the design, development and implementation of the Information System, in accordance with the best practices of Information Technology - IT, including considering agile methodologies for software and systems development that will be presented in the System Project Plan and in the detailed schedule.
\nThe Design and Development activity shall consider the entire system specified in this Terms of Reference and shall cover activities such as: Business Process Modeling within the scope of the specified system; Systems Analysis and Design within the scope of the DIMFT System; Software Analysis and Design within the scope of the DIMFT System and the respective developments and implementation. The integration, qualification and transition procedures for the implementation of the contracted system are described in the following items.
\nAs previously described, the operating mode and methodology for executing the project, involving the Design and Development of the system, as well as the tasks that will comprise this activity shall be detailed in the System Project Plan to be delivered by the Contractor.
\n2.2.1. Business Process Modeling
\nAt this stage, the following activities shall be carried out: (i) Planning and Strategy for modeling the Information System based on the design of the DIMFT Methodology to be adopted; (ii) Mapping and Modeling of Processes resulting from the Personnel Sizing Methodology.
\nThe by-products to be generated in this stage are: (i) Personnel Sizing Process Mapping Document; (ii) DIMFT System Process Consolidation Document that will be part of the scope of the software solution.
\n2.2.2. Systems Analysis and Design
\nIn this stage, the following activities should be carried out: (i) Description of the system's operating concepts; (ii) Specification of the system requirements, involving the identification and analysis of business processes proposed in the methodology; detailing of the logical and physical flows; (iii) Identification and description of the System's External Interfaces; (iv) System Design/Architecture involving the preparation of the system architecture project.
\nThe by-products to be generated in this stage are: (i) Description of Operating Concepts; (ii) Specification of System Requirements; (iii) Description of External System Interfaces; (iv) System Design/Architecture Document.
\n2.2.3. Software Analysis and Design
\nAt this stage of the product, at least the following activities shall be performed: (i) Specification of software requirements; (ii) Modeling and design of the database; (iii) WEB design of the interfaces, involving the specifications of the requirements of the software WEB interfaces; (iv) Software design, involving the preparation of the Software Design and the Specifications of the Internal Interfaces and integration with other systems; (v) Development of the DIMFT System Version. In a multiple iteration approach, it is expected that several cycles of versions of the DIMFT System and corresponding resulting processes will be generated.
\nThe by-products to be generated in this stage are: (i) Software Requirements Specification; (ii) System Software Design; (iii) Software Version Delivery.
2.3. INTEGRATION AND QUALIFICATION
\nIntegration and Qualification activities involve the execution, by the Contractor, of the services necessary to integrate the DIMFT System with other SEAP systems and include the definition, preparation and execution of procedures and tests.
\nThis activity will be supported by SEAP in order to guarantee the exchange of information with user agencies or information providers to the DIMFT System, to avoid delays in the development of the project due to the failure to provide the necessary data and information.
\nAfter the software development is completed, software verification and validation tests will be carried out, with the aim of ensuring that the integrated software meets the previously defined system requirements and the needs of SEAP.
\nThe testing procedures defined in the System Test Plan shall be executed, using the Contractor's approval environment (Development Environment) and, subsequently, final acceptance tests of the software shall be carried out in the approval environment and final implementation in the production environment defined by SEAP.
\nThe following activities shall be carried out (for all modules that make up the System): (i) Preparation and provision of test plans for each module, involving unit, information security, usability, performance and integration tests; (ii) Preparation of test procedures; (iii) Execution of test procedures; (iv) Execution of the following tests: information security, contingency and backup and restore of the environment.
2.3.1. Preparation of the System Test Plan
\nSystem testing aims to verify the correct functioning of the system in relation to its functional and non-functional requirements. Before executing the tests, a Test Plan shall be prepared to guide the execution of the tests, meeting all the functionalities of the developed software and its integrations.
\nThe Test Plan shall include descriptions of the tests to be performed, the traceability of the test cases with the system requirements, with the software requirements and respective use cases.
\nThe Test Plan shall describe and establish the test environments, that is, preparation for carrying out the tests considering hardware, software, database, initial data load and information from the Contractor's development environments, as well as SEAP approval and production environments.
\nThe by-product to be generated at this stage for each of the modules that make up the DIMFT System is the document: (i) System Test Plan.
2.3.2. Testing Procedures
\nThis product activity refers to the preparation of the set of test procedures for each module of the DIMFT System. The inspection script and test procedures to be performed on the developed modules shall be presented.
\nThe by-product to be generated at this stage for each of the modules that make up the System is the document: (i) System Testing Procedure.
2.3.3. Acceptance Tests – Approval Environment
\nAcceptance tests shall be carried out in the approval environment of all modules of the DIMFT System, which will aim to evaluate the results of the modules developed and the way in which the tests are conducted.
\nThe by-product to be generated in this stage for each of the modules that make up the System is the document: (i) Report on the Results of Acceptance Tests in the System approval Environment.
2.3.4. Acceptance Testing – Production Environment
\nAcceptance tests shall be carried out in the SEAP production environment, after completion of the approval tests.
\nPreparation for production deployment should cover: (i) Specific requirements related to and the desired infrastructure during the deployment process, considering gradual deployment; (ii) Provision of configuration files necessary for the correct functioning of the systems; (iii) Technical documentation of the necessary environment, considering the configurations planned for gradual deployment of the system; (iv) Ways of monitoring performance of the production environment.
\nThe by-product to be generated in this stage for each of the modules that make up the DIMFT System is the document: Report on the Results of Acceptance Tests in the System's Production Environment, which shall be delivered with the Information System Software Version.
2.4. TRANSITION
\nThe Product Transition activity refers to the set of services to be performed for the DIMFT System modules, relating to Assisted Operation and Technical Support, Training and Data Migration, as well as the preparation of system Documentation.
\nIt is emphasized that the definitions and detailed description of the activities related to the Training are provided in Phase 4 – Capacity Building.
2.4.1. Assisted Operation
\nThe Contractor shall perform the Assisted Operation for users of the DIMFT System, which shall last 60 (sixty) business days after the approval and implementation of the Information System. This stage shall be carried out at the end of the development of each module and may occur in different periods for each module.
\nAssisted operation refers to the support services to be performed in the DIMFT System by the Contractor, during the period specified above, to technically support users on the use of the system and correct any failures in the functionalities of the modules implemented in order to guarantee the system and include: (i) Clarifying user doubts related to the use of the system functionalities; (ii) Detecting and recording actual or potential nonconformities in the technological solution; (iii) Performing analyses on the need for system maintenance; (iv) Detecting and guiding the correction of programs, products and functionalities of the system or of the methodology implemented by the system; (v) Performing periodic monitoring of users with the objective of detecting any inappropriate use of the system, helping to prevent future problems and identifying other needs, such as corrections and new training for users; (vi) Performing other related activities to support users.
\nThe objective of these services is to provide greater productivity to users regarding the use of the solution's resources, as well as to maintain effective control of the problems presented, aiming at the perfect functioning, use, security and integrity of the solution.
\nServices shall be performed during business hours (from 9:00 a.m. to 6:00 p.m., Monday to Friday) using teleconferencing tools, when applicable. When in person, at the SEAP headquarters, or at the agencies that are part of the work.
\nTo carry out this activity, SEAP will provide professionals from its staff to monitor, record occurrences and accept the services and technical solutions proposed, as well as the infrastructure necessary for the development of this activity, including telephone, furniture and Internet access.
\nThe by-products to be generated in this stage are: (i) Assisted Operation Plan; (ii) Report on results of the assisted operation.
\n2.4.2. Data Integration
\nSEAP has systems, databases and spreadsheets with registered information. In this sense, the Contractor shall analyze the data and information to prepare the Integration Plan of the existing data for the system platform, according to the data structure and the data model applied in the DIMFT System. All data existing in the various institutions shall be considered, and the Contractor is responsible for collecting the data for analysis in the various locations, and SEAP and other State Public Administration agencies are responsible for providing the data.
\nIntegrations with other Information Systems, within the scope of State Public Administration institutions and which are of a continuous nature, should be carried out, preferably, through the use of APIs, with SEAP being responsible for authorizing the use of APIs to access the systems to be integrated and the Contractor being responsible for developing the APIs that are part of the DIMFT system.
\nSingle or sporadic data uploads may be made by generating files, under the responsibility of SEAP, when the data are part of the institutions of the State Public Administration, and under the guidance of the Contractor. If the methodology to be applied depends on access to data available in public databases external to the Public Administration of the State of Paraná, it will be the responsibility of the Contractor to identify and capture the data in their respective sources.
\nIn situations that require data cleansing to make the data from their sources compatible with the information system, the Contractor will be responsible for carrying out this work, with support from SEAP to clarify the contents of the source data.
\nThe Contractor will be responsible for operationalizing the Integration Plan and will present a by-product to be generated at this stage: (i) Integration Plan.
\n2.5. SOURCE CODE
\nThe Contractor shall provide the source codes developed to support the solution, the data model, the development component packages together with their APIs (Application Program Interface) and third-party tools required to structure the solution's development and operation environment. These artifacts shall be delivered every month, according to the execution schedule and, at the end of the contract term, in the updated version. The tools to be proposed should preferably be those in use at Celepar 's Data Center. If a tool is proposed that does not fit this situation, its use shall be previously approved by the Client The Contractor shall provide the software components complementary to the developed software (e.g., Artificial Intelligence, data analysis or Business Intelligence tools). For dimensioning purposes, up to 32 nominated users who may use these tools shall be considered. Any software licenses complementary to the developed products shall be valid and updated at least until the termination of the contract.
\n2.6. DOCUMENTATION
\nThe Contractor shall document all meetings held on the product through meeting minutes, containing the information exchanged and the decisions taken and the actions to be carried out by the parties, in accordance with the Communication Plan contained in the Work Plan. Any meetings held by teleconference shall, whenever requested, be recorded and kept in the documentation collection.
\nIn addition to the record of meetings and management actions of the product, the Contractor shall provide the Project Documentation, in all its phases, stages and the System Documentation, in accordance with best practices and standards, including the Data Dictionary with all due descriptions, System Operation Manual, User Operation Manual and System Installation Manual.
\nThe manuals shall be prepared incorporating all the system's functionalities, adopting clear and objective writing, at the same time simple and easy to understand, avoiding, whenever possible, especially in the User Operation manual, complex technical terms.
\nThe Contractor shall define and document the technical characteristics of the environment, covering the description of all the infrastructure necessary for the operation of the DIMFT System, comprising the server environment and the user workstations, including: (i) Technical characteristics of the environment - description of all the infrastructure necessary for the operation of the process, comprising the server environment and the user workstations; (ii) Storage, backup and recovery policies; and (iii) Description of the operational environment - hardware and software that make the operation of the system possible.
\nThe by-products to be generated in this stage for each of the modules that make up the DIMFT System are: (i) Data Dictionary;(ii) System Operation Manual;(iii) User Operation Manual;(iv) System Installation Manual.
\n2.7. TRANSFER OF TECHNOLOGY
\nThe technology transfer aims to promote the transfer of knowledge acquired and developed during the project and includes the results of the services and developments carried out in the preparation of the system during the period of its execution, to the technical team indicated by the Client, which will include Celepar technicians.
\nThe Contractor shall, during the execution of the project, provide the Client with: (i) Supply of all technical documentation of the systems with all their components, as well as additional information produced for use by the Client in the interest of the product; (ii) Support of the implementation of the DIMFT System product, by process managers and technicians indicated by the Client; (iii) Monitoring and support in the installation and maintenance of the products with the Client's technology team; (iv) Delivery of all documentation of the artifacts generated for the DIMFT System; (v) Inclusion of practical development activities (workshop and simulation) in the scheduled courses, to internalize the theoretical knowledge obtained.
2.8. APPROVAL OF THE INTEGRATED ENVIRONMENT
\nAs established as a system requirement, there is a need to integrate the DIMFT System with systems and data from various institutions within the state.
\nIntegration with the RH-Parana/Meta4 System is one of the main ones and, in addition to sharing data on public servants, positions and salaries, involves the integration of the workflow of processes.
\nAfter implementing all modules of the DIMFT System, the Contractor shall have all planned integration functionalities approved, proving the integration between the developed modules and those existing systems for which integration is planned.
\nTo do this, the Conctractor team, shall be coordinated and work together with the team defined by the Client and and by Celepar to identify and correct possible failures in order to ensure that all integrations work as planned in the DIMFT System production environment.
\nA technician from the Client will monitor the approval process for the integrated environment.
\n2.9. MAINTENANCE AND TECHNICAL SUPPORT
\nThe Contractor shall prepare a Maintenance and Technical Support Plan with the procedures to be adopted for the continuity of the DIMFT in the production environment. This Maintenance and Technical Support Plan shall be executed in the event of failures or defects in the DIMFT software, upon request by the Client.
\nDuring the maintenance period, the Contractor shall respond to calls received from the Client to resolve potential problems related to maintaining the correct functioning of the DIMFT System. The specific Maintenance and Technical Support service shall focus on corrective maintenance. On the other hand, if evolutionary maintenance that is relevant to DIMFT is identified, this will be handled through requirements and change management.
\nThe requested technical support service may be provided locally or remotely. Remote service may be provided by email or through the 0800-call center provided by the Contractor. Cases that require local service and that require time for the technician to be mobilized to the Contractor's facilities shall be handled and agreed upon between the Client and the Contractor.
\nThis communication channel shall allow, at a minimum, the recording of the following information:
\na) Opening hours;
\nb) Degree of severity and description of the occurrence;
\nc) Time of first return by the Contractor;
\nd) Start time of the contractor's work for the technical solution;
\ne) Communication, by the Contractor, of the completion of work to resolve the situation;
\nf) Client’s assessment of the completion of the technical solution;
\ng) For the purposes of controlling service deadlines, the technical call will be considered resolved/completed at the time the Contractor communicates the completion of the work, provided that the Client's assessment is positive, even if it occurs later.
\nThe degree of severity will determine the priority of service according to the impact resulting from the incident as recorded in the following table which represents the established Service Level Agreement (SLA).
\nThe verification of indicators and the assessment of compliance with established goals will be carried out through the receipt of monthly reports, generated through a computerized system connected to the service platform made available by the Contractor.
\n\n
Incident Handling Table
\n\n| \n\t\t\t Severity \n\t\t\t | \n\t\t\t\n\t\t\t Impact \n\t\t\t | \n\t\t\t\n\t\t\t TR - Response Time \n\t\t\t | \n\t\t\t\n\t\t\t TS - Solution Time \n\t\t\t | \n\t\t\t\n\t\t\t Treatment Regimen \n\t\t\t | \n\t\t
| \n\t\t\t High \n\t\t\t | \n\t\t\t\n\t\t\t Total Unavailability: operational incident that causes the total interruption of the service for users \n\t\t\t | \n\t\t\t\n\t\t\t 4 hours \n\t\t\t | \n\t\t\t\n\t\t\t 8 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
| \n\t\t\t Average \n\t\t\t | \n\t\t\t\n\t\t\t Partial Unavailability: operational incident that causes the interruption of one or more functionalities for service users \n\t\t\t | \n\t\t\t\n\t\t\t 6 hours \n\t\t\t | \n\t\t\t\n\t\t\t 12 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
| \n\t\t\t Low \n\t\t\t | \n\t\t\t\n\t\t\t Slowness, reduced performance or operational incident that impacts a functionality of the solution \n\t\t\t | \n\t\t\t\n\t\t\t 8 hours \n\t\t\t | \n\t\t\t\n\t\t\t 40 hours \n\t\t\t | \n\t\t\t\n\t\t\t Commercial \n\t\t\t | \n\t\t
Upon justification and provided that it is accepted by SEAP, the established deadlines may be extended or temporary workaround solutions may be adopted.
\nThe Contractor's actions in the event of incidents and requests recorded by the Client will comply with service levels in accordance with the impact resulting from the severity of the incidents and in accordance with the established service provision schedules.
\nThe service deadline for incidents and requests will start from the registration of the request, within the Treatment Regime hours, or from the first hour of the next service cycle to be initiated.
\nFor the purpose of initiating technical action activities on the incident, the record in the incident management tool will be considered, which will also be used to note the resumption of normal services or additional actions that may be necessary to resolve any problem that caused the incident.
\nIf the incident originates from software and hardware components that depend on third-party interventions, this information shall be recorded, as well as the steps being taken and the prospect of normalization.
\nWhile the incident call or request is under the responsibility of the Client, the counting of the time of action will be paused, resuming when it is under the responsibility of the Contractor.
\nThe incident will be considered closed, for ANS accounting purposes, when service availability is reestablished under the terms defined for Severity Levels and ANS, regardless of the recording of the action and closing of the respective call.
\nWhen opening multiple incidents related to the same source, they will be referenced by the first one.
\n2.10. SYSTEM OPERATION INFRASTRUCTURE SPECIFICATION
\nThe DIMFT System shall be a system entirely built to be accessed via a WEB platform, and may be accessed from the Internet, via the State's corporate network or externally. The provision of a suitable network link for access to the system and for the system to be used via an Internet browser shall be the responsibility of the Client.
\nThe Client will be responsible for the fundamental items for the system to function in a WEB environment, namely: Internet link on the corporate network; Secure environment; Corporate network infrastructure; Hosting of processing units (physical and logical), managed by operating systems, as well as the installation of a set of other applications, routines or systems (software) that will perform specific activities, installed and configured in a personalized manner and other infrastructure items necessary for the operation of the development, approval and production environments, according to standards defined for the system hosting environment in the Celepar Data Center.
\nAll hardware, software and network infrastructure described above as fundamental items for the implementation of the DIMFT System will be the responsibility of the Client, and the Contractor may only support its dimensioning. The Contractor undertakes to provide additional software licenses to the environment defined in the Celepar Data Center and which are necessary for structuring the development and operation environment the DIMFT system.
\nAs previously mentioned, the systems will be installed in Celepar's Data Center, in the environment that serves SEAP. The available infrastructure consists of high-performance servers with large storage capacity, which are hosted in Celepar's Data Center that serves the Government of the State of Paraná.
\nCelepar's current production environment is described in Item 5 of ANNEX III of this document.
2.11. PREPARATION OF DEVELOPMENT, APPROVAL AND PRODUCTION ENVIRONMENTS
\nThe Contractor will be responsible for the installation, documentation and configuration of the DIMFT System in the development environments and in the approval and production environments to be made available by the Client, in order to allow its perfect functioning and compliance with the specified technical requirements.
\nThe DIMFT System will be developed in the Contractor's development environment, which shall provide, at its own expense, all hardware and software infrastructure, as well as the physical resources necessary to provide the contracted services.
\nThe Contractor shall install and configure the approval and production environments indicated by the Client.
\nThe infrastructure of the approval environment shall be adequate to meet the needs of the approval process, and may adopt hardware with a lower capacity than that provided for the production environment, but including the same configurations as the production environment.
\nRequirements for deployment into production shall include a final code audit to verify the use of good programming practices and system security verification tests, including intrusion tests.
\nThe services described above shall be performed by the Contractor's technicians, accompanied by technicians appointed by the Client, and at the end of this process, the systems shall be implemented and in operation, configured, stable and operational, duly approved by Celepar.
\nThe Contractor shall observe the security standards, norms and rules in use in the Client´s technological environments.
\nAny need for adjustments or changes arising from specific characteristics and requirements shall be discussed in advance with the Client's technicians.
\nThe Contractor shall submit the complete technological solution to be approved by the Client with support from Celepar.
3. PRODUCTS, EXPECTED RESULTS, FORM OF PRESENTATION AND ACCEPTANCE OF SERVICES
\n3.1. PRODUCTS AND BY-PRODUCTS TO BE SUPPLIED
\nThe products and by-products to be provided under this Term of Reference are the software engineering artifacts required for system operation and future transition, resulting from the project's macro activities, as well as monitoring reports on project management activities, assisted operation and technical support.
\nThe products related to the activities that make up each macroactivity, intermediate products to the deliveries defined in the table below, shall be detailed in the System Project Plan, as well as the distribution of these deliveries in the months of the project, in accordance with the Physical and Financial Schedule of Activities presented in the System Project Plan.
\nThe following table shows the deliveries expected throughout the project, defining the products/by-products. For the disbursement to be made, all subproducts related to the delivery shall be approved by the Client through the acceptance term.
Products, subproducts/activities distributed throughout the information system project
\n\n| PRODUCT NAME BY-PRODUCT/ACTIVITIES | \n\t\t
| System Project Plan | \n\t\t
| Personnel Sizing Process Mapping Document; | \n\t\t
| DIMFT System Process Consolidation Document that will be part of the scope of the software solution | \n\t\t
| Description of System Operation Concepts | \n\t\t
| System Requirements Specification | \n\t\t
| Description of the System's External Interfaces | \n\t\t
| System Design/Architecture Document | \n\t\t
| Software Requirements Specification | \n\t\t
| System Software Design | \n\t\t
| Software Version Delivery | \n\t\t
| System Test Plan | \n\t\t
| System Testing Procedure | \n\t\t
| Report on the Results of Acceptance Tests in the System Approval Environment | \n\t\t
| Report on the Results of Acceptance Tests in the System Production Environment that shall be delivered with the Information System Software Version | \n\t\t
| Assisted Operation Plan | \n\t\t
| Assisted Operation Results Report | \n\t\t
| Integration Plan | \n\t\t
| Source code, data model, APIs and third-party tools | \n\t\t
| Data dictionary | \n\t\t
| System Operation Manual | \n\t\t
| User Operation Manual | \n\t\t
| System Installation Manual | \n\t\t
| Provision of all technical documentation of the systems with all their components, as well as additional information produced for use by the Client in the interest of the product | \n\t\t
| Monitoring of the implementation of the DIMFT System product, by process managers and technicians indicated by the Client. | \n\t\t
| Monitoring and support in the installation and maintenance of products together with the Client's technology team | \n\t\t
| Delivery of all documentation of the artifacts generated for the DIMFT System | \n\t\t
| Inclusion of practical development activities (workshop and simulation) in the scheduled courses, to internalize the theoretical knowledge obtained | \n\t\t
| Integration functions tested and working | \n\t\t
| Technical support services, in accordance with the established service level | \n\t\t
| System Operation Infrastructure Specified in accordance with the standards adopted in the Data Center defined by the Client | \n\t\t
| Ready-to-use Development, Homologation and Production Environments | \n\t\t
The schedule presented, as well as the description of the by-products/activities, is a forecast for analysis by the Contractor, who may present changes in its proposal for evaluation by SEAP and Celepar.
\n\n
\n3.2. FORM OF PRESENTATION AND ACCEPTANCE OF PRODUCTS
\nAll products resulting from activities that are part of the scope of Phase 5 of this Term of Reference shall be presented in digital format and, in specific cases, in accordance with the following compliance:
\n• 01 (one) digital copy of the DIMFT System software, in version 1.0 approved by the Client. For each new version produced, the Contractor shall deliver a new copy after approval, until the final version of the implemented software is delivered;
\n• Operation Manual in digital media;
\n• System Manual and System Installation Manual in digital format;
\n• Project reports, in digital format, generated monthly, with the appropriate document identification and numbering, according to the standard proposed by the Contractor;
\n• Final product report, in digital format, including all product documents, in an orderly, referenced and organized manner, according to the standard proposed by the Contractor.
The Contractor shall present, in the System Project Plan, the standard and model for structuring, referencing and organizing the product documents, which shall be analyzed and approved by the Client. This will be the standard to be followed when delivering related products (Product Documents and Product Reports).
\nAll generated artifacts, reports and documents cited shall be delivered in digital format, with the digital format being 1 (one) copy in .pdf and 1 (one) copy in editable format (word, for example).
\nSEAP will issue a Provisional Receipt Term for each stage delivered by the Contractor.
\nSEAP together with Celepar will have a maximum period of 15 (fifteen) business days, respecting the minimum period of 5 (five) business days, to assess whether the products delivered are in accordance with the specifications of this Term of Reference, with the aim of APPROVING (ACCEPT) or REJECTING the products delivered. This period shall be considered in the Project Plan. Failure by SEAP to respond within these periods will imply tacit acceptance of the delivered artifacts.
\nIf the products of a delivery are REJECTED, the Contractor shall, after notification from SEAP, make the necessary and requested adjustments, based on the technical specifications of the products, contained in this Term of Reference, within 10 days, counted from the date of receipt of the formalization of the rejection issued by the Client.
\nThe Final Receipt and Approval of Products Term, through the product acceptance term, relating to each delivery will be issued after compliance assessment and confirmation that the artifacts comply with the technical specifications established in this Term of Reference and in the System Project Plan.
\nThe Rejection Term will be issued when there are technical errors or improprieties or failure to meet technical specifications that are characterized as impediments to receiving the artifacts, quality defects or failure to observe the standards and best practices for project development.
\nAPPROVAL or ACCEPTANCE of products by SEAP and Celepar, where applicable, does not exempt the CONTRACTOR from responsibility for correcting errors identified within the warranty period defined for the project.
\n3.3. PLACE OF SERVICE PERFORMANCE
\nThe services shall be performed at the Contractor's facilities, which shall provide, at its own expense, all hardware and software infrastructure as well as the physical resources necessary to perform the contracted services.
\nInteractions with SEAP professionals, necessary for the execution of services, will take place in Curitiba - PR, and the Contractor will be responsible for the displacement of professionals involved in the provision of services when necessary. Meetings may be held remotely, via teleconference, when possible and authorized by the Client.
\nThe Contractor shall necessarily connect to the Celepar network, duly authorized by SEAP, to use the Celepar technological infrastructure environment, mainly for configuration and technical support activities related to the approval and operation services of the Information System in the Celepar Data Center environment. To this end, all security and access standards for systems and environments defined by Celepar shall be followed.
\nThe technological infrastructure required to provide the contracted service, including: hardware, software and physical and logical connections of the CONTRACTOR's development environment, shall be in operation within a maximum period of 60 (sixty) days from the signing of the contract, at which time it may be subject to inspection by Celepar/SEAP.
4. TECHNOLOGICAL PARTNER
\nCelepar is the company responsible for maintaining the Information and Communication Technology (ICT) infrastructure in the State of Paraná and providing related services. It is responsible for defining the software platforms adopted by the State of Paraná, as well as maintaining the physical network, providing corporate systems and network security.
\nSEAP does not have a physical structure or ICT technical team to maintain systems and data centers, and hosts its systems on servers at Celepar, through contracts with the company.
\nThe DIMFT System will be installed in a production environment at Celepar's data center and shall follow platform definitions and restrictions, in addition to security protocols.
\nAfter the end of the development and technical support contract, SEAP will define the institution that will be responsible for the development of the systems. To this end, one or more technicians will be designated to monitor all phases of the project, including training and technology transfer.
\nFurthermore, a large part of the State's legacy systems and corporate systems, which shall be considered in the integration with the new systems, are also under the responsibility of Celepar or in operation in the company's Data Center.
\nTherefore, all information contained in this Term of Reference related to the Client with regard to technological aspects will include its partner Celepar – Companhia de Tecnologia da Informação e Comunicação do Paraná, located at Rua Mateus Leme, 1561 – Centro Cívico – CEP 80.530-010 – Curitiba/PR.
5. CELEPAR PRODUCTION ENVIRONMENT
\n\n| \n\t\t\t Database \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t PostgreSQL \n\t\t\t | \n\t\t\t\n\t\t\t 10.1 \n\t\t\t | \n\t\t
| \n\t\t\t Oracle \n\t\t\t | \n\t\t\t\n\t\t\t 11G R2 and 12C (check license availability) \n\t\t\t | \n\t\t
| \n\t\t\t Platforms for Development \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Java Web \n\t\t\t | \n\t\t\t\n\t\t\t 1.7 or higher \n\t\t\t | \n\t\t
| \n\t\t\t Light PHP \n\t\t\t | \n\t\t\t\n\t\t\t 5.5.11 or higher \n\t\t\t | \n\t\t
| \n\t\t\t Application Servers \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t JBoss \n\t\t\t | \n\t\t\t\n\t\t\t WildFly 10.x (for new applications) \n\t\t\t | \n\t\t
| \n\t\t\t Apache \n\t\t\t | \n\t\t\t\n\t\t\t No version restriction - latest available on the operating system \n\t\t\t | \n\t\t
| \n\t\t\t Version Control Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t CVS or SVN \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Application Publishing Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Shipyard \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Jenkins \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Systems for Library Managers \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Composer \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Maven \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Security Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t IDDigital \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Security Center \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t Server Operating Systems \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t Linux \n\t\t\t | \n\t\t\t\n\t\t\t SLES 12 sp1 or sp3 (constantly evolving) \n\n\t\t\tCentOS and Debian distributions \n\t\t\t | \n\t\t
| \n\t\t\t Windows \n\t\t\t | \n\t\t\t\n\t\t\t 2012 R2 (we have already developed the 2016 template, and this should be adopted in the next servers) \n\n\t\t\tLegacy - numerous versions (2000, 2003, 2008, 2008R2, etc...) \n\t\t\t | \n\t\t
| \n\t\t\t Systems for Virtualization \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t VMware \n\t\t\t | \n\t\t\t\n\t\t\t vSphere 6 \n\t\t\t | \n\t\t
| \n\t\t\t Authoritative Bases \n\t\t\t | \n\t\t|
| \n\t\t\t Software \n\t\t\t | \n\t\t\t\n\t\t\t Version \n\t\t\t | \n\t\t
| \n\t\t\t OpenLDAP (Expresso) \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t AD – Active Directory \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
| \n\t\t\t IDDigital \n\t\t\t | \n\t\t\t\n\t\t\t Use the version available in the Celepar corporate environment \n\t\t\t | \n\t\t
\n\n
ANNEX IV
\nList of Requirements for the DIMFT Information System
| ITEM | \n\t\t\t\n\t\t\t DESCRIPTION \n\t\t\t | \n\t\t
| 1. | \n\t\t\t\n\t\t\t NON-FUNCTIONAL REQUIREMENTS \n\t\t\t | \n\t\t
| \n\t\t\t 1.1. \n\t\t\t | \n\t\t\t\n\t\t\t The authentication of system users shall be done in an integrated manner with the Security Center used in the corporate environment of the State of Paraná. \n\t\t\t | \n\t\t
| 1.2. | \n\t\t\t\n\t\t\t The system's parameterization in its various modalities, such as report formatting, use of parameters for indicators (for example, open or closed regime, function), restrictions, establishment of calculation formulas or other situations that require adaptations for use of the proposed methodology shall be designed for creation and updating by system users, without the need for changes to the program code. \n\t\t\t | \n\t\t
| 1.3. | \n\t\t\t\n\t\t\t The system shall allow the creation of access profiles to its functionalities, with administration directly by its users. \n\t\t\t | \n\t\t
| 1.4. | \n\t\t\t\n\t\t\t Considering the diversity of users of the system, with different functions, its usability shall include accessibility aspects and the interface shall be compatible with the operations to be performed, according to the user profiles, being totally intuitive for operational activities and with information and guidance provided directly by the system for more complex functions that require user expertise, such as system parameterization, sizing calculations and information analysis. \n\t\t\t | \n\t\t
| 1.5. | \n\t\t\t\n\t\t\t Access to the DIMFT System functionalities will be provided, at least, through the following WEB browsers: Microsoft Edge, Firefox, Safari and Chrome, in their most recent versions, in an infrastructure and operating software that will be provided by SEAP, as stated in item 2.10 (System Operating Infrastructure Specification). \n\t\t\t | \n\t\t
| 1.6. | \n\t\t\t\n\t\t\t Integrations with other Information Systems, within the scope of State Public Administration institutions and which are of a continuous nature, should be carried out, preferably, through the use of APIs, with SEAP being responsible for authorizing the use of APIs to access the systems to be integrated and the Contractor being responsible for developing the APIs that are part of the DIMFT system. \n\t\t\t | \n\t\t
| 1.7. | \n\t\t\t\n\t\t\t The DIMFT System shall include the creation of APIs that allow the exposure of data generated by the system to be accessed by other systems of interest to the State Public Administration. In specific situations, the system data may also be exported in file exchange formats. \n\t\t\t | \n\t\t
| 1.8. | \n\t\t\t\n\t\t\t The DIMFT System shall be developed within the scope of this Term of Reference using a development platform in accordance with environments approved for the Celepar Data Center, as stated in item 2.10 (System Operation Infrastructure Specification). \n\t\t\t | \n\t\t
| 1.9. | \n\t\t\t\n\t\t\t The Database Management System to be used in the system shall be PostgreSQL, unless another proposal is approved by the Client, provided that the state's interest is proven. \n\t\t\t | \n\t\t
| 1.10. | \n\t\t\t\n\t\t\t The System should consider the adoption of specialized tools that can be integrated with the core to be developed, in order to enable data analysis, scenario generation, report and dashboard generation, application of Artificial Intelligence and other facilities compatible with the functional requirements employed. The tools to be proposed should preferably be those in use at Celepar's Data Center. If a tool is proposed that does not fit this situation, its use shall be previously approved by the Client. In the case of proposing these specialized tools, the established licensing rules shall be complied with. \n\t\t\t | \n\t\t
| 2. | \n\t\t\t\n\t\t\t GENERAL REQUIREMENTS \n\t\t\t | \n\t\t
| 2.1. | \n\t\t\t\n\t\t\t The products to be developed within the scope of the project shall cover all the Agencies/Entities covered (Annex I), careers/career cadres with respective positions/functions, which have not been declared extinct upon becoming vacant (Annex II). It should be noted that possible changes in the organizational structure and/or careers/career cadres due to new state management guidelines implemented after the publication of this Term shall be considered and incorporated. Consider the updated version of Annexes I and II at the time of the contract. (Item 4) \n\t\t\t | \n\t\t
| 2.2. | \n\t\t\t\n\t\t\t The System shall be capable of including a methodological proposal, including data collection and parameter definition, which includes the establishment of stratified and statistically representative samples in each area, agency or career cadre, provided that there is a high degree of standardization of processes. (Item 4.2.4) \n\t\t\t | \n\t\t
| 2.3. | \n\t\t\t\n\t\t\t The system shall be capable of maintaining versions produced in the functional dimensions performed, including the data used for dimensioning, enabling comparison of the results obtained in each of the versions. \n\t\t\t | \n\t\t
| 3. | \n\t\t\t\n\t\t\t CURRENT SITUATION SURVEY (5.2.1) \n\n\t\t\tThe System shall provide functionalities for data capture through integration with other systems, manual input, and asynchronous data loading to store the information resulting from the current situation survey, in accordance with Annexes I and II. It shall also be capable of including other institutions and career paths, and shall address the following aspects — or others, should there be changes in the proposed reference model: \n\t\t\t | \n\t\t
| 3.1. | \n\t\t\t\n\t\t\t Survey and analysis of the current workforce in agencies/entities: quantity by type of employment relationship, carreer cadre, position/function and unit, with emphasis on the activities performed. (Item 5.2.1.1.1.) \n\t\t\t | \n\t\t
| 3.2. | \n\t\t\t\n\t\t\t Survey, identification and analysis of the organizational structure of all Agencies/Entities that make up the Direct Administration and Autonomous Agencies, according to the level of activity of the organizational structure, covering regional structures. (Item 5.2.1.1.2.) \n\t\t\t | \n\t\t
| 3.3. | \n\t\t\t\n\t\t\t Survey of legally established competencies, competencies intrinsic to the execution of the public service, and organizational goals of the Agencies/Entities subject to the dimensioning to be carried out according to the levels of action of their organizational structure, covering regional structures. (Item 5.2.1.1.3.) \n\t\t\t | \n\t\t
| 3.4. | \n\t\t\t\n\t\t\t Survey and analysis of available productivity data, individually and comparatively, in the case of units that have a similar service profile, providing, when possible, indicators for the subsequent preparation of action plans to improve productivity (for example, employee training plan, process standardization, automation of activities, need to improve technological conditions etc.). (Item 5.2.1.1.4.) \n\t\t\t | \n\t\t
| 3.5. | \n\t\t\t\n\t\t\t Collection of information regarding turnover, absenteeism, absences, seasonal demand, pent-up demand, overestimated demand, deviations from function and their impacts on performance and productivity, as well as on the state public budget. (Item 5.2.1.1.5) \n\t\t\t | \n\t\t
| 3.6. | \n\t\t\t\n\t\t\t Mapping of existing jobs in agencies/entities, by type: in-person, hybrid and teleworking, with a breakdown of the levels of operational units in their organizational structure. (Item 5.2.1.1.6) \n\t\t\t | \n\t\t
| 3.7. | \n\t\t\t\n\t\t\t Identification of the strategic role played by the areas of the State and vision of the future, taking into account social and economic changes, in work and social security regimes, technological and work processes innovations, and respective impacts on the demand for the workforce, qualitatively and quantitatively. (Item 5.2.1.1.7) \n\t\t\t | \n\t\t
| 3.8. | \n\t\t\t\n\t\t\t Identification and analysis of priority demands, repressed demands, difficulties, distortions, critical issues, good management practices that resulted in increased productivity, among others. (Item 5.2.1.1.8) \n\t\t\t | \n\t\t
| 3.9. | \n\t\t\t\n\t\t\t Information considered relevant to the execution of the survey and dimensioning, obtained from the respective agencies and managers, using specific forms and structured questionnaires. (Item 5.2.1.1.9) \n\t\t\t | \n\t\t
| 3.10. | \n\t\t\t\n\t\t\t Macro data relating to costs corresponding to the carreer cadre, considering all financial advantages (bonuses, benefits, assistance, dangerousness, unhealthy conditions, among others) related to the position/function evaluated. (Item 5.2.1.1.10) \n\t\t\t | \n\t\t
| 3.11. | \n\t\t\t\n\t\t\t Professional profiles of each position/function, such as education, duties, work regime, working hours, among others. (Item 5.2.1.1.11) \n\t\t\t | \n\t\t
| 3.12. | \n\t\t\t\n\t\t\t Percentage of absenteeism by function, broken down by the career cadre, agency/entity, considering and discriminating the different causes of absence (foreseen and unforeseen). (Item 5.2.1.1.12) \n\t\t\t | \n\t\t
| 3.13. | \n\t\t\t\n\t\t\t Seasonal demand, pent-up demand, overestimated demand, function deviations and their impacts on performance and productivity, as well as on the state public budget. (Item 5.2.1.1.13) \n\t\t\t | \n\t\t
| 4. | \n\t\t\t\n\t\t\t WORKFORCE SIZING (5.2.2) \n\t\t\t | \n\t\t
| 4.1. | \n\t\t\t\n\t\t\t The System shall be able to identify, in terms of qualitative and quantitative profiles, the ideal carreer cadre for the functioning of the administrative units that make up the areas of State activity in the current context and over a horizon of up to 10 years. \n\t\t\t | \n\t\t
| 4.2. | \n\t\t\t\n\t\t\t The System shall be able to implement differentiated strategies for the various sectors according to the reality identified. For example, in areas and units that present the same service profile as hospitals, the dimensioning work can be replicated by adopting sizes. In units of the same profile and size or of equivalent size, the same dimensioning can be applied, but it shall always be aligned with the trend indicated by the demographic behavior of the state/municipalities. \n\t\t\t | \n\t\t
| 4.3. | \n\t\t\t\n\t\t\t The System shall provide functionalities to dimension the workforce, according to the proposed methodology, through the implementation of parameterizable algorithms and indicators, user interaction interfaces, data analysis mechanisms, production of queries, reports and panels representing the results and generation of data to eventually be consumed by other systems (for example, in csv format), covering, at least, the following aspects, or others if there is a change in the proposed reference model. \n\t\t\t | \n\t\t
| 4.4. | \n\t\t\t\n\t\t\t The system shall consolidate the methodological proposal for sizing the workforce, by area of activity, based on a survey of qualitative, quantitative and cost data, analysis of indicators and application of the parameters adopted. (Item 5.2.2.1.1).. \n\t\t\t | \n\t\t
| 4.5. | \n\t\t\t\n\t\t\t The system shall present a detailed and structured documentation/dossier by area of activity, carreer cadre, position and function, of the methodology developed for preparing the Workforce Sizing, indicating the parameters used, indicators and other information pertinent to the data modeling used. (Item 5.2.2.1.2.) \n\t\t\t | \n\t\t
| 4.6. | \n\t\t\t\n\t\t\t The system shall identify of which Agencies/Entities, based on a comparison of the proposed ideal sizing and the existing staff, are oversized, undersized, or have the correct sizing, but with an imbalance between the levels of activity of their organizational structure, covering the regions. (Item 5.2.2.1.3.) \n\t\t\t | \n\t\t
| 4.7. | \n\t\t\t\n\t\t\t The system shall provide information that allows the preparation of strategy proposals aimed at optimizing human, material, financial and budgetary resources that include, among others: (Item 5.2.2.1.4.) \n\n\t\t\ta) adjustments to the composition of the workforce, in terms of profile, hiring method, modernization and restructuring of career cadres, including recommendations for the elimination, creation or reformulation of positions and/or functions; \n\n\t\t\tb) modernization of management through review of processes, investment in information technology, including the use of information systems and application of artificial intelligence, change in the way services are offered (digital and others); \n\n\t\t\tc) adoption of the Teleworking regime; \n\n\t\t\td) indication of distortions, deficiencies and problems found and recommendation of the necessary interventions to solve them; \n\n\t\t\te) guidelines for developing a career cadres training plan; \n\n\t\t\tf) Possibility of alternative service provision models that consider, among other possibilities, partnerships with the third sector, public-private partnerships and outsourcing. \n\t\t\t | \n\t\t
| 4.8. | \n\t\t\t\n\t\t\t The system shall provide functionalities that support workforce sizing activities, as described in subitem 5.2.2.2 of the Term of Reference. \n\t\t\t | \n\t\t
| 5. | \n\t\t\t\n\t\t\t WORKFORCE ADEQUACY PLAN AND WORKFORCE PLANNING INSTITUTIONALIZATION PLAN (5.3) \n\t\t\t | \n\t\t
| 5.1. | \n\t\t\t\n\t\t\t The System shall provide functionalities for carrying out comparative analyses between the current situation and the sizing, allowing the identification of deficit and surplus areas, indicating the necessary interventions, which may include, in addition to the replacement or expansion of the number of employees, the restructuring of work processes, requalification, reassignments or reformulation of the service contracting method, according to the proposed methodology. \n\t\t\t | \n\t\t
| 5.2. | \n\t\t\t\n\t\t\t The System shall provide functionalities to support the preparation of the workforce adequacy plan (replacement, expansion and optimization), as detailed in 5.3.1, establishing the need for hiring employees and the respective cost forecast, for the short term (zero to 2 years), medium term (3 to 5 years) and longterm (6 to 10 years), considering the hiring forecast resulting from the replacement rates and projection of revenues and expenses of the State, by agency/entity, in accordance with the Carreer cadres, Positions and Functions, taking into account the potential for using a reserve register in current public examinations and the limits established in Complementary Law No. 101, Fiscal Responsibility Law. \n\t\t\t | \n\t\t
\n\n
"},{"id":"OP00353260","notice_type":"Request for Expression of Interest","noticedate":"22-Apr-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-05-09T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Eastern and Southern Africa","project_id":"P180547","project_name":"Accelerating Sustainable & Clean Energy Access Transformation Program Using the Multiphase Programma","bid_reference_no":"ZM-COMESA -474527-CS-CDS","bid_description":"Engagement of Project Preparation Facility Fund (PPF) Manager\nContract duration -24 months contract","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Ben Bella Road, P. O. Box 30051, Lusaka","contact_ctry_name":"Zambia","contact_email":"mchileshe@comesa.int","contact_name":"Malama Chileshe","contact_organization":"COMESA","contact_phone_no":"+260977353621","submission_date":"2025-04-22T00:00:00Z","notice_text":"
\n\n
REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES - FIRMS SELECTION)
\n\nIMPLEMENTING AGENCY: COMMON MARKET FOR EASTERN AND SOUTHERN AFRICA ( COMESA)
\n\nNAME OF PROGRAM: ACCELERATING SUSTAINABLE AND CLEAN ENERGY ACCESS TRANSFORMATION (ASCENT) PROGRAM
\n\nPROJECT ID : P180547
\n\nASSIGNMENT TITLE: ENGAGEMENT OF PROJECT PREPARATION FACILITY FUND (PPF) MANAGER
\n\nREFERENCE NO. ZM-COMESA -474527-CS-CDS
\n\nThe Common Market for Eastern and Southern Africa (COMESA) received a grant from the World Bank towards the implementation of the Accelerating Sustainable and Clean Energy Access Transformation (ASCENT) program and intends to apply part of the proceeds towards consultancy services.
\n\nThe consulting services (“the Services”) include engagement of a Project Preparation Facility Fund (PPF) Manager who will manage application-based allocation of grants and specialized consulting services to Distributed Renewable Energy (DRE) and clean cooking projects from the private and public sectors, as well as corresponding administrative tasks (contracting, monitoring, reporting, etc.). The PPF manager will also have an important role in the detailed design of the PPF, in the adapting of the design throughout the project to meet the needs of the DRE market and establishing partnerships with key industry stakeholders.
\n\n2.0 SERVICES AND IMPLEMENTATION ARRANGEMENTS OF THE PPF
\n\nThe PPF will provide support to the DRE and clean cooking sectors including women-owned and youth owned investable businesses through five mechanisms listed below. These PPF mechanisms are expected to play a critical role in
\n\n(i) accelerating access to finance and reducing the time it takes for companies to reach financial close, (ii) equipping companies with tools and intelligence to expand into new areas/markets, (iii) enhancing companies’ business performance, and (iv) developing a pipeline of investable businesses with solid returns/ impact.
\n\nThe expected start date of the agreement is September 2025 for a period of 24 months ensuring full consistency with the Terms of Reference (TORs)
\n\nThe detailed Terms of Reference (TOR) for this assignment are attached to this Request for Expressions of Interest (REOI).
\n\n3.0 SHORTLISTING CRITERIA
\n\nThe Common Market for Eastern and Southern Africa now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services. The shortlisting criteria is as follows;
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” Fifth Edition of September 2023.
\n\nConsultants may associate with other firms to enhance their qualifications but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the Quality Cost Based selection (QCBS) method set out in the Procurement Regulations Fifth Edition of September 2023.
\n\nFurther information can be obtained at the address below during office hours from 09:00 to 16:00 hours Monday to Thursday, on Fridays from 0900 to 12:30 hours Zambian time except for weekends and Public Holidays. Address: Head of Procurement, COMESA Secretariat, Ben Bella Road, Lusaka, Zambia. Email address: Tenders@comesa.int copy procurement@comesa.int
\n\n4.0 SUBMISSION
\n\nExpressions of interest must be submitted written to the following email address;
\n\nTenders@comesa.int copy to procurement@comesa.int
\n\nASSIGNMENT TITLE: ENGAGEMENT OF PROJECT PREPARATION FACILITY FUND (PPF) MANAGER. REFERENCE NO. ZM-COMESA -474527-CS-CDS
\n\nATT: Mr. Silver Mwesigwa
\n\nHead of Procurement
\n\nCOMESA Secretariat
\n\nBen Bella Road
\n\nP.O Box 30051
\n\nLUSAKA 10101
\n\nZambia
\n\nTelephone: +260 211 2297226/29; Web: http://www.comesa.int Facsimile: +260 211 227318;
\n\nCLOSING DATE FOR SUBMISSION
\n\nThe Closing date for receipt of Expression of Interest is 9th May 2025 at 10:00 hours Zambian time
\n\nNB: Physical submission of EOIs shall not be accepted.
\n\nTERMS OF REFERENCE FOR
\n\nCONSULTANCY SERVICES FOR THE MANAGEMENT OF THE PROJECT PREPARATION FACILITY MANAGER (PPF )
\n\n1.0 BACKGROUND
\n\nThe Common Market for Eastern and Southern Africa (COMESA) was established in 1994 as “as an organization of free independent sovereign states that have agreed to cooperate in developing their natural and human resources for the good of all their people.” COMESA sums up its current strategy as “economic prosperity through regional integration.” Recognizing the critical importance of sustainable, reliable, and affordable energy for competitiveness and greater economic integration of countries in the Eastern and Southern Africa region, COMESA has been increasing its involvement in the energy sector. Through its energy program, whose main thrust is to promote regional cooperation in energy development, trade, and capacity building, COMESA supports its member countries in (i) harmonization of energy policy and regulatory frameworks, (ii) regionwide energy planning, and (iii) facilitation of trade in energy services through regional energy trade and development of a wider distributed renewable energy (DRE) market.
\n\nThe Accelerating Sustainable and Clean Energy Access Transformation (ASCENT) Program, funded by the World Bank, is an ambitious leap toward universal energy access and the clean energy transition in the Eastern and Southern Africa region. ASCENT presents a programmatic framework for the World Bank to support acceleration of access to electricity in the region, which utilizes the Multiphase Programmatic Approach (MPA) with a proposed IDA financing envelope of US$5 billion. The first wave of the MPA phases includes the ASCENT COMESA Regional Acceleration Platform, P180547), with a financing allocation of $50 million and a 6-year implementation period from 2025 to 2030.
\n\nThe Regional Energy Access Acceleration Platform will support all countries participating in the ASCENT MPA. Managed by the COMESA Secretariat, the Platform will contribute to implementation and monitoring of the overall ASCENT program. The envisaged components under the Platform are described in Figure 1.
\n\nFigure 1: Overview of the Regional Energy Access Acceleration Platform under the ASCENT MPA
\n\nThe Project Preparation Facility (PPF), with an initial financing allocation of $25 million, will support governments and the private sector in developing bankable, investment-ready projects through a demand-driven approach. The activities envisaged under the PPF are as follows:
\n\nThe COMESA Secretariat is looking for the services of an experienced consulting firm to manage the implementation of the PPF. These Terms of Reference describe the objectives, scope of work, implementation arrangements, and required qualifications of this assignment.
\n\nObjectives
\n\nThe COMESA Secretariat seeks to contract a firm or consortium (the “PPF manager”) to manage the operations of the Project Preparation Facility, which consist in the application-based allocation of grants and specialized consulting services to DRE and clean cooking projects from the private and public sectors, as well as corresponding administrative tasks (contracting, monitoring, reporting, etc). The PPF manager will also have an important role in the detailed design of the PPF, in the adapting of the design throughout the project to meet the needs of the DRE market, and establishing partnerships with key industry stakeholders. The operation of the PPF facility will take into account the gender and social inclusion aspects.
\n\nServices and implementation arrangements of the PPF
\n\nThe PPF will provide support to the DRE and clean cooking sectors including women-owned and youth owned investable businesses through five mechanisms listed below. These PPF mechanisms are expected to play a critical role in (i) accelerating access to finance and reducing the time it takes for companies to reach financial close, (ii) equipping companies with tools and intelligence to expand into new areas/markets, (iii) enhancing companies’ business performance, and (iv) developing a pipeline of investable businesses with solid returns/ impact.
\n\nPublicly available resources: e.g. geospatial mapping and planning platforms, country briefs containing useful information for DRE and clean cooking companies considering expansion to new markets, in-depth market assessments for specific technologies in unserved and underserved markets, supporting matchmaking between potential suppliers and distributors (particularly for nascent markets and nascent product categories, such as productive-use equipment). The production of these resources will be driven by unmet market needs. As part of this mechanism, the PPF will also provide “pre-application support”, to companies intending on presenting applications to the PPF. This support may include tailored guidance, capacity-building, and awareness training during the facility launch activities in the form of webinars, workshops or other suitable formats.
\n\nRoster of experts (consultants) providing on-demand specialized project preparation and business development services: the facility will have a roster of consultants to deliver specialized services[1] deemed critical to unlocking finance for companies (especially equity and debt). Such services may include feasibility studies or other investment-grade studies, support to digitize companies’ operations, support to improve companies’ credit risk management, legal services to support transactions, producing financial reporting and ESG requirements of potential investors, or preparing carbon finance projects. The roster of experts will include consultants that understand the challenges facing and the ability to work with women-owned and youth-owned businesses. Companies benefiting from the roster of experts will be responsible for the final outputs in each case, with the consultants supporting them through the process. The roster of experts and list of services will be updated periodically based on feedback from the sector , which the PPF manager will be responsible to collect and process.
\n\nGrants for project preparation and business development: for specific activities not covered by the roster of consultants, grants will be made available for companies to use for eligible activities that are critical for them to be able to raise equity and debt. Such activities may include conducting feasibility studies ,the integration of software, testing a new product or technology, or hiring a staff member that is critical to unlocking investment. Requests for grants that are supported by investors or financial advisors to companies (ie grants for purposes which will help mobilize or advance investment) will be prioritized. The disbursement of the grants will be milestone-based.
\n\nGrants to industry associations and investors providing project preparation and business development services: In addition to companies, other stakeholders (such as industry associations and financiers) can apply for grants to deliver project preparation and business development services to companies, provided these are complementary to the PPF facility and targeted to ASCENT eligible companies in eligible countries. Grants to investors and lenders may also be used to cover their own core transaction and due diligence related costs, provided this facilitates investment in ASCENT eligible companies in eligible countries. The disbursement of the grants will be milestone-based.
\n\nSupport to national agencies and cross-border solutions: the same consulting services from the roster of experts and grant mechanisms established to support the private sector will also be put to the service of the other two components of the PPF (ie, support to national agencies and to cross-border solutions). This mechanism will also be application based. It will be further developed in close coordination with the “Advisory support to governments” window under the COMESA Regional Energy Access Acceleration Platform.
\n\nThe COMESA Secretariat will be responsible for overall coordination of the PPF through the Project Implementation Unit (PIU) of the Regional Energy Access Acceleration Platform. The PPF manager will be responsible for the management of all processes and will report to COMESA. These processes include detailed design of the PPF, producing documentation, engaging the roster of experts, managing company and government agency applications and recommending selection to COMESA, providing COMESA with instructions for grant disbursements, reporting, etc.
\n\nPPF Manager shall ensure that due diligence is exercised during project preparation such that measures are undertaken to identify, assess and manage the environmental and social risks and impacts of all proposed projects. The exercise of environmental and social due diligence shall follow WB’s ESF, good international industry practices (GIIP) and the established relevant guidance.
\n\nThe figure and table below provide an illustrative institutional arrangement for the management of the PPF.
\n\nFigure 2: Illustrative institutional arrangement
\n\nTable 1: Role of parties under proposed institutional arrangement
\n\n| \n\t\t\t Institution \n\t\t\t | \n\t\t\t\n\t\t\t Roles \n\t\t\t | \n\t\t
| \n\t\t\t COMESA PIU \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t PPF manager \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Selection committee \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t TA recipients \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t World Bank \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
It is expected that the PPF results in at least 30 companies reaching financial close, another [200] companies supported in their journey to becoming investable / bankable, impactful resources available for the development of the DRE market, and government-agency and cross-border transactions supported.
\n\nScope of work of the PPF manager
\n\nThe PPF manager will be responsible for the successful operationalization, launch, and administration of the PPF.
\n\nTask 1 – Operationalization
\n\nThe operationalization of the fund includes all tasks necessary for the successful launch of the PPF. This includes:
\n\nTask 2 – Launch of the PPF
\n\nBased on processes developed in the Operations Manual, the PPF manager will prepare materials for launch of the facility. To this end, the PPF manager will perform the following activities:
\n\nThese activities are expected to be repeated as needed while the PPF solicits proposals.
\n\nTask 3 – Administration of services and grants of the PPF
\n\nThe PPF manager will perform day-to-day management of the different services of the PPF, including:
\n\n\n\n
The PPF manager contract will be awarded to a single firm or group of firms. Groups of firms can either bid as:
\n\nThe PPF manager will be selected and contracted by the COMESA PIU. The PIU will make disbursements to the successful applicants directly from its account upon the final recommendation by PPF manager and the Selection Committee.
\n\nPPF manager qualifications and selection criteria
\n\nThe selected PPF manager will have a demonstrated track record of managing and structuring similar facilities in similar markets. Bidders should clearly demonstrate the following qualifications:
\n\nCompensation will be on both a fixed-fee and variable basis. Part of the fee (10-20%) will be linked to Key Performance Indicators (e.g. number of companies reaching financial close). The fee and fee structure will be proposed by the PPF manager in the financial proposal, and finalized during contracting with PIU. Payments will be made on a quarterly basis pending submission of quarterly reports and approval by the COMESA PIU. The amount of each quarterly payment will be specified during contracting based on estimated PPF manager’s level of effort during that period and the timing linked to the adopted KPIs. Disbursement triggers will be finalized during contracting.
\n\nComposition of the consultant’s team
\n\nThe Consultant will be a firm or consortium of firms with a demonstrated track record of managing similar TA services and grants in similar markets. The firm should have successfully delivered at least two similar assignments within the last 10 years. Similarity being: size, complexity, technology, operational context and economic and social settings of the client country or region.
\n\nThe PPF manager will provide an experienced team including a team leader, a project manager, finance expert, technical experts, environmental and social expert ,analyst, legal ,carbon finance and other ad-hoc personnel as needed (accounting, gender and E&S, etc).
\n\nQualifications and requirements of the Key Experts:
\n\nTeam Leader
\n\nProject Manager
\n\nFinance Expert
\n\nEnvironmental and social Expert
\n\nClean Cooking Expert
\n\nThe expert should be able to demonstrate in-depth technical and scientific knowledge in one or more of the following areas:
\n\nLegal Expert
\n\nGender Expert
\n\nThe expert should have relevant academic qualifications with a minimum of a master’s degree.
\n\nCarbon Market Expert
\n\nRelevant academic qualifications at master’s degree level (minimum)
\n\nThe PIU will review and approve the Operations Manual, any changes to operating procedures, as well as quarterly reports. The PPF manager will initially be contracted for a 24 month period, which may be extended upon satisfactory performance of the firm or terminated due to unsatisfactory performance.
\n\nThe PPF manager will have the following contractual deliverables:
\n\nThe PPF will provide services to companies engaged in eligible DRE and clean cooking activities[2] to provide direct energy access to households, public institutions and businesses in eligible countries[3]. The PPF will support companies of different sizes and stages of growth, but through different approaches. Small and early-stage companies that are not in a position to raise financing in the short term will be supported indirectly, through publicly available resources and investment-readiness training provided by partners. The services from the roster of consultants and grants are reserved for companies that need these to unlock finance in the short term (eg, to close concrete deals).
\n\nPublicly available resources
\n\nOn-demand services from roster of consultants
\n\nGrants to companies for project preparation and business development
\n\nMaximum allocation of PPF funding per company: companies will be eligible to apply for both services from the roster of experts and grants, provided the total allocation to the same company does not exceed [$200,000].
\n\nGrants to TA providers and investors for project preparation and business development
\n\nTable 4: Specific areas for specialized support (roster of experts) – initial non exhaustive list
\n\n| \n\t\t\t Service category \n\t\t\t | \n\t\t\t\n\t\t\t Details \n\t\t\t | \n\t\t
| \n\t\t\t Support to investment transactions \n\t\t\t | \n\t\t\t\n\t\t\t Transaction advisory and legal support services. Contract negotiations, term sheets, contractual agreements, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Legal services. Legal advisory services to unlock investment. \n\t\t\t | \n\t\t|
| \n\t\t\t Feasibility studies or other investment-grade studies needed to unlock investment \n\t\t\t | \n\t\t|
| \n\t\t\t Producing financial reporting requirements of potential investors \n\t\t\t | \n\t\t|
| \n\t\t\t Producing ESG documentation and procedures requested by potential investors \n\t\t\t | \n\t\t|
| \n\t\t\t Business development and project preparation support \n\t\t\t | \n\t\t\t\n\t\t\t General business development support. Strategy, financial management, operational management, credit risk management, human capital, managing agents and retailers, KPI and business metrics, communications and visibility, digitalization and data management, etc. \n\t\t\t | \n\t\t
| \n\t\t\t General project preparation support. (Pre-)feasibility studies, project development, other studies (such as E&S assessment), procurement / contracting \n\t\t\t | \n\t\t|
| \n\t\t\t Expanding operations into new markets (countries/products). Market intelligence, establishing distributor partnerships, support to help distributors/off-takers enter the PURE market \n\t\t\t | \n\t\t|
| \n\t\t\t Investment strategy and structuring \n\t\t\t | \n\t\t\t\n\t\t\t Capital structures, financial sustainability, investment roadmap, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Finance access support \n\t\t\t | \n\t\t\t\n\t\t\t Identify appropriate financing options, aligning project documentation with financier requirements, financial modelling, introduction to financiers, etc. \n\t\t\t | \n\t\t
| \n\t\t\t Post-investment support \n\t\t\t | \n\t\t\t\n\t\t\t Crisis and financial distress management, funding disbursement support, debt restructuring and mergers and acquisitions \n\t\t\t | \n\t\t
| \n\t\t\t Improving operations \n\t\t\t | \n\t\t\t\n\t\t\t Digitizing DRE operations. Supporting PAYGo companies adopt CRM platforms; supporting mini-grid developers leverage geospatial and other data for site selection, energy demand assessments and (pre)feasibility studies facilitated. \n\t\t\t | \n\t\t
| \n\t\t\t Working capital management (inventory, payment to suppliers, cash management,) supply chain efficiency management \n\t\t\t | \n\t\t|
| \n\t\t\t Improve credit risk management of PAYG companies (leveraging data, systems and tools, management of sales agents, monitoring, etc) \n\t\t\t | \n\t\t|
| \n\t\t\t Benchmarking and reporting. Support companies adopt industry KPIs (eg PAYGo Perform Monitor), report, benchmark and track their performance. \n\t\t\t | \n\t\t|
| \n\t\t\t Human capital development \n\t\t\t | \n\t\t\t\n\t\t\t Embedding interim staff (eg interim CFO) \n\t\t\t | \n\t\t
| \n\t\t\t Operational training: identifying, training, retaining staff. Promoting female entrepreneurs/ gender-balanced workforce. \n\t\t\t | \n\t\t|
| \n\t\t\t Monetizing impact \n\t\t\t | \n\t\t\t\n\t\t\t Preparing carbon finance or D-REC projects \n\t\t\t | \n\t\t
| \n\t\t\t Support subsidy applications \n\t\t\t | \n\t\t|
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Highlighted areas considered a priority given they are recognized gap in the sector, based on stakeholder interviews \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
"},{"id":"OP00344643","notice_type":"Request for Expression of Interest","noticedate":"11-Mar-2025","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2025-04-07T00:00:00Z","submission_deadline_time":"11:00","project_ctry_name":"Iraq","project_id":"P178770","project_name":"Mosul - Youth inclusion through Cultural and Creative Industries","bid_reference_no":"MOYS. CQS.TR.03","bid_description":"Micro- Entrepreneurship for Coaching/ Mentorship to Selected Youth - Services Provider (SP)","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Baghdad - Iraq","contact_ctry_name":"Iraq","contact_email":"dafar.alsanjary@gmail.com","contact_name":"Dhafar Mahmood","contact_organization":"Ministry of Youth and Sports","contact_phone_no":"07732031927","contact_web_url":"www.moys.gov.iq","submission_date":"2025-03-11T00:00:00Z","notice_text":"
Republic of Iraq
\n\nMinistry of Youth and Sports
\n\nRequest for Expression of interest on Entrepreneurship for Coaching/ Mentorship to Selected Youth - Services Provider (SP)
\n\n\n\n
\n\n
Project name: Mosul - Youth Inclusion Through Cultural and Creative Industries (P178770)
\n\nMDTF Grant number: TF0B9873
\n\nReference number: MOYS.CQS.TR.03
\n\n\n\n
\n\n
The Government of Iraq (GoI) through the Ministry of Youth and Sports (MoYS) has received a grant for US$ 3.15 million from the World Bank (WB) acting as Administrator of grant funds provided by the Netherlands-funded Prospects program of the MDTF for Forced Displacement. The Mosul - Youth Inclusion Through Cultural and Creative Industries project and intends to apply part of the proceeds for services detailed in the attached Terms of Reference (TOR).
\n\n\n\n
The services are aimed to support the social and economic inclusion of Mosul youth and consist in the provision of pre-creation support to 1000 youth and post-creation support to at least 730 young micro-entrepreneurs. For that, the Ministry of Youth and Sports (MoYS) intends to recruit a service provider that will be responsible for at least 1000 beneficiaries in the agreed district(s). The work will be implemented across project-targeted areas, namely the districts of Mosul Center, Hamam Al-Aleel, Al-Qayara, Baashiqa, Al-Shura and Al-Muhalabiya
\n\n\n\n
in Mosul. The service provider must indicate the territories in which they wish to intervene. The target youth will be identified among beneficiaries who have passed the training on soft skills, psycho-social support, community development and Vocational Training. More details can be found in the attached Terms of Reference (TOR).
\n\n\n\n
The Ministry of Youth and Sports (MoYS) now invites eligible and experienced service providers to indicate their interest in providing the Services. Interested service providers should provide information demonstrating that they have the required qualifications and relevant experience to perform the services (description of past and similar assignments in the field of micro-entrepreneurship, which will clarify their experience and ability to accomplish this task, etc.). Copies of supporting documents and staff CVs should be attached with service provider's profile.
\n\n\n\n
Eligible service providers will have to meet the following criteria to be considered for short listing process:
\n\n\n\n
\n\n
| \n\t\t\t Stage \n\t\t\t | \n\t\t\t\n\t\t\t Required Profiles \n\t\t\t | \n\t\t
| \n\t\t\t Pre-creation support \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Post-creation support \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
The attention of interested service providers is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 revised November 2017 and August 2018 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest
\n\n\n\n
A service provider will be selected in accordance with the Consultant’s Qualifications Based Selection [CQS] method set out in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours [08:00 am to 2:00 pm Baghdad Local time].
\n\n\n\n
Expressions of interest must be delivered in a written form to the address below in person, or by e-mail by April 7, 2025 at 11:00 AM Baghdad local time.
\n\n\n\n
Ministry of Youth and Sports-Project Management Team
\n\nAttn: Ms. Aseel Falih / Head of IT Department
\n\nAddress: Ministry of Youth and Sports building/Palestine Street, Baghdad, Iraq
\n\nMobile: 07701743792
\n\nWhatsApp: 07701743792
\n\nEmail: moys.wbteam.m@gmail.com - www.moys.gov.iq
\n\nAttachments: Term of reference
\n\n\n\n
Terms of Reference for Micro-entrepreneurship for Training the Vulnerable Iraqi Youth in the Selected Communities
\n\n\n\n
\n\n
The Government of Iraq (GoI) through the Ministry of Youth and Sports (MoYS) has received a grant for US$ 3.15 million from the World Bank (WB) acting as Administrator of grant funds provided by the Netherlands-funded Prospects program of the MDTF for Forced Displacement.
\n\nThe Project Development Objective (PDO) is to increase access by the targeted youth to at least 2,000 young people (ages 18-34) to skills development opportunities, livelihoods, and entrepreneurship support in the cultural and creative sectors, and foster local cultural community development initiatives in Mosul. To achieve its objective, the project will seek to: (i) enhance the employability of the beneficiary population in Mosul – including both host community and IDPs youth – through the provision of technical, life, and soft skills development training in the CCI sector; (ii) provide livelihoods support to eligible youth through matching grants and mentoring for micro-entrepreneurship in the CCI sector; and; and (iii) engage youth and women in the design and roll-out of local cultural initiatives to support community cohesion in Mosul.
\n\nThe Project consists of three components:
\n\nComponent 1: Supporting youth skills development training for increased employability and entrepreneurship
\n\nSub-component 1.1: Life skills training and psychosocial support
\n\nThe soft and psychosocial skills training will be developed coherently with the joint curriculum that will be recommended by PROSPECTS partners, building on partners training modules and tools – including those delivered by NGOs previously contracted by the MoYS under the Promoting the Inclusion of Conflict-Affected Iraqi Youth (P161654) pilot project – while being specific and responsive to the needs of Mosul.
\n\nSub-component 1.2: Vocational training specific to the cultural and creative industries sector
\n\nThe vocational training will prepare the youth for entrepreneurship opportunities with a focus on the various local occupations in the cultural and creative industries sector, ranging from visual arts, crafts, and intangible cultural heritage (e.g., handicraft, cobbling, tailoring, jewelry, culinary traditions, management of heritage sites, etc.) to design and creative services such as housing-related industries (e.g., furniture, lighting, or home textile). The vocational training curriculum will be informed by a rapid market and needs assessment that will be carried out at the inception phase of the project and will consider occupations that contribute directly or indirectly to the preservation and advancement of Mosul’s cultural heritage, and for which there is a market demand.
\n\nComponent 2: Fostering youth engagement to revive the local cultural and creative economy and community cohesiveness
\n\nThis component aims to support 2,000 youth who have benefitted from skills development in engaging in micro-entrepreneurship or youth-driven cultural community initiatives.
\n\nSub-component 2.1: Start-up support for developing youth micro-entrepreneurship in the CCI sector
\n\nThe start-up support will be provided in the form of a matching grant where at least 1,000 eligible beneficiaries would be required to match a minimum percentage of the grant value with in-kind and/ or financial contribution to create a greater sense of ownership, therefore increasing the chances of micro-entrepreneurship success with sustained results beyond the project.
\n\nSub-component 2.2: Civic engagement through local cultural community initiatives
\n\nActivities promoting cultural heritage could include cultural exhibitions and events targeting youth and women in the various occupations related to the intangible cultural heritage (handicraft, culinary traditions, history and management of heritage sites, etc.), small rehabilitation works, cleaning of streets located near cultural heritage sites, awareness raising forums in relation to cultural heritage, etc. The community- and youth-led selection of buildings for small rehabilitation works can include both religious and secular sites such as university/ school buildings, libraries, museums, etc. In addition, community initiatives promoting access to cultural and recreational activities, including musical and artistic events that were banned during ISIS occupation, will be supported in an effort to enhance the cultural diversity of Mosul, empower vulnerable populations and strengthen social cohesion.
\n\nComponent 3: Project Management
\n\nThis component will support the following activities: (i) project management for the coordination and implementation of activities including some operating costs; (ii) project monitoring and evaluation (M&E) activities; (iii) preparation of the final evaluation report including lessons learned; (iv) environmental and social risk management; (v) participatory evaluations; and (vi) annual audits.
\n\nThe overall responsibility for the project coordination lies with the Iraqi MoYS through a Project Management Unit (PMU). The PMU will be responsible for project implementation.
\n\nThe PMU will ensure prompt and efficient overall coordination, communication, and implementation of Project activities, including: (i) fiduciary aspects of Project implementation (financial management and procurement); (ii) administration of sub-grants for activities of the Project; safeguards screening and supervision; (iv) periodic progress reports; (v) monitoring and evaluations; and (vi) liaising with other implementing institutions on issues related to Project implementation as further detailed in the Project Operation Manual.
\n\nA Management Information System (MIS) online platform that will be owned by the MoYS will be developed to monitor: (i) the project’s beneficiaries from training to (self-)employment; and (ii) the start-up support received by beneficiaries, therefore serving both M&E and financial management purposes. The MIS will increase transparency and efficiency of the activities by providing accurate and timely information. Furthermore, the MIS will be expanded to include, where feasible and subject to Prospects partners willingness and agreement for data sharing, referral mechanisms to ensure candidates to the program can be systematically referred to each partner’s project according to the candidate’s aspirations and eligibility criteria. A MIS consultant will be hired by the PMU to support the development and operationalization of the MIS.
\n\n\n\n
\n\n
The service consists in the provision of pre-creation support to 1000 young beneficiaries and post-creation support to at least 730 young micro-entrepreneurs. For that, the MoYS intends to recruit Two (2) separate service providers (each service provider will be responsible for 500 beneficiaries in the agreed district(s) and for the provision of post-creation support to at least 365 micro-enterprises). The work will be implemented across project targeted areas, namely the districts of : Mosul Center, Hamam Al-Aleel, Al-Qayara, Baashiqa, Al-Shura and Al-Muhalabiya in Mosul the territories in which they wish to intervene. The target youth will be identified among beneficiaries who have passed the training on soft skills, psycho-social support, community-development and vocational training under subcomponent 1.2. Additional details on criteria of selection of youth and a detailed description of pre and post-creation support activities are provided in Annex 1. Supported young micro-entrepreneurs can operate in any sector contributing to the creation of jobs and added value. The creation of social enterprises having a social impact at the community level is also encouraged by the project team.
\n\n\n\n
The assignment is articulated in the detailed tasks below:
\n\n\n\n
i) Pre-creation support (see Annex 1 for more details)
\n\n\n\n
ii) Post-creation support (see Annex 1 for more details)
\n\n\n\n
\n\n
The implementation period is estimated at 9 months from the signing of the contract. The table below defines the expected deliverables and related time schedule for each service provider.
\n\n\n\n
| \n\t\t\t Stage and Duration \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Timeframe \n\t\t\t | \n\t\t
| \n\t\t\t Pre-creation support \n\n\t\t\t(1 month duration) \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t List of 500 beneficiaries 10 days after contract signature \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Every month until completion of pre-creation support activities \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t Every month \n\n\t\t\tThis phase (pre-creation support) is expected to be completed 1 month after the contract signature \n\t\t\t | \n\t\t|
\n\t\t\t
| \n\t\t\t\n\t\t\t 1 month after contract signature \n\t\t\t | \n\t\t|
| \n\t\t\t Post-creation support \n\n\t\t\t\n\n\t\t\t (6 months duration) \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t 2 months after contract signature \n\t\t\t | \n\t\t
\n\t\t\t
| \n\t\t\t\n\t\t\t Every month \n\t\t\t | \n\t\t
\n\n
In order to implement the activities, selected service providers are required to designate the team of experts who will be assigned to the assignment. This team must be multidisciplinary and include specialists who differ in knowledge and experience according to the stages (pre and post-creation) of support, as mentioned in the table.
\n\n| \n\t\t\t Stage \n\t\t\t | \n\t\t\t\n\t\t\t Required Profiles \n\t\t\t | \n\t\t
| \n\t\t\t Pre-creation support \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
| \n\t\t\t Post-creation support \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t
The team must have an expert in project management, responsible for the coordination and overall monitoring of the execution of the provider's activities under the Project. This expert will act as focal point and main interface with the PMU in charge of the implementation of the project. All experts must have a higher education diploma in the fields entrusted to them.
\n
\nThe service provider will deliver on the pre-creation and post-creation stages, and the CVs of the experts common to the two phases (in project management, entrepreneurship and monitoring and evaluation) may be the same.
Moreover, eligible Service Providers will have to meet the following qualification criteria to be considered for short listing process:
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
Upon the successful completion of the pre-creation support for the first 100 beneficiaries, the performance will be evaluated based on the following criteria: (i) process (how was the pre-creation support conducted, logistical arrangements) as well as (ii) the outcome of the pre-creation support (at least 80% of aspiring youth entrepreneurs are satisfied with pre-creation support/ coaching provided).
\n\n\n\n
In case the performance of the service provider is unsatisfactory, the contract with the concerned service provider will be terminated and the MoYS will envisage the distribution of the remaining load of 400 participants to the other satisfactory performing service provider.
\n\nThe work period is estimated at 7 months from the signing of the contract. The service provider will be paid after the submission of the invoices and subject to receiving the deliverables within an acceptable time. The payment plan is as follows:
\n\n\n\n
| \n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Percentage of payment from total contract amount \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable 1: Report including the final list of beneficiaries identified for pre-creation support activities and their contact details \n\n\t\t\tPayment upon acceptance of the report by the PMU \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\n\t\t\t2% for each group of 200 trainees \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable 2: Completion of pre-creation support phase activities and transmission of related progress reports to the PMU \n\n\t\t\tPayment upon acceptance of the report by the PMU \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\n\t\t\t4% for each group of 200 trainees \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable 4: Report including the beneficiaries’ files (profile of the candidate, application form and business plan) \n\n\t\t\tPayment upon acceptance of the report by the PMU \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\n\t\t\t4% for each group of 200 trainees \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable 5: Report spelling out the profile of micro-enterprises supported through technical and financial post-creation support, and including agreements signed between the GAC, the Service Provider and the Beneficiary. \n\n\t\t\t\n\n\t\t\t Payment upon acceptance of the report by the PMU \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\n\t\t\t4% for each group of 200 trainees \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable 6: Completion of post-creation support phase for selected micro-entrepreneurs and related progress reports transmitted to the PMU \n\n\t\t\t\n\n\t\t\t Payment upon acceptance of the report by the PMU \n\t\t\t | \n\t\t\t\n\t\t\t 30% \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Annex 1 : Detailed Description of Micro-Entrepreneurship Activities
\n\nUnder Project sub-component 1.3, the following activities will be implemented, which correspond to the main stages of entrepreneurship:
\n\nStep 1: Provision of technical support at the pre-creation stage, including targeted awareness-raising activities and individual support for ideas bearers for the creation of viable economic activities;
\n\nStep 2: Provision of technical and financial support at the post-creation stage, for project leaders who have effectively created an economic activity in order to ensure its viability.
\n\nStep 1 : Pre-creation support stage
\n\nTable 1 : Conditions to access pre-creation support stage, modalities, and results
\n\n| \n\t\t\t Beneficiary requirements \n\t\t\t | \n\t\t\t\n\t\t\t -Have an idea of entrepreneurial project and fill out the related template describing the nature of the entrepreneurial project; \n\n\t\t\t-Be part of the Project target population; \n\n\t\t\t-Subcomponent 1.1 training taken. \n\t\t\t | \n\t\t
| \n\t\t\t Duration \n\t\t\t | \n\t\t\t\n\t\t\t -Individual support, varying depending on the maturity level of the entrepreneurial project presented by the candidate (1-2 months). \n\t\t\t | \n\t\t
| \n\t\t\t Modalities \n\t\t\t | \n\t\t\t\n\t\t\t -Engage the beneficiary to participate to the micro-entrepreneurship activities; \n\n\t\t\t-At the end of the individual support, provide the young beneficiary with a certificate of achievement. \n\t\t\t | \n\t\t
| \n\t\t\t Results \n\t\t\t | \n\t\t\t\n\t\t\t -Number of young people with a project idea for the development of a viable economic activity, meeting the criteria defined above, who have completed the pre-creation stage; \n\n\t\t\t-Number of young people who actually created an activity after participating in the pre-creation stage; \n\n\t\t\t-Percentage of youth beneficiaries who rate the quality of coaching and mentoring support as useful or very useful. \n\t\t\t | \n\t\t
\n\n
This step will mainly consist in supporting young eligible project leaders in the preparation of their entrepreneurial project, to improve the level of preparation of their project and increase the chances of success of their activity.
\n\nDuring this stage, service providers will select young project leaders, meeting the requirements formulated in table 1 above. Awareness-raising activities, supported by the service providers, will be fundamental to inform about the micro-entrepreneurship activities.
\n\nSuccessful applicants will be required to sign a commitment to participate and attend the micro-entrepreneurship activities.
\n\nThe service providers will provide candidates with adequate support for the preparation of their project, over a period of 1 to 2 months, based on a needs assessment interview. This support consists essentially in supporting the bearers of ideas in the preparation of their business project, including the preliminary market study, the preparation of the business plan and short introductory courses in business management. Concepts covered are: accounting and taxation (i.e. how to calculate costs, how to know its tax regime, the deadlines and calculate its taxes), pricing, management and negotiations with suppliers, inventory management, how to apply for credit from financial institutions, how to prepare a business plan, and how to register a business. Providers will have to propose a methodology and tools to support young project leaders during this stage. These elements must be detailed in the technical proposal.
\n\nScreening and Evaluation Step
\n\nScreening: The PMU will review all business plans including budget before recommending them to the GAC. The PMU reviews the consistency with the goals of the project, compliance with legislation, ownership of assets, feasibility, sustainability, and compliance with all grant facility requirements. The screening process by the PMU also verifies the quantitative information and budget, with a focus on cost effectiveness and cost competitiveness including (as appropriate): (i) the unit cost for goods, works and services, (ii) the validity of cost estimates and documentation, and (iii) the number of vulnerable persons benefiting from the project directly/indirectly.
\n\nIn addition, applications are screened by the PMU regarding safeguards implications. Only initiatives that can be classified as Environmental Impact Category C will be approved. All project proposals, safeguards related documents, and relevant communication is uploaded to Box (cloud-storage). For each batch of applications, the review process is streamlined in an Excel spreadsheet. During the review process, all decisions and recommendations are tracked in the spreadsheet to avoid losing critical decisions and information in emails.
\n\nThe GAC reviews, evaluates, and judge the eligibility for post-creation support, and recommend an outcome (evaluation step):
\n\nGAC assessments will be conducted ‘blind’ – in other words without exposing the name of the young entrepreneur. Selection will be made on a competitive basis in which criteria will be:
\n\nEach member of the GAC evaluates the proposals independently from the other members. Those applications which meet all criteria will receive technical and financial post-creation support. The GAC prepares a decision note with the minutes of the meeting. The decision note provides the ranking of proposals and the requirements for successful post-creation support negotiation. The GAC sends the decision note, minutes of the meeting, and list of the approved proposals (in each round) to the MoYS PMU. Then, the MoYS PMU will share with the World Bank task team the same documents: decision note, minutes of the meeting, and list of the approved proposals. Within one week, the MoYS also announces the outcome of the funding round and makes this information widely available.
\n\nStep 2: Post-creation support stage
\n\nThis step consists in providing technical and financial support to young entrepreneurs to improve the chances of success of their project and increase the survival rate.
\n\nAccess to post-creation support services and financial support is subject to:
\n\n(i) Technical support – Post-creation
\n\nTable 2 : Conditions to access post-creation support stage, duration and results
\n\n| \n\t\t\t Beneficiary Requirements \n\t\t\t | \n\t\t\t\n\t\t\t -Be part of the Project target population; \n\n\t\t\t-Subcomponent 1.1 training taken; \n\n\t\t\t-Have a viable entrepreneurial project, validated by the GAC (see screening and evaluation step above); \n\n\t\t\t-Existence of a structure housing the economic activity; \n\n\t\t\t-Signing of a post-creation support agreement between the young entrepreneur, the Business Development Service (BDS) provider, and the GAC. \n\t\t\t | \n\t\t
| \n\t\t\t Duration \n\t\t\t | \n\t\t\t\n\t\t\t -Individual or group support for a period of at least 6 months. \n\t\t\t | \n\t\t
| \n\t\t\t Results \n\t\t\t | \n\t\t\t\n\t\t\t -Number of businesses created/supported; \n\n\t\t\t-Number of youth attributing increased income to micro-entrepreneurship activities; \n\n\t\t\t-Number of businesses still in operation at project closing date; \n\n\t\t\t-Percentage increase in reported income of young people supported by project entrepreneurship activities; \n\n\t\t\t-Number of part time or full time jobs generated per created/supported business; \n\n\t\t\t-Percentage of youth beneficiaries who rate the quality of coaching and mentoring support as useful or very useful. \n\t\t\t | \n\t\t
\n\n
During this second stage, the BDS providers will accompany selected young entrepreneurs following the effective start of their activity in order to improve the survival chances of the enterprise.
\n\nTechnical support will be provided through coaching including practical training and individual and group support, including in the field (place of business). Technical support will be adapted to the needs of the young entrepreneur, and agreed between the service provider and the beneficiary, building on an initial assessment. It will cover the management skills essential to the adequate implementation of the entrepreneurial project, namely financial management, cash management, marketing, canvassing of business opportunities, marketing and support in carrying out administrative formalities/procedures. The support will also include the mobilization, on a more ad hoc basis, of sectoral or professional expertise appropriate to the beneficiary depending on the nature and sector of the project, offering technical advice, or mentoring and experience sharing from experienced entrepreneurs in the specific sector of the enterprise. The service provider may also offer group support modules for peer-to-peer experience sharing and networking.
\n\nThe methods for assessing the skills building needs of young entrepreneurs and the support tools put in place may vary depending on the knowledge and expertise mobilized by each service provider. Providers will have to propose a methodology and tools to support young entrepreneurs during this stage. These elements must be detailed in the technical proposal.
\n\n(ii) Post-creation financial support
\n\nTable 3: Conditions, duration and results of the post-creation financial support
\n\n| \n\t\t\t Beneficiary requirements \n\t\t\t | \n\t\t\t\n\t\t\t -Be part of the Project target population; \n\n\t\t\t-Subcomponent 1.1 training taken; \n\n\t\t\t-Have a viable entrepreneurial project, validated by the GAC (see screening and evaluation step above); \n\n\t\t\t-Existence of a structure housing the economic activity; \n\n\t\t\t-Engage in the post-creation, technical support journey; \n\n\t\t\t-Signing of a post-creation support agreement between the young entrepreneur, the BDS provider, and the GAC. \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Duration \n\t\t\t | \n\t\t\t\n\t\t\t -Financial support spread over the duration of the technical support (two tranches of each 50% of the grant value: the first tranche issued once the agreement is signed and the second tranche issued to the project leader once the first tranche is fully disbursed by the project leader who have purchased goods, services and equipment as per GAC-approved business plan). Business plans have to include and specify goods, services and equipment to be purchased with start-up grant (USD 1,000). \n\t\t\t | \n\t\t
| \n\t\t\t Results \n\t\t\t | \n\t\t\t\n\t\t\t -Number of young entrepreneurs who have signed an agreement to engage in post-creation support; \n\n\t\t\t-Number of young entrepreneurs that have accessed funding; \n\n\t\t\t-Number of beneficiaries who have completed post-creation support (retention rate); \n\n\t\t\t-Number of micro-enterprises at the end of the project (survival rate) \n\t\t\t | \n\t\t
In addition to technical support, beneficiaries will receive start-up Grant, capped at 1,000USD per micro-enterprise created.
\n\nA schedule for the disbursement of financial assistance will be included in the agreement signed between the beneficiary, the service provider and the GAC.
\n\nOnce the granting of financial assistance is recorded and post-creation support begins, ad hoc checks will be issued to youth project leaders participating in the post-creation phase. Micro-entrepreneurship grants will be disbursed in two tranches of each 50% of the micro-entrepreneurship grant value. The transfers will be made by the PMU Financial Officer. The service provider is required to regularly follow up with young entrepreneurs to ensure that the allocated funds have been used to finance the established business. A control and verification procedure will also be put in place.
\n\nResults
\n\nThe micro-entrepreneurship sub-component aims to create at least 730 enterprises (365 enterprises per each service provider) in the project targeted areas in the Governorate of Baghdad, and achieve the following results:
\n\nTable 4 : Micro-entrepreneurship sub-component results
\n\n\n\n
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t TOTAL (Service Provider) \n\t\t\t | \n\t\t
| \n\t\t\t Beneficiaries supported (pre-creation) – number \n\t\t\t | \n\t\t\t\n\t\t\t 1000 \n\t\t\t | \n\t\t
| \n\t\t\t Female % \n\t\t\t | \n\t\t\t\n\t\t\t 50% \n\t\t\t | \n\t\t
| \n\t\t\t Micro-enterprises supported (post-creation – technical support) – number \n\t\t\t | \n\t\t\t\n\t\t\t 730 \n\t\t\t | \n\t\t
| \n\t\t\t Female % \n\t\t\t | \n\t\t\t\n\t\t\t 50% \n\t\t\t | \n\t\t
| \n\t\t\t Micro-enterprises supported (post-creation – financial support) – number \n\t\t\t | \n\t\t\t\n\t\t\t 730 \n\t\t\t | \n\t\t
\n
Annex 2: Project Target Beneficiaries
\n\nThe primary beneficiaries of this project will be 1,000 marginalized youth (aged 18-34), who are unemployed or underemployed and living in conflict-affected communities in Mosul in the following targeted districts: Mosul Center, Hamam Al-Aleel, Al-Qayara, Baashiqa, Al-Shura and Al-Muhalabiya. Of these, at least 50% are expected to be young women. MoYS will focus on unemployed young people who have dropped out of school or are working in the informal sector. Priority will be given to youth who meet multiple vulnerability criteria, as defined in the table below:
\n\n\n\n
Beneficiary Eligibility Criteria
\n\n\n\n
| \n\t\t\t Category \n\t\t\t | \n\t\t\t\n\t\t\t Definition \n\t\t\t | \n\t\t
| \n\t\t\t Employment status \n\t\t\t | \n\t\t\t\n\t\t\t Youth falling into either of the following two definitions of employment status will be eligible to participate in the project: \n\n\t\t\t
| \n\t\t
| \n\t\t\t \n\n\t\t\t Education level and status \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Basic literacy and numeracy will be required although completion of high school and/or college/university will not be a requirement. The project will be open to youth with varying educational backgrounds and will prioritize youth who have dropped out of school who, generally, have the least chances of employment. \n\n\t\t\t\n\n\t\t\t Youth enrolled in academic or vocational training whose hours of study do not conflict with the project’s activities will be eligible to join. The aim is to discourage youth from leaving education to join the project. \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Gender \n\t\t\t | \n\t\t\t\n\t\t\t At least 50% of all participants are females \n\t\t\t | \n\t\t
| \n\t\t\t Geographic spread \n\t\t\t | \n\t\t\t\n\t\t\t Equal distribution across districts although distribution between communities within the district may vary. \n\t\t\t | \n\t\t
| \n\t\t\t IDP Status \n\t\t\t | \n\t\t\t\n\t\t\t Priority will be given to youth with IDP status that meet other vulnerability criteria identified by the project. IDP status will be verified based on government issued IDs. \n\t\t\t | \n\t\t
| \n\t\t\t Economic status \n\t\t\t | \n\t\t\t\n\t\t\t Priority will be given to youth from the poorest families to be defined as: \n\n\t\t\t
| \n\t\t
\n\n
Data of identified beneficiaries
\n\n| \n\t\t\t رقم الهاتف \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t عنوان السكن الحالي \n\t\t\t | \n\t\t\t\n\t\t\t هل أنت العائل الأساسي للأسرة؟ \n\n\t\t\t(نعم/لا) \n\t\t\t | \n\t\t\t\n\t\t\t عدد افراد الاسرة المدرين للدخل \n\t\t\t | \n\t\t\t\n\t\t\t عدد أفراد الأسرة \n\t\t\t | \n\t\t\t\n\t\t\t الحالة الاجتماعية \n\t\t\t | \n\t\t\t\n\t\t\t قطاع العمل (رسمي/ | \n\t\t\t\n\t\t\t الوظيفة \n\t\t\t | \n\t\t\t\n\t\t\t مرحلة التسرب (ابتدائي/ متوسط/ | \n\t\t\t\n\t\t\t هل تم التسرب من المدرسة؟ \n\n\t\t\t(نعم/لا) \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t التحصيل الدراسي \n\t\t\t | \n\t\t\t\n\t\t\t سنة الميلاد \n\t\t\t | \n\t\t\t\n\t\t\t النوع الاجتماعي \n\t\t\t | \n\t\t\t\n\t\t\t الاسم بالكامل \n\n\t\t\t(برجاء إضافة اسم رب العائلة) \n\t\t\t | \n\t\t\t\n\t\t\t العدد \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 1) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 2) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 3) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 4) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 5) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 6) \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 7) \n\t\t\t | \n\t\t
\n\n
ملاحظة: لا داعي لذكر عنوان السكن السابق
\n\n\n\n
[1] i.e. Business idea can be implemented with the proposed resources
"},{"id":"OP00326631","notice_type":"Request for Expression of Interest","noticedate":"06-Dec-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-12-18T00:00:00Z","submission_deadline_time":"10:00","project_ctry_name":"Tanzania","project_id":"P500588","project_name":"Zanzibar Judicial Modernization Project (Zi-JUMP)","bid_reference_no":"TZ-JOZ-463292-CS-CQS","bid_description":"Consultancy services for designing and operationalizing staff performance management system (PMS) under the Judiciary Modernization Project (Zi-JUMP)","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"High Court, Vuga\nZANZIBAR\nTel: +255 772 071 720\nEmail: info@judiciaryzanzibar.go.tz","contact_ctry_name":"Tanzania","contact_email":"Ibrahim.ibrahim@judiciaryzanzibar.go.tz","contact_name":"Ibrahim Mzee Ibrahim","contact_organization":"The Judiciary of Zanzibar","contact_phone_no":"0743200608","contact_web_url":"https://judiciaryzanzibar.go.tz/web/","submission_date":"2024-12-06T00:00:00Z","notice_text":"\n\n
THE JUDICIAL OF ZANZIBAR
\n\nREQUEST FOR EXPRESSIONS OF INTEREST
\n\nCONSULTING SERVICES – FIRMS SELECTION
\n\nCOUNTRY: THE UNITED REPUBLIC OF TANZANIA
\n\nNAME OF PROJECT: JUDICIAL MODERNIZATION PROJECT (Zi-JUMP).
\n\nCredit No.: 7547
\n\nASSIGNMENT TITLE: CONSULTANCY SERVICES FOR DESIGNING AND OPERATIONALIZING STAFF PERFORMANCE MANAGEMENT SYSTEM (PMS) UNDER THE JUDICIARY MODERNIZATION PROJECT (Zi JUMP).
\n\nIssue Date: 4th December, 2024
\n\nReference No. TZ-JOZ-463292-CS-CQS
\n\nThe Judiciary of Zanzibar has received financing from the World Bank toward the cost of the Judicial Modernization Project (Zi-JUMP) and intends to apply part of the proceeds for Consultancy Services.
\n\nThe consulting services (“the Services”) include to design and operationalize a comprehensive Staff Performance Management System for 100 Judicial staff and 372 Non-judicial staff that aligns with the strategic goals of the Judiciary in Zanzibar and contributes to improving service delivery, implementation period is 9 months, expected start month of assignment is January 2025.
\n\nThe Judiciary of Zanzibar 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.
\n\nThe short-listing criteria are:
\n\na. Core Business of the firm and Five (5) years in business.
\n\nb. Relevant similar experience, which should specifically include the following;
\n\ni. Experience of at least one (1) similar assignment within the last three (3) years in developing countries cumulative years from (2021 to 2023)- Information to be provided should include name of assignments, names and full contact addresses of the Clients, contract value (in equivalent US dollars) and period (dates) of execution of assignments.
\n\nii. Demonstration of experience of work in similar conditions.
\n\nc. Technical and Managerial Capability of the firm [The Consultant must provide the structure of the organization, general qualifications and number of Key staffs. (Do not provide CV of the Key staff. Key Experts will not be evaluated at the shortlisting stage)].
\n\nThe attention of interested Consultants is drawn to Section III, paragraph, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers “fifth edition September 2023 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms in the form of a joint venture or a sub consultancy to enhance their qualifications. 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. For firms participating in a JV, each member of the JV should independently meet the requirement of EoI criteria. For firms participating as association of lead and sub consultant, only the experience and qualification of lead firm will be assessed as per EoI criteria
\n\nA Consultant will be selected in accordance with the Consultant’s Qualifications Based Selection (CQS) set out in the World Bank Procurement Regulations for IPF Borrowers Fifth Edition, dated September 2023;
\n\nFurther information and the detailed Terms of Reference (ToR) for the assignment can be obtained electronically at the following email addresses, from Mondays to Fridays, from 07:30 am to 03:30 pm East Africa time:
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\nEmail: procurement@judiciaryzanzibar.go.tz
\n\nExpression of Interest; clearly marked consultancy services for designing and operationalizing staff performance management system (PMS) under the Judiciary Modernization Project (Zi JUMP), must be delivered in a written form to the address below (in hard and soft copy through flash disk) on or before 10:00 a.m. Local Time, on Wednesday, 18th December, 2024. Bids will be publicly opened in the presence of the bidder’s designated representatives and any who choose to attend at the address below at 10:30 am of Wednesday, 18th December, 2024 at Second Floor Room No. 208.
\n\nFOR SUBMITION:
\n\nAttn: Secretary of Tender Board
\n\nJudicial of Zanzibar
\n\nP.O.BOX: 160
\n\nTEL: 024-2230182
\n\nFAX: 024-2232720
\n\n214 Tunguu Road
\n\n70491 South Unguja
\n\nFirst Floor Room No. 109
\n\nZanzibar, Tanzania
\n\nEmail address: cca@judiciaryzanzibar.go.tz
\n\nprocurement@judiciaryzanzibar.go.tz
\n\nWebsite: www.judiciaryzanzibar.go.tz
\n\n\n\n
TERMS OF REFERENCE (TOR)
\n\n(For more clarity on Zi-JUMP and the components, the Project Appraisal Document (PAD) is available at the Zanzibar Judiciary website: www.judiciaryzanzibar.go.tz)
\n\n2. To overcome the above impediments, JoZ intends to facilitate the development and implementation of a comprehensive PMS that will help to institutionalize performance management and regular exchanges between supervisors and staff to discuss performance and determine steps to be taken to strengthen their capabilities. This system will enable the monitoring, assessment, and improvement of staff performance, which will be aligned with institutional goals and standards. The PMS will ensure that all judicial officers and staff are evaluated fairly and that there is a continuous professional development framework.
\n\nIII. OBJECTIVES OF THE ASSIGNMENT
\n\nThe Scope of this assignment is structured into the following phases:
\n\n\n\n
Under this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\ni) Conduct Current System Analysis:
\n\nii) Define Requirements:
\n\nOutput:
\n\nInput timeline: 4 Weeks
\n\n\n\n
Under this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\nOutput:
\n\nInput timeline: 7 Weeks
\n\nUnder this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\nOutput:
\n\nInput timeline: 4 Weeks
\n\n\n\n
Under this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\nOutput:
\n\n\n\n
Input timeline: 6Weeks
\n\n\n\n
Under this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\nOutput:
\n\nInput timeline: 4 Weeks
\n\nUnder this phase, the consultant shall perform the following tasks:
\n\nTasks:
\n\nOutput:
\n\nInput timeline: 12 Weeks
\n\nPostgraduate Degree in Human Resource Management, Public Administration, Law, Information Technology, or Business Administration. These academic qualifications provide the necessary foundation in organizational management, legal structures, and business processes.
\n\n\n\n
A Human Resource Specialist will ensure that the PMS aligns with best practices in employee performance management, appraisals, and training development.
\n\nBachelor’s Degree in Human Resource Management, Organizational Development, or Public Administration.
\n\nMaster’s Degree in Human Resource Management or Industrial/Organizational Psychology will be an added advantage.
\n\n\n\n
A Data Analyst will assist in analyzing and interpreting performance data, ensuring that the PMS provides actionable insights for improving judicial staff performance.
\n\nBachelor’s Degree in Statistics, Data Science, Mathematics, or Information Technology.
\n\nAt least 5 years of experience in data analysis and performance reporting, with a focus on the public sector or human resources.
\n\n\n\n
This professional ensures that the PMS adheres to national laws, judicial standards, and international best practices in terms of data handling, staff evaluation, and labor regulations.
\n\nBachelor’s Degree in Law.
\n\nMaster’s Degree in Corporate Law, Legal Compliance, or Labor Law.
\n\n\n\n
v. Training Specialist:
\n\nA Master's Degree or relevant certification will be an added advantage.
\n\n| \n\t\t\t SN \n\t\t\t | \n\t\t\t\n\t\t\t PHASE \n\t\t\t | \n\t\t\t\n\t\t\t DELIVERABLES \n\t\t\t | \n\t\t\t\n\t\t\t TIMEFRAME \n\t\t\t | \n\t\t\t\n\t\t\t PAYMENT \n\n\t\t\t100% \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Initial phase \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t 2 Weeks \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\n\t\t\t(After submission and approval of the inception report) \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 1 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 4 weeks \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 30% \n\n\t\t\t(After submission and approval of the deliverables) \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 2 \n\t\t\t | \n\t\t\t\n\t\t\t
\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 7weeks \n\t\t\t | \n\t\t|
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 3 \n\t\t\t | \n\t\t\t\n\t\t\t
\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 4 weeks \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 30% \n\n\t\t\t(after submission and approval of the deliverables) \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 4 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 6 weeks \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 5 \n\t\t\t | \n\t\t\t\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 4 weeks \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 30% \n\n\t\t\t(After submission and Approval of the deliverables) \n\t\t\t | \n\t\t
| \n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t Phase 6 \n\t\t\t | \n\t\t\t\n\t\t\t
Knowledge Transfer Plan \n\n\t\t\t
| \n\t\t\t\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t 12 weeks \n\t\t\t | \n\t\t|
| \n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t Total Timeline Estimates \n\t\t\t | \n\t\t\t\n\t\t\t 36 weeks ( 9 Months) \n\t\t\t | \n\t\t
\n\n
"},{"id":"OP00310774","notice_type":"Request for Expression of Interest","noticedate":"16-Sep-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-09-30T00:00:00Z","submission_deadline_time":"05:00","project_ctry_name":"Western and Central Africa","project_id":"P175525","project_name":"West Africa Coastal Areas Resilience Investment Project 2","bid_reference_no":"GH-MESTI-441727-CS-CQS","bid_description":"CONSULTANCY SERVICE FOR THE DRAFTING OF REGULATIONS FOR THE COMMUNITY RESOURCE MANAGEMENT AREA (CREMA) UNDER THE WILDLIFE RESOURCES MANAGEMET ACT, 2023 (ACT 1115)","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Ministry of Environment, Science, Technology and Innovation\nMinistries\nAccra","contact_ctry_name":"Ghana","contact_email":"peter.dery@mesti.gov.gh","contact_name":"Peter J. Dery","contact_organization":"Ministry of Environment, Science Technology and Innovation","contact_phone_no":"0243646749","submission_date":"2024-09-16T00:00:00Z","notice_text":"
CONSULTANCY SERVICE FOR THE
\n\nDRAFTING OF REGULATIONS FOR THE COMMUNITY RESOURCE MANAGEMENT AREA (CREMA) UNDER THE WILDLIFE RESOURCES MANAGEMET ACT, 2023 (ACT 1115)
\n\nINTRODUCTION
\n\nThe Government of Ghana, through the Ministry of Lands and Natural Resources, has recently enacted the Wildlife Resources Management Act, 2023 (Act 1115). This Act represents a comprehensive legislative framework that revises and consolidates all relevant laws related to wildlife and protected areas management in the country. Passed by Parliament on 28th July 2023 and assented to by the President on 1st March 2024, Act 1115 seeks to provide a coherent framework for implementing modern policies and international commitments, including the Forest and Wildlife Policy, 2012, and the Forestry Development Master Plan (2016-2036).
\n\nThe Act aligns Ghana's wildlife management practices with current international best practices and establishes a robust legal framework to support sustainable wildlife management and conservation. Additionally, it provides a solid legal basis for the creation and management of Community Resources Management Areas (CREMAs), thereby promoting local community involvement in wildlife conservation.
\n\nSection 37 of Act 1115 mandates the Minister, on recommendation from the Forestry Commission, to enact regulations on relevant matters including CREMAs. The Ministry of Lands and Natural Resources under the WACA ResIP 2 seeks the services of a consultant to draft these regulations using the laid down procedures.
\n\nPROJECT BACKGROUND
\n\nThe West Africa Coastal Area (WACA) Program was developed in response to countries’ requests for solutions and finance to help protect and restore the ecological, social, and economic assets of coastal areas in the subregion. In recent years, West Africa’s coastal communities have become highly vulnerable to the impacts of coastal erosion, flooding, pollution, and coastal retreat resulting in the loss of housing, assets, land, and other important ecosystem services.
\n\nThe degradation of these coastal and marine ecosystems could lead to a significant and potentially irreversible loss of critical ecosystems such as beaches, wetlands, and mangroves which are key for sustainable livelihoods, food security, and storm protection.
\n\nThese challenges are often transboundary, multisectoral, and beyond the ability of one country or development partner to finance or effectively tackle. Consequently, to address these shared regional challenges, the WACA Resilience Investment Project (ResIP 2) was approved by the World Bank in December 2022.
\n\nThe WACA ResIP 2 supports site-specific grey, green, and hybrid physical investments, and social subprojects at the community level to achieve measurable increases in protection from coastal erosion and flooding, pollution control, and to promote climate-resilient and nature-based coastal development. Project activities are expected to directly benefit people at project sites in the three beneficiary countries, i.e. Ghana, the Gambia and Guinea Bissau who live along the coast and depend on it for their livelihoods.
\n\nIn Ghana, the Project is designed to address these challenges and to unlock the potential of its blue economy to ensure a resilient seascape for the communities who depend on it for their livelihood and wellbeing. Notable among the challenges in Ghana are coastal erosion, flooding, pollution; ecosystem degradation; and inadequate institutional coordination of policies and programs. Under component three (3) of the WACA ReSIP 2 in Ghana, there is the need to strengthen the legislation framework to support collaborative resource management and community engagement in the country WACA ResIP 2 in Ghana is being led by the Ministry of Environment, Science, Technology and Innovation (MESTI) with support from the Ministry of Lands and Natural Resources (MLNR) and its Technical Agencies (Wildlife Division of the Forestry Commission), Ministry of Works and Housing (MWH) together with Ghana Hydrological Authority (GHA), the Environmental Protection Agency (EPA) and other partners. Details of the project design and implementation arrangement is available in the Project Appraisal Document which will be provided as part of the Client’s Input to the assignment.
\n\nThe overall objective of WACA in Ghana is to strengthen the resilience of coastal communities in addressing coastal challenges. The overarching strategy to achieve this outcome is to focus on strengthening Ghana's blue economy and to restore and protect critical coastal ecosystems which provide essential services to nearby communities, including income generation and protection against natural disasters.
\n\n\n\n
OBJECTIVE OF THE ASSIGNMENT
\n\nThe objective of this assignment is to support the Ministry of Lands and Natural Resources and its Agencies to prepare a Legislative Instrument to guide the setting up and operationalization of Community Resource Management Areas (CREMAs) model in the country.
\n\nThe specific objectives of the assignment are to:
\n\nSCOPE OF THE ASSIGNMENT
\n\nThe scope of the assignment would cover stakeholder consultation and consensus building towards the drafting of the proposed CREMA Regulation and processes leading to Parliamentary approval of the regulation including engagements with the Attorney General’s Department, Committees and Sub-Committees of Parliament. In line with the fact that the CREMA legislation is going to be national, the consultations and consensus building activities will cover the whole country. The MLNR FPU in consultation with MESTI will agree on the zoning of the areas to ensure efficiency in the process.
\n\nTASK TO BE PERFORMED.
\n\nThe consulting firm will be expected to develop comprehensive regulations that amongst others:
\n\nTo achieve the above listed, the consulting firm will perform the tasks in the table within the consultancy period to achieve the goal of the assignment.
\n\nTable 1: Detailed Activities
\n\n| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Activities \n\t\t\t | \n\t\t\t\n\t\t\t Tasks \n\t\t\t | \n\t\t
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Development of draft Legislative Instrument for Wildlife Resources Management Act, 2023 (Act 1115) \n\t\t\t | \n\t\t\t\n\t\t\t Review and analyse provisions on CREMA under Act 1115, as well as existing policies and guidelines on the CREMA \n\t\t\t | \n\t\t
| \n\t\t\t Conduct in house consultations with the MLNR and FC to obtain legislative drafting instructions \n\n\t\t\t\n\t\t\t | \n\t\t||
| \n\t\t\t To conduct wider stakeholder engagements during the execution of the assignment and participate in dissemination meetings to understand the context and dynamics of the proposed Regulations from the stakeholder’s perspective \n\n\t\t\t\n\t\t\t | \n\t\t||
| \n\t\t\t Produce zero draft legislative Instrument \n\n\t\t\t\n\t\t\t | \n\t\t||
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Participation in Stakeholder consultations and Validation Meeting \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Subject the draft LI to stakeholder engagement including Expert reviews and Focus Group Discussions \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t Revise the LI and submit to the MLNR \n\n\t\t\t\n\t\t\t | \n\t\t||
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Chaperoning L.I. prior to laying in Parliament \n\t\t\t | \n\t\t\t\n\t\t\t Attend follow-up meetings and facilitate informal meetings of the Subsidiary Legislation Committee of Parliament to validate the draft Regulations before legislative drafting instructions are sent to the Attorney General’s Office and Ministry of Justice \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Reporting \n\t\t\t | \n\t\t\t\n\t\t\t Produce Stakeholder Consultaion Report and the End of Assignment report \n\n\t\t\t\n\t\t\t | \n\t\t
\n\n
\n\n
Table 2: DELIVERABLES AND EXPECTED TIMELINE
\n\n| \n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Proposed Deadline \n\t\t\t | \n\t\t
| \n\t\t\t Inception Report with detailed work plan, methodology, and timeline. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t One (1) week upon signing the contract \n\t\t\t | \n\t\t
| \n\t\t\t Submission of Draft Regulations: Initial draft of the regulations for review \n\t\t\t | \n\t\t\t\n\t\t\t Eight weeks (8) upon signing the contract \n\t\t\t | \n\t\t
| \n\t\t\t Stakeholder Consultation Report with summary of inputs and feedback from consultations. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Sixteen Weeks (16) upon signing the contract \n\t\t\t | \n\t\t
| \n\t\t\t Submission of Final Regulations: Revised and finalized regulations incorporating stakeholder feedback \n\t\t\t | \n\t\t\t\n\t\t\t Twenty-Weeks (20) upon signing the contract \n\t\t\t | \n\t\t
| \n\t\t\t Consultant’s end of assignment report to guide development of complementary mechanisms. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Twenty- Four Weeks (24) upon signing the contract \n\t\t\t | \n\t\t
\n\n
\n\n
DURATION OF ASSIGNMENT: Six months starting from 1st August to 2024 to 28th February 2025
\n\n\n\n
QUALIFICATION OF CONSULTANCY FIRM
\n\nA consultancy firm which is duly registered with the Registrar of Companies with qualified individuals or professionals and support staff available to be deployed to execute this assignment. The team should consist of a team leader, researchers or experts specialized in the different aspects required for the task. In the case where a foreign firm is selected, the firm shall partner with relevant local organizations in accordance with the laws of Ghana.
\n\nExperience and Expertise of Firm/Organization
\n\n\n\n
A minimum of five (5) years of experience providing services for similar assignments is required of the consultancy firm.
\n\nTeam Composition
\n\nThe consulting firm shall use Key Experts for the execution of the assignment. Only one CV shall be submitted for each Key Expert position. Experience working in Ghana and/or other West African countries will be an added advantage.
\n\nThe Firm is responsible for meeting all tax liabilities, insurance, proof of incorporation and other related liabilities arising out of the Contract.
\n\nIn addition to providing dates, name of employing organization, titles of positions held, types of activities performed and location of the assignment, the Consultant’s Experts must provide contact information of previous works and employing organization(s) who can be contacted for references.
\n\nConsultant’s Experts must be available to undertake the assignment in case of an award. Any misstatement or misrepresentation will lead to disqualification by MESTI.
\n\nThe total estimated workload for this assignment is six (6) calendar months.
\n\nThe key professional staff required for the assignment are listed below:
\n\nMinimum Qualifications for Key Positions
\n\nThe minimum requirements for key staff are provided below.
\n\nTeam Leader.
\n\n\n\n
Must have at least a minimum educational qualification of master’s in Natural Resource Management, Environmental Science or Governance, Project Management, Development Studies, Protected Areas Management, law or related disciplines. Have at least ten (10) years’ experience in legislature drafting. The leader must provide information to indicate qualification to perform the task, description of similar assignments, relevant experience and general qualifications. The Consultant is expected to have ability to co-ordinate and moderate the relevant deliberations on the proposed legislation and facilitate multi stakeholder groups on the subject matter. Should be a qualified and competent member of a professional body in their field of practice.
\n\n\n\n
Collaborative Resource Management Specialist
\n\n\n\n
Must have a minimum educational qualification of Masters in Natural Resource Management, Social Development or related fields to the assignment and a minimum of 10 years post-qualification experience in CREMA establishment and operationalization. Should be a qualified and competent member of a professional body in their field of practice.
\n\nSocial and Environmental Specialists
\n\n\n\n
A minimum educational qualification of master’s degree in social development / environmental engineering / science / management (forestry, wildlife studies) or a related discipline is required. At least 5 years of field working experience in protected areas, community engagement and consensus building. Knowledge of World Bank environmental and social standards is essential and experience in Ghana is an advantage. Fluency in English language is essential.
\n\nLegal Expert
\n\n\n\n
Must have a minimum of master’s degree in law with over five (5) years of post-qualification experience. Should be a member of the Ghana Bar Association with extensive knowledge about drafting and public policy formulation. The legal expert must have experience in preparing a legislative instrument in Ghana
\n\n\n\n
REPORTING AND COORDINATION
\n\nThe assignment will be coordinated by the Project Implementation Unit (Procurement Unit) at the Ministry of Environment, Science, Technology, and Innovation (MESTI) with the support of the Focal Point Unit (FPU) at the Ministry of Lands and Natural Resources (MLNR).
\n\nMESTI will oversee the procurement process, but the Consultant will be directly supervised by the MLNR FPU to ensure that the technical details and review meetings are held on time. The MLNR will involve MESTI PIU in all meetings related to the assignment to ensure that processes are not duplicated, and all signoffs are achieved concurrently to save time.
\n\nThe Consultant must coordinate and convene monthly progress meetings with the MLNR’ FPU with representation from MESTI to discuss progress of work and facilitate the timely approval of mandatory dependency phases of the assignment.The Consultant must set up a recurring calendar appointment with tentative dates for the progress meetings. The Consultant is expected to prepare and submit formal meeting minutes for MLNR which will be shared with MESTI.
\n\nThe Consultant will take part in all expert review meetings, consultation, consensus building and validation workshops that would be organized by the Ministry of Lands and Natural Resources towards the goal of bringing multisectoral and subject matter experts’ contribution into the outputs of the assignment. The Consultant will be responsible for organizing the inputs of stakeholders from these engagements and prepare meetings reports in line with a template that would be agreed with MLNR.
\n\nThe Consultant would be required to take part in missions with the World Bank and would make a presentation of the status of the work if the need arises. In this regard, MESTI and MLNR would give prior notice to the Firm not less than 5 working days to prepare for such meetings or missions.
\n\nINPUTS FROM MESTI AND MLNR
\n\nAdditionally, MLNR and FC will provide at least a team of two staff to work with the consultant to improve their capacity and will also coordinate meetings as requested by the consultant
\n\n\n\n
\n\n
SELECTION PROCEDURE
\n\nA consulting firm will be selected in accordance with the Consultant Qualification Selection (CQS) Method, as set out in the Consultant Guidelines’ Selection and Employment of Consultants (under IBRD loan and IDA credit and Grants) by World Bank Borrowers, dated January 2011 and revised in July 2014.
\n\nInterested consultants may submit an Expression of Interest (EOI) that includes updated information on their qualifications and experience and how these are relevant to the provisions of the Terms of Reference to:
\n\nThe Project Coordinator
\n\nWACA ResIP 2 Ghana,
\n\nDirectorate of Environment
\n\nMinistry of Environment, Science, Technology, and Innovation
\n\nEmail: peter.dery@mesti.gov.gh and in copy to the email addresses below:
\n\nfrank.lare@mesti.gov.gh
\n\ndanielnsowah@yahoo.com
\n\nprocurement@mesti.gov.gh
\n\nFor further information about the project or these Terms of Reference please contact:
\n\nFor further clarification, kindly contact the following:
\n\nProcurement Specialist
\n\nPhone no.: 0302662626/0244-842128
\n\nE-mail: frank.lare@mesti.gov.gh
"},{"id":"OP00271770","notice_type":"Request for Expression of Interest","noticedate":"05-Feb-2024","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2024-02-25T00:00:00Z","submission_deadline_time":"12:00","project_ctry_name":"Egypt, Arab Republic of","project_id":"P172426","project_name":"Supporting Egypt’s Universal Health Insurance System","bid_reference_no":"EG-MOF-390545-CS-CQS","bid_description":"Hiring a company to prepare Strategic Environmental and Social Assessment and Green Health Insurance Program for the Universal Health Insurance System","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"Ministry of Finance - New Administrative Capital","contact_ctry_name":"Egypt, Arab Republic of","contact_email":"procurement.uhis.eg@outlook.com","contact_name":"Farah Mohamed","contact_organization":"Ministry of Finance","contact_phone_no":"+201126352861","contact_web_url":"https://mof.gov.eg/ar","submission_date":"2024-02-05T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICES – FIRMS SELECTION)
\n\nEgypt
\n\nSupporting Egypt’s Universal Health Insurance System Project
\n\nLoan No.: IBRD-91320
\n\nAssignment Title: Development of Strategic Environmental and Social Assessment and Green Health Insurance Program for the Universal Health Insurance System
\n\nReference No. EG-MOF-390545-CS-CQS
\n\nThe Ministry of Finance has received a loan of $400M from the World Bank toward the cost of the Supporting Egypt’s Universal Health Insurance System Project and intends to apply part of the proceeds for consulting services.
\n\nThe consulting services encompass the process of conducting a Social and Environmental Safeguard Assessment (SESA) and offering guidance for the development of the Green Health Insurance (GHI) program. This comprehensive approach involves various phases, including inception, scoping, impact assessment, and the formulation of a framework for an environmental and social management plan. The consultants are tasked with actively engaging in ongoing consultations with stakeholders, including citizens and vulnerable populations who benefit from the Universal Health Insurance Scheme (UHIS), utilizing diverse consultation tools.
\n\nMoreover, the consultants assume a crucial role in enhancing the capacities of the primary UHIS authorities through consultation meetings at different stages of SESA development, thereby ensuring the sustainability of the initiative. Regarding the GHI program, the consulting services entail a focus on three key tracks: policy and strategy, knowledge, and operational aspects. The Ministry of Finance (MoF) will lead the development of the program in collaboration with pertinent national and international stakeholders, including the private sector. In essence, consulting services encompass the provision of expertise, assessments, and guidance to facilitate the effective development and implementation of the environmental and health programs.
\n\nThe firm is tasked with assisting in the formulation of a suitable strategic environmental and social assessment, as well as contributing to the development of a Green Health Insurance Program for the Universal Health Insurance System.
\n\nThe consultancy mission should be accomplished in no more than 14 Weeks.
\n\nThe detailed Terms of Reference (TOR) for the assignment are attached to this request for expressions of interest.
\n\nThe “Supporting Egypt’s Universal Health Insurance System Project” now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services.
\n\nInterested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services (company profile, brochures, experience in similar assignments, availability of appropriate skills and resources, ... etc.).
\n\nThe shortlisting criteria are:
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” November 2020 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the CQS method (Consultant qualification selection) set out in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours 10.00 am to 4.00 pm – Sunday to Thursday.
\n\nExpressions of interest must be delivered in a written form to the address below by e-mail by 25th February 2024.
\n\nSupporting Egypt’s Universal Health Insurance System Project.
\n\nAttn: Farah Mohamed – Economic researcher.
\n\nMinistry of Finance.
\n\nCairo – Egypt.
\n\nTel: +201126352861
\n\nE-mail: procurement.uhis.eg@outlook.com
\n\n\n\n
\n\n
Terms of Reference
\n\nfor the development of
\n\nStrategic Environmental and Social Assessment and Green Health Insurance Program for the Universal Health Insurance System
\n\nEgypt has made significant health progress over the past three decades. For example, the maternal mortality ratio declined from 106 to 37 deaths per 100,000 live births, and infant mortality rate fell from 60 to 18 deaths per 1,000 births between 1990 and 2017. Egypt was able to achieve the Millennium Development Goals 3 and 4, on promoting gender equality, and empowering women, and improving maternal health, respectively. However, following rapid improvements in the 1990s and early 2000s, health progress has been considerably slowing down. Life expectancy increased from 66 to 72 years over the last two decades but remains below the Middle East and North Africa (MENA) average of 74 years.
\n\nDisparities persist in rural, remote, and slum areas, which have the poorest health outcomes and inadequate medical services, especially basic health services such as maternal and child care. Upper (Southern) Egypt and the border governorates tend to be the most lagging behind. For instance, under-five mortality is highest in Upper Egypt (38 deaths per 1,000 births) which is almost twice the level of the urban governorates (20 deaths per 1,000 births). On the other hand, Egypt has been facing a growing burden of non-communicable diseases (NCDs), mainly due to poorly controlled risk factors.
\n\nIn terms of health spending, Egypt is one of the lowest healthcare spenders in the MENA region with health expenditure at 1.4% of the GDP. Only 5.6% of total government budget is spent on health, accounting for 38% of the total health expenditure (THE). Thus, more than half of the THE (61%) is out-of-pocket (OOP). In addition to low health spending, systemic inefficiencies and inequities in health financing limit the effectiveness of the healthcare system. Moreover, approximately 90% of private expenditures are considered OOP, directly paid to healthcare providers by households. These expenditures are either prepaid to voluntary health insurance (10% of the THE) or paid directly to healthcare providers by households.
\n\nAs part of the effort to respond to such health challenges, the Government passed the universal health insurance law (UHIL) in January 2018, to accelerate progress toward universal health coverage (UHC). Such a mandate goes in line with the health pillar of Egypt‘s 2030 sustainable development vision and the Egyptian constitution of 2014 (Article 18 - “Every citizen is entitled to health and to comprehensive health care with quality criteria […]”). The UHIL envisions coverage for all citizens, including disadvantaged groups (approximately 30% of the population) who will be covered for free by the government, over 15 years.
\n\nThe management and application of the universal health insurance system (UHIS) entailed the formation of three main entities: 1) General Authority for Healthcare Accreditation and Regulation (GAHAR), which is primarily responsible for accreditation of healthcare service providers; 2) Universal Health Insurance Agency (UHIA), which is responsible for the management and financing of the system, particularly through revenue collection and contracting with service providers; and 3) Egypt Healthcare Authority (EHA), which is the main responsible for Governmental health service provision.
\n\nThe implementation of this new system started in Port Said Governorate, as a pilot, in July 2019 and currently rolled out in the other first phase Governorates in Luxor and Ismailia, with a gradual scaling up nationwide in the remaining five phases.
\n\nAccordingly, the Government of Egypt (GoE) is implementing a project for applying the UHIS in cooperation with the World Bank (WB), as part of the national program to reform the health sector. The objective of this letter-mentioned project entitled “Supporting Egypt’s Universal Health Insurance System” Project is to: (i) increase the coverage of Egypt’s Universal Health Insurance System (“UHIS”) in Phase I Governorates; (ii) strengthen UHIS-related governance and institutions; and (iii) provide temporary financial protection against high out of pocket health expenditures for vulnerable populations outside Phase I Governorates.
\n\nThe Project was designed using the Investment Project Financing (IPF) instrument with Performance-Based Conditions (IPF-PBC). It supports the necessary physical and social infrastructure to reduce poverty and create sustainable development by improving access to health services and increasing financial protection. The project is planned to support Phase I of the UHIS which targets six governorates: Port Said, Ismailia, Suez, South Sinai, Luxor, and Aswan.[1]
\n\nThe project has four main components:
\n\nComponent 1: Enrollment and empanelment of the population into UHIS.
\n\nComponent 2: Strengthening UHIS governance, systems, and facilitating environment.
\n\nComponent 3: Providing temporary financial protection against high OOP health expenditures for vulnerable populations outside of Phase I Governorates.
\n\nComponent 4: Institutional Capacity Building, Technical Assistance, and Project Management.
\n\nThe project is implemented by the Ministry of Finance (MoF) through the Project Management Unit (PMU) in coordination with the four newly formed UHIS agencies. It will also help to level the playing field for the private sector and incorporate the private sector into the UHIS. The UHIS organizations are:
\n\nThe program will include analytical studies that will cover a range of relevant topics, likely including, but not limited to:
\n\nAs the policies and action plans that would be defined by the UHIS implementation could have environmental and social impacts, the GoE, under the above-mentioned project, is committed to fulfilling the following actions:
\n\nThese two actions fall as well under one of the above-mentioned project’s PBCs “PBC#8: “Development and adoption of a set of complementary regulations and strategies for UHIS”.
\n\nThe SESA will use analytical and participatory approaches in order to identify and assess environmental and social impacts including climate change at an early stage. The SESA scope is more strategic and looks at the broader picture of the UHIS roll-out at the national level This study should be conducted along with the introduction of a GHIS Strategy. It should consider the analysis of the current situation in addition to predicting the impact of the UHIS with its gradual roll-out on the relevant social and environmental aspects and vice versa. The results will feed into strategies, policies, and plans and provide decision-makers with enough information to effectively and efficiently manage the environmental and social aspects of the UHIS.
\n\nFurthermore, as a new system is currently being implemented gradually in Egypt, it’s important to guarantee that the establishment of the UHIS is done with standards that take into account the environmental sustainability aspects as well as social inclusion. This is aligned with Egypt’s interest, particularly, in the achievement of the Sustainable Development Goal (SDG) 3 “Ensure healthy lives and promote well-being for all at all ages” and SDG 13 "Take urgent action to combat climate change and its impacts”, along with Egypt vision 2030 and the other relevant strategies including Egypt National Strategy for Climate Change 2050. This is in addition to Egypt's hosting of the 27th Conference of the Parties of the UNFCCC (cop27) last November 2022. Accordingly, several initiatives and actions have already been taken in this regard including the GoE aim to adopt a GHIS strategy. Such a strategy should serve as an integrated and unified coordination strategic framework for the ongoing or future activities and efforts undertaken by all the relevant national authorities concerned with the UHIS.
\n\nThe SESA starts with an inception and scoping phase followed by an impact assessment phase and ends with the development of a framework for an environmental and social management plan. Consultation with stakeholders, including citizens and vulnerable people benefiting from the UHIS, shall be an ongoing process during the course of SESA preparation using different consultation tools. The engagement of the main UHIS authorities through the consultation meetings undertaken by the consultant for all steps of the SESA development is expected to build, as well their capacities in such activity and guarantee its sustainability.
\n\nThe Green Health Insurance (GHI) program should focus mainly on three main tracks that need to be addressed in parallel: the policy and strategy track, knowledge track, and operational track, as detailed in the next section. The development of this program should be under the leadership of the MoF in close coordination with and participation of the relevant national and international stakeholders including the private sector.
\n\nThese two above-mentioned actions that the consultant will work on should be developed in close coordination with and under the supervision of the PMU at MoF.
\n\nThe objectives of the SESA study and the GHI program development are to identify and assess:
\n\nAs mentioned in the previous section, and following the World Bank (WB) guidelines for environmental and social assessments based on the WB Environmental and Social Framework (ESF) and the Appraisal Environmental and Social Review Summary conducted for the project, the inception and scoping phase should start at an early stage of the program, so as to ensure early identification of environmental and social aspects of the strategy. The SESA should build on the previous relevant assessments conducted and ensure that all the identification of stakeholders as well as impacts and the proposed measures and strategies for inclusion of various groups are well aligned
\n\nThe findings of the scoping phase will inform the subsequent UHIS activities. The SESA scoping phase should include the tasks and activities listed below:
\n\nAt the end of the inception and scoping phase, the consultant will prepare an Inception and Scoping Report presenting the activities undertaken during the inception and scoping phase, the findings, and recommendations of this phase. In the Inception Report, the Consultant will develop a full action plan for the whole assignment with clear roles and responsibilities and indication for the reporting milestones. The consultant is also required to clearly indicate his communication methods and protocol with different stakeholders. This protocol should be approved by the PMU and adopted throughout the assignment. At the inception phase, the Consultant should indicate any specific information that will be needed and any specific asks from the PMU and other stakeholders so that the PMU facilitate obtaining the information. The Inception report should be approved by the PMU after sharing with all stakeholders and should be committed to by all parties.
\n\nThis latter is expected to take from three to four weeks to be accomplished.
\n\nThe impact assessment stage will assess different strategies and action plans identified by the UHIS. The impact assessment stage should include the tasks and activities listed below:
\n\nAt the end of this stage, which should last at most four weeks, the consultant will submit a progress report highlighting different activities and findings during the Strategic Environmental and Social Impact Assessment phase.
\n\nThe strategic environmental and social action plan will follow the assessment of impacts in order to identify the strategic actions to be taken by different bodies to minimize environmental and social impacts and maximize the benefits. The action plan stage should include but not limited to the tasks and activities listed below:
\n\nThe draft SESA including the action plan will be submitted prior to the final stakeholder consultation workshop, and the final SESA will be submitted after taking the stakeholders' comments into consideration.
\n\nThe consultant should develop a proposal identifying the needed activities, roles/ responsibilities, and communication methods with different stakeholders in order to accomplish the development of the GHI program under the three main tracks.
\n\nThis program should support the development and adoption by the UHIA of a new Green Health Insurance System Strategy. Such a new strategy should be aligned with the ‘Go Greener’ initiative adopted by the GoE and will consist of mandatory measures as mentioned in the Project Appraisal Document (2020, Report No: PAD3633) including, but not limited to: (i) improved energy efficiency in health facilities; (ii) a Climate and Health Vulnerability Assessment (CHVA); (iii) use of digital health records; (iv) promotion of the use of telemedicine; (v) use of local food sources; (vi) waste reduction; (vii) energy-conscious sourcing, and construction; and (viii) reduction in usage of non-recyclables. This will include as well climate adaptation measures, particularly through the promotion of telemedicine which helps reduce the carbon footprint related to travel to health facilities.
\n\nThe GoE, under the leadership of the Ministry of Finance and in coordination with the WB, has developed the main tenets and strategic pillars of Egypt’s GHIS and proposed main actions for the relevant stakeholders involved.
\n\nAccordingly, the consultant should support in drafting the GoE GHIS main broad strategy document, after agreeing on the strategy contents proposed. Such a document should elaborate more on the strategic pillars of the GHIS, building upon this above-mentioned framework. This should be accomplished in six weeks from the start of the consultant assignment.
\n\nThe consultant should benefit from the assessments and analysis already done in this area such as the studies undertaken by the WB and the World Health Organization including the Climate Health Vulnerability Assessment and identify the knowledge gaps, which is essential to maximize the utility of environment and health analytics. This aims to tailor specific solutions aligned with the context on the ground. Accordingly, the consultant should develop a report with the activities undertaken under this track, its findings, and recommendations.
\n\n\n\n
This track should elaborate more detailed action plans under the main strategic policy actions or programs identified in the GoE GHIS main strategy document developed during the policy and strategy track. It should propose as well roles of both the public and private actors (national and international) in the operationalization of the GHI program and the implementation of the actions. To this end, the following six interlinked dimensions are proposed:
\n\nThe deliverables, as indicated above, include the following:
\n\n| \n\t\t\t Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Payment (%) \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 1 \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report of SESA and GHI \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t SESA \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 2 \n\t\t\t | \n\t\t\t\n\t\t\t Draft SESA report \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 3 \n\t\t\t | \n\t\t\t\n\t\t\t SESA Final report \n\n\t\t\t(Approved Report by PMU) \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t SESA Total \n\t\t\t | \n\t\t\t\n\t\t\t 65% \n\t\t\t | \n\t\t
| \n\t\t\t GHI \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 4 \n\t\t\t | \n\t\t\t\n\t\t\t GoE - GHIS main strategy document \n\n\t\t\t(in both Arabic and English languages) \n\n\t\t\t(Approved Report by PMU) \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 5 \n\t\t\t | \n\t\t\t\n\t\t\t Knowledge Gaps Assessment Report \n\n\t\t\t(Approved Report by PMU) \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t Deliverable # 6 \n\t\t\t | \n\t\t\t\n\t\t\t Program action plans (in both Arabic and English languages) \n\n\t\t\t(Approved Report by PMU) \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t GHI Total \n\t\t\t | \n\t\t\t\n\t\t\t 35% \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Total \n\t\t\t | \n\t\t\t\n\t\t\t 100% \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
The type of contract for this consultancy services is lump sum contract, and the implementation period is for fourteen weeks. The SESA and GHI activities will be started at the same time and will be implemented in parallel, as following:
\n\nInception Report: 4 weeks
\n\nDraft ESIA Report: 6 weeks.
\n\nFinal ESIA Report(s): 4 weeks
\n\nGHI Strategy: 6 weeks
\n\nKnowledge gap report 4 weeks
\n\nAction plan report 4 weeks
\n\nThis consultancy should provide a team of personnel of proven competence and experience to undertake the tasks defined by these Terms of Reference. Team members shall have the prerequisite experience specified in relation to their assignments and shall have an overall background in relevant areas. The team will consist of the following key experts:
\n\nOne of the experts listed above will be the Team Leader (TL). He/She must have a proven:
\n\n\n\n
\n\n
\n\n
"},{"id":"OP00194744","notice_type":"Request for Expression of Interest","noticedate":"08-Sep-2022","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2022-09-28T00:00:00Z","submission_deadline_time":"15:00","project_ctry_name":"Lao People's Democratic Republic","project_id":"P160930","project_name":"Lao PDR Southeast Asia Disaster Risk Management Project","bid_reference_no":"C4.2/C02-FIRM","bid_description":"Design and Development of a Monitoring and Management System (MMSystem) for Post-Disaster Recovery and Reconstruction Investments","procurement_group":"CS","procurement_method_code":"CQS","procurement_method_name":"Consultant Qualification Selection","contact_address":"SEADRM Projects, Department of Planning, Ministry of Planning and Investment,SithanNeua Villag","contact_ctry_name":"Lao People's Democratic Republic","contact_email":"oula.somchanmavong@gmail.com","contact_name":"Oula Somchanmavong","contact_organization":"Ministry of Planning and Investment","contact_phone_no":"+85620-55605094","submission_date":"2022-09-08T00:00:00Z","notice_text":"
REQUEST FOR EXPRESSIONS OF INTEREST
(CONSULTENCY SERVICE)
Ministry of Planning and Investment (MPI)
Lao PDR South East Asia Disaster Risk Management Project (IDA 6120-LA)
Assessment Title: Monitoring Management System Design and Development
Lao PDR is exposed to high climate and disaster risks, which causes widespread damage to infrastructure and impacts livelihoods. Floods, storms, and droughts are the most prevalent hazards, which are expected to become more severe under the influence of climate change. To reduce disaster impacts, a comprehensive approach to disaster risk management is needed which is the basis of the design of the Lao People’s Democratic Republic (PDR) Southeast Asia Disaster Risk Management (SEA DRM) Project with Additional Financing. The Government of Lao People’s Democratic Republic (GoL), with financing from the World Bank’s International Development Association (IDA), is implementing the Lao People’s Democratic Republic (PDR) Southeast Asia Disaster Risk Management (SEADRM) Project with Additional Financing. The Project seeks to reduce the impacts of flooding in target areas and enhance the GoL’s capacity to provide hydro-meteorological services and disaster response. The Project adopts a comprehensive approach to DRM through activities related to urban flood risk management, hydromet modernization and early warning systems, and financial preparedness.
Component 4 of the Lao SEADRM Project on ‘Knowledge and Coordination’, implemented by the Department of Planning (DOP) of the Ministry of Planning and Investment (MPI), supports overall project coordination and management and studies for mainstreaming disaster risk management (DRM) in planning and investment. To strengthen disaster preparedness and recovery, DoP-MPI developed a Value for Money (VfM) Strategy for Disaster Recovery and Reconstruction 2016-2020 for LaoPDR, which aims to improve management of investments in disaster recovery and reconstruction, looking at the criteria of relevance, effectiveness, efficiency, impact, and sustainability. The updating of a national VfM strategy for Post-Disaster Recovery and Reconstruction is on-going.[1]
However, limited information and communications technology (ICT) capacity and government resources, along with the lack of opportunities for sufficient hands-on training, have hindered the operationalization of the VfM Strategy. While initial steps have been taken by MPI, further support is required to coordinate integration of the VfM Strategy into the current DRM policy framework (including the Post-Disaster Needs Assessment [PDNA] procedures) and build the technical and ICT capacities of DOP-MPI, line ministries, and provincial departments to operationally-ready standards.
The Client (DOP-MPI) is now recruiting a Consultant (firm) to develop the Monitoring and Management System (MMSytem), a spatial data sharing and decision support system to support DOP-MPI in operationalizing the VfM strategy. The MMSystem’s overall objective is to improve access to risk information for making better informed decisions in post-disaster recovery and reconstruction investments. The MMSystem is expected to:
The scope of the MMSystem is to improve data management and data access, and to enable more informed decision making and better monitoring of post-disaster reconstruction efforts. This will primarily involve one selected department within DoP-MPI as the custodian of the system and other stakeholders as data users. It is anticipated that as capacity for operating and using the system grows (within and across government), opportunities for building the level of sophistication and functionality of the system can be developed.
The following guiding principles shall be used for the design and development of the MMSystem:
The expected period of performance is 18 months from the start of the assignment
Expression of Interest must be delivered no later than 15:00 PM 28 September 2022 (Lao-Time) to the address below
(In person, or by email, or by fax or by e-mail)
Department of Planning, Ministry of Planning and Investment (MPI)
Attn: Mr. Khounkham Vongkhamsao, Director of Division,
Mrs. Pany vorachit, Deputy Director of Division.
Souphanouvong Avenue, Sithan Village, Sikhottabong District,
Vientiane Capital, Lao PDR
Tel & Fax: (+856-20) 216752
Email: k.vongkhamsao@gmail.com; vorachithp@yahoo.com
Cc:poupae.dalouny@gmail.com
"},{"id":"OP00089702","notice_type":"Request for Expression of Interest","noticedate":"28-May-2020","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2020-06-16T00:00:00Z","submission_deadline_time":"14:00","project_ctry_name":"Suriname","project_id":"P166187","project_name":"Competitiveness and Sector Diversification","bid_reference_no":"SR-MNR-159325-CS-QCBS","bid_description":"Strategic Environmental and Social Assessment (SESA)","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Mr. Dr. J.C. de Mirandastraat 11 – 15, Republic of Suriname","contact_ctry_name":"Suriname","contact_email":"promoconsultancy@yahoo.com","contact_name":"Guilliano Doest","contact_organization":"Ministry of Natural Resources","contact_phone_no":"(+597) 474666","submission_date":"2020-05-28T00:00:00Z","notice_text":"
WORLD BANK
And
Ministry of Natural Resources
of Suriname
REQUEST FOR EXPRESSIONS OF INTEREST
(CONSULTING SERVICES – FIRMS SELECTION)
Republic of Suriname
Suriname Competitiveness and Sector Diversification Project
Loan No.: IBRD Loan 8985 -SR
Assignment Title: Consulting Services
Reference No. (as per Procurement Plan): SR-MNR-159325-CS-QCBS
The Ministry of Natural Resources and Ministry of Trade, Industry and Tourism has received financing from the World Bank toward the cost of the Suriname Competitiveness and Sector Diversification Project and intends to apply part of the proceeds for consulting services.
The consulting services (“the Services”) include Strengthening institutional capacity to manage social and environmental impacts of future investments and development in the Mining Sector. The SESA (Strategic Environmental and Social Assessment) will entail a comprehensive sector-wide examination of potential impacts, both positive and negative, of future development in the mining sector and identify gaps in regulations, institutional capacity, and public consultation mechanisms that can be strengthened. The SESA furthermore must enhance social and environmental impact management, including technical assistance for the implementation of select reforms recommended by the SESA. This support will be consistent with international standards such as the World Bank Group's Environmental, Health, and Safety Guidelines and REDD+ guidelines, and will promote improved mining practices that aim to reduce impacts on the forest, reduce the sector’s vulnerability to climate change risks, help mitigate climate change - through improved water efficiency and substitution of inputs/enhanced energy efficiency to reduce GHG emissions in existing and future mining operations - and improve indigenous and tribal community engagement.
The Ministry of Natural Resources 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:
Notwithstanding the international and local setup of the team, a Full-fledged SESA requires the participation of a multidisciplinary team. In general, the core team will include members covering the following competencies:
The attention of interested Consultants is drawn to), the clause 3.14 of the Procurement Regulation for IPF Borrowers, 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:
Bank policy requires that consultants provide professional, objective, and impartial advice and at all times hold the client’s interests paramount, without any consideration for future work, and that in providing advice they avoid conflicts with other assignments and their own corporate interests. Consultants shall not be hired for any assignment that would be in conflict with their prior or current obligations to other clients, or that may place them in a position of being unable to carry out the assignment in the best interest of the Borrower. Without limitation on the generality of the foregoing, consultants shall not be hired under the circumstances set forth below:
Consultants may associate with other firms in the form of a joint venture or a sub-consultancy to enhance their qualifications.
A Consultant will be selected in accordance with the QCBS (Quality Cost Based Selection) method set out in the Procurement Regulation
Further information can be obtained at the address below during office hours 0800 to 1400 hours.
Expressions of interest must be delivered in a written form to the address below via e-mail by 16 June 2020
Ministry of Natural Resources
Attn: Mr. Guilliano Doest (Procurement Specialist)
Mr. Dr. J.C. de Mirandastraat 11 -15
Republic of Suriname
Tel: (+597) 474666
Fax: (+597) 475752
E-mail: guillianodoest@gmail.com / promoconsultancy@yahoo.com
Republic of Suriname
Suriname Competitiveness and
Sector Diversification Project (SCSD)
TOR Strategic Environmental and Social Assessment (SESA)
Strengthening institutional capacity to manage social and environmental impacts of future investments and development in the Mining Sector
(P166187)
June 2019
I PROJECT BACKGROUND
The World Bank’s program in Suriname is grounded in the Country Partnership Strategy (CPS) between the Bank and the Government of Suriname established in 2015. This CPS has the overarching goal of promoting sustainable, inclusive, and diversified growth in Suriname through two areas of engagement: creating a conducive environment for private sector development and reducing vulnerability to climate change-related floods. Underpinning the CPS is a focus on strengthening environmental and social standards and impact management.
The Suriname Competitiveness and Sector Diversification Project (SCSD) is one specific lending operation being prepared under this CPS with the objective to support sector governance improvements and increase competitiveness in targeted industries in Suriname. This includes the goals of improving economic, environmental and social impacts of mining industry development.
The extraction and processing of abundant gold, oil, and bauxite resources in Suriname have historically accounted directly for around 30 percent of GDP and as much as 90 percent of exports. Economic activity in other sectors also tends to be linked to extractives – the services sector accounts for nearly 60 percent of the economy and is dominated by construction, retail, trade, and transport activities that are closely linked to income earned from extractives. Agriculture is a historically important sector that currently accounts for about 10 percent of GDP. Tourism is a nascent services export industry. Supported by rising commodity prices of its mineral and oil exports, Suriname’s economy grew an average of 3.4 percent per year from 2001 through 2016, well above the 2.1 percent average for Caribbean small states. Per capita income increased from $1,390 to $6,990 over this time (GNI, Atlas method) and poverty rates declined[1].
Dependence on commodities and limited diversification of the economy create macroeconomic and sustainability risks for Suriname. Underlying Suriname’s average economic growth rates are significant fluctuations that are driven by global commodity prices. After growing an average of 4.7 percent per year from 2001 through 2013, GDP began contracting and the economy entered a severe recession as prices of gold, oil, and alumina fell. Government revenue from mining fell from around 10 percent of GDP to just 3 percent in 2015, the currency devalued by half, and government debt as a percent of GDP tripled between 2012 and 2016. The economy is estimated to have stabilized in 2017 and 2018, driven partly by operations of a new gold mine. The reliance on commodity extraction also threatens depletion of Suriname’s natural assets, which include substantial pristine forest coverage and rich reserves of natural water. Suriname lacks a comprehensive legal framework to manage the environmental and social impacts of its main economic activities, and there are limited plans to mitigate the impact of climate change such as increased flooding on economic activities along the coastal plain, creating risks for sustainable growth.
Inadequate management of environmental and social impacts creates risks for sustainable development and for new investors, in mining as well as agribusiness and tourism. There are many gaps in the legal and institutional frameworks to manage environmental and social impacts of economic activities. Within mining, this creates risks for deforestation of the country’s vast forest coverage (more than 90 percent of national territory) due to illegal gold mining, as well as widespread contaminative usage of mercury for gold extraction by artisanal and small-scale miners. There are indigenous populations living in areas with mineral potential, which often have land rights conflicts with informal mining operations. Lack of transparency and consistency in the application of environmental and social regulations can encourage a race to the bottom, to the detriment of formally established firms seeking to comply with global standards such as the IFC Performance Standards on Social & Environmental Sustainability. The Government of Suriname (GOS) has made efforts to address these issues, including recent legislative ratification of the Minamata Convention on Mercury and preparing a draft comprehensive Environmental Law, but significant progress is still needed.
Suriname is located on the Guiana Shield geological formation that has similar high mineral potential as Guyana, French Guiana, and parts of West Africa. One main bauxite extraction operation has dominated the sector for the past 100 years, but the historic foreign investor ended operations in 2015 after accessible reserves were exhausted. Two new significant gold mine operations were established in the past decade. But previous geological studies have shown evidence of high potential for a range of minerals, including additional gold extraction, diamonds, and other minerals such as kaolin and rare earth elements. In addition to existing large-scale commercial mining operations, there are significant informal artisanal and small-scale mining operations in Suriname as well as domestic enterprises supplying goods and services to mining operations. New exploration and extraction have the potential to generate jobs and additional local economic opportunities in the long term.
In this context, one component of the SCSD project seeks to specifically strengthen the mining sector governance, transparency, accountability, and administration. This component focuses on supporting improvements to the legal, regulatory, and institutional framework governing mining in Suriname, including to improve social and environmental impact management. The purpose is to align Suriname’s framework to international best practice, and to provide its institutions with knowledge and tools to carry out their mandated functions. Specific activities planned in the SCSD include:
(a) Strengthening the legal, regulatory, and institutional frameworks governing the mining sector through support towards the revision of relevant legislation and regulations and the establishment of the Minerals Institute, which will integrate and strengthen mining cadaster, geological data management, and mining inspectorate functions. This includes defining a roadmap and implementing institutional reforms; supporting the development of required legal and regulatory frameworks; and supporting the establishment and operationalization of the Minerals Institute, including the collection of production and export statistics and setting up a Minerals Statistics Database.
(b) Sector administration capacity building to assist the GOS, in particular staff from the Ministry of Natural Resources, the Minerals Institute, and other relevant ministries including the Ministry of Finance, to build the required technical skills and managerial capabilities to regulate and monitor the mining sector.
(c) Strengthening revenue assessment, collection, and forecasting, including through support to EITI and setting up systems to improve revenue collection in a transparent and accountable manner. This includes the development of documentation systems and standardized procedures for the submission and analysis of monitoring reports, in conformity with the Mining Decree and specific investment agreement commitments, as well as for the calculation of mining royalties and establishment of export controls.
(d) Enhancing environmental, health, and social performance of the mining sector, including:
(e) Building independent oversight capacity and stakeholder consultation mechanisms, by providing support to non-state actors involved in the EITI process in Suriname (including indigenous and tribal peoples’ representatives, non-governmental organizations, community-based organizations, technical experts, and other civil society representatives) to strengthen their participation in increasing transparency and disclosure in the mining industry.
II METHODOLOGY AND OBJECTIVES
This TOR establishes the scope for the above-referenced SESA. The SESA will be a consultative and participatory activity that seeks to strengthen institutional capacity, introduce good global practices, identify and inform specific reform efforts, and raise public awareness to integrate environmental and social concerns into the mining sector and developments for its long-term sustainable development.
Because this SESA regards the mining sector and entails a strategic look on environment and social aspects, the following government organizations will be very important to provide governmental guidance, advise and input to the expert team which will carry out the SESA:
When finished, the SESA will provide guidance to the MINR and NIMOS on systematically integrating environmental, socio-economic, health and safety concerns in policy, regulation and planning, project development, operations, maintenance and decommissioning of mining sector activities.
If well implemented, SESA can be the catalyst of the following outcomes:
Furthermore, the SESA will provide a benchmark for cumulative environmental and social effects with other ongoing sector programs and plans. More significantly the SESA will ensure that all concerns and expectations by different stakeholders are taken on board in the decision-making process for equity and sustainable development of the mining sector in Suriname. Ultimately, these outcomes will lead to a more sustainable development process driven by mining sector growth. SESA is thus a process of sector institutional and governance strengthening that materializes along with the implementation of mining sector reforms.
III SCOPE OF WORK
The preparation of the SESA should be conducted in five stages:
Specific activities and general implementation of the SESA should be directly informed by the World Bank Operational Policies on environmental and social safeguards, including OP 4.01; 4.10; 4.11; and 4.12; World Bank environmental, health, and safety guidelines and associated guidance notes; and the safeguards instruments prepared for SCSD including the Environmental and Social Management Framework (ESMF), the Indigenous and Tribal Peoples Planning Framework (ITPPF), the Resettlement Policy Framework (RPF), and the Rapid Social Assessment. These will be used as guidance in the SESA for informing the enhancement of Suriname’s own environmental and social framework for the minerals sector. Existing information should be used as much as possible and duplication should be avoided with other activities already financed or ongoing.
Stage 1: Scoping
The objective of the Scoping exercise is to frame the content and methodology of the SESA, with substantial stakeholder inputs. As part of the scoping phase and to fulfill the INCEPTION REPORT the Consultant will:
To inform the scoping process, the Consultants will:
Although it is a process, the SESA has defined outputs throughout. Therefore, reports will be produced at each stage of the SESA process. In addition, the implementation and follow-up of SESA recommendations should also be reported to the WB, the Ministry of Natural Resources and NIMOS on a regular basis to ensure the effectiveness of its implementation.
The Consultants must report on the scoping process. This Scoping and Inception Report will include:
The SESA Scoping and Inception Report must be presented in a stakeholder meeting before a finalized version is submitted for approval.
Stage 2: Description of the regulatory and institutional framework and assessment of the GOS capacity for environmental, social, and occupational health and safety assessment and management.
During this stage the Consultant should:
In addition, the SESA may also identify the existing environmental, social, occupational health and safety requirements that are included in mining sector contracts with the GOS, and assess if additional environmental, social, and occupational health and safety safeguards need to be incorporated in such Contracts. Should it be required, the SESA may provide the information necessary and specific recommendations of the environmental, social, occupational health and safety minimum requirements that the GOS should include in the Contracts with private sector companies.
At the end of this stage, the Consultants will prepare and deliver the First Interim Report.
Stage 3: Identification of the general, strategic environmental and social consequences resulting from forecasted future development of mining.
During this stage the Consultants shall:
At the end of this stage, the Consultants will prepare and deliver the Second Interim Report.
Stage 4: Proposed mitigation and monitoring measures
During this stage The Consultant should:
At the end of this stage, the Consultants will prepare and deliver the Third Interim Report
Stage 5: Formulation of recommendations and a SESA Action Plan
Based on the analysis conducted, and the recommendations developed, an Action Plan will be developed by the Consultant to facilitate their implementation. Priorities will be structured into immediate, short term (1-2 years) and medium term (3-5 years), including the Action Plan Cost Estimate.
The objectives of the SESA Action Plan are:
This action plan should include a suggested prioritization of activities or reforms that could be directly financed or supported by the SCSD project during its implementation. This would include potential support to MINR/NIMOS or other GOS agencies, as well as to representatives of social or environmental groups to strengthen their capacity to engage in future discussions and planning about mining sector development.
At the end of this stage, the Consultants will prepare the Draft Report, for consultation with stakeholders. Where the consultation includes Indigenous and Tribal People the FPIC procedures must be followed.
Stage 6: Final consultations, review and approval
The Consultant will prepare interim outputs at the end of each phase, to be compiled into a draft report for final consultations, a final draft for review, and a final report. In addition, the Consultant will be available on request to advice on the environmental, social, occupational health and safety implications of any policy and/or regulatory measure proposed as part of the SESA.
IV. ADVISORY SERVICES AND KNOWLEDGE TRANSFER
The international consultants should include as a separate item in its proposal provision of advisory services to GOS in assessing the potential environmental and social impacts, occupational health and safety risks and helping implement potential of policy, legislative, or regulatory changes that may be under consideration as part of the Project. This includes recommendations of technical assistance support that environmental and social advocacy and representative groups in particular of indigenous and tribal communities can use to contribute to managing environmental and social impacts of future mining developments, which the SCSD project could potentially finance.
The international consultants must include as a separate item in its proposal arrangements for transfer of knowledge on SESA to the Project Implementation Units, implementing ministries, associated agencies, and other GOS officials as appropriate. These can include on the job training, presentations of international experience, and participatory workshops.
V. CONSULTANTS QUALIFICATIONS FOR CONDUCTING THE SESA
The Consultant team to conduct the SESA should preferably be comprised by local and international consultants. The local consultants should have at least 10 years of experience in participating in EIAs in the fields of environmental, social development, communication and stakeholder engagement, and occupational health and safety, respectively.
The international consultants should have at least 10 years of experience in Strategic Environmental and Social Assessment (SESA) and in assessing and addressing environmental, social, occupational health and safety policy and regulatory issues in the extractive industries. The international team will provide overall coordination and advisory services to the local consultants.
The local and international consultants should also be familiar with best industry practices for extractive industries, including the World Bank EHS Guidelines; the IFC 2012 Performance Standards; the World Bank Sustainability Framework, and OHSAS 18001 or ISO 45001 – Occupational Health and Safety and ISO 26000 – Social Responsibility.
Notwithstanding the international and local setup of the team, a Full-fledged SESA requires the participation of a multidisciplinary team. In general, the core team will include members covering the following competencies:
VI. DELIVERABLES AND TIME SCHEDULE
An Inception Report will be prepared 1 month (one month) after the start of the assignment. The Inception Report should describe (i) the institutional arrangements and timing agreed with key government counterparts to carry out the SESA; (ii) the SESA work plan describing the main activities for data collection and analysis, including public consultations/validation with stakeholders, preparation of case studies and differentiating responsibilities of the firms/entities undertaken the SESA according to their respective ToRs; and, (iii) the expected products and reports schedule to be submitted to the Ministry of Natural Resources.
Monthly Progress Report should be submitted to the Ministry of Natural Resources.
Interim outputs at the end of each stage will be prepared (scoping; identification of impacts and issues; description of the regulatory and institutional framework and assessment of capacity; formulation of recommendations; and final consultations; review and approval), to be compiled into a draft report for final consultations, a final draft for review, and eventually a final report.
The draft SESA report will be prepared after 14 months into the assignment in English, with Executive Summaries in English and Dutch, with a structure and content conform to other SESAs for the mining sector, e.g. the ones financed by the World Bank Group or other donors or institutions. Prior to the national workshop the recommendations will be incorporated and the comments to the draft report received from the Government of Suriname, key stakeholders and the World Bank Group should be considered. This revised version of the SESA draft reports will be validated in a national workshop to be held in the capital. A policy matrix will be formulated comprising of concrete policy will, institutional and governance recommendations (short-term, mid-term and long-term), verifiable indicators as part of a monitoring program, action plans, capacity building plans and budgets for its implementation and monitoring. The policy matrix, implementation and monitoring plans will also be validated in this national workshop.
The Draft SESA Report will be disclosed at the Ministry of Natural Resources website and on the World Bank Group’s Infoshop website and be available for comments for outside stakeholders. The Ministry of Natural Resources should announce the availability of the Draft SESA Report for comments in at least two major national newspapers, on the radio and on the TV. The announcement should indicate places where the report can be consulted and the timeframe for comments (normally one month). Relevant comments need to be addressed in the Final SESA Report.
The final version of the SESA reports, policy matrix, recommendations and implementation and monitoring plans with indicators, institutional arrangements and budget will be prepared 15 months into the assignment. The Final Report will be in English, with Executive Summaries in both English and Dutch.
Stage
| Deliverable | Time Schedule |
1 Scoping | Scoping and Inception Report | [TBD] |
2 Description of the regulatory and institutional framework | First Interim Report | [TBD] |
3 Identification of the general, strategic environmental and social consequences | Second Interim Report | [TBD] |
4 Proposed Mitigation and monitoring measures | Third Interim Report | [TBD] |
5 Formulation of recommendations and SESA action plan | Draft SESA Report and SESA Action Plan | [TBD] |
6 Final consultations, review and approval | Final SESA Report and SESA Action Plan, Including Stakeholder Consultation Report | [TBD] |
VII. PROPOSAL REQUIREMENTS
The proposal for the SESA must be prepared in accordance with procurement legislation. It
should also contain the following information:
ESTIMATED COSTS. A breakdown of the estimated costs by phase or task must be presented (i.e., tabular format) and should include Direct Labor Costs (number of hours or days per staff and their associated unit costs) and Indirect Labor Costs (i.e., travel, per diem, etc.).
[1] GDP and GNI data are from World Development Indicators. Poverty trends are based on World Bank staff calculations using aggregate consumption data from the General Bureau of Statistics; household microdata are not available and there is no official national poverty line.
[2] Environmental, social, health and safety priorities will be identified based on existing information, expert judgment, and inputs and concerns of stakeholders.
"},{"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
"},{"id":"OP00075228","notice_type":"Request for Expression of Interest","noticedate":"26-Jul-2019","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2019-08-19T00:00:00Z","submission_deadline_time":"17:00","project_ctry_name":"Jamaica","project_id":"P146688","project_name":"Jamaica Strategic Public Sector Transformation","bid_reference_no":"JM-MOFPS-113395-CS-QCBS","bid_description":"Consultancy to Implement the Recommendations for Rationalisation of Public Bodies","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"30 National Heroes Circle, Kingston 4, Jamaica","contact_ctry_name":"Jamaica","contact_email":"celia.blair@mof.gov.jm","contact_name":"Celia Blair","contact_organization":"Ministry of Finance and the Public Service","contact_phone_no":"876-932-5474","submission_date":"2019-07-26T00:00:00Z","notice_text":"REQUEST FOR EXPRESSIONS OF INTEREST
\n\n(CONSULTING SERVICE – FIRMS SELECTION)
\n\n\n\n
JAMAICA
\n\nSTRATEGIC PUBLIC SECTOR TRANSFORMATION PROJECT
\n\nLoan No.: 8406JM
\n\nASSIGNMENT TITLE: CONSULTANCY FIRM TO IMPLEMENT THE RECOMMENDATIONS FOR RATIONALIZATION OF PUBLIC BODIES
\n\nPROJECT REFERENCE NO.: JM-MOFPS-113395-CS-QCBS
\n\n\n\n
The Government of Jamaica (GOJ) has received financing from the World Bank toward the cost of Strategic Public Sector Transformation Project (SPSTP), and intends to apply part of the proceeds for consulting services.
\n\nThe Strategic Public Sector Transformation Project (SPSTP) requires the services of a qualified consultancy firm to implement the recommendations for rationalization of public bodies. The consultancy firm is required to conduct assessment/validation of government’s recommendations for mergers, closures, shared services, integration of Public Bodies (PBs) functions within a sector of Ministries and; conduct the requisite reviews of organizational structures, systems, processes and legislation in support of the implementation of the set of proposals for the transformation of the Public Bodies sector.
\n\nThe consultancy will have duration of two hundred and forty (240) working days over a twelve (12) months period.
\n\nThe detailed Terms of Reference (TOR) for the assignment can be found at the following website: Ministry of Finance and the Public Service, www.mof.gov.jm (documents > procurement opportunities) or can be obtained at the address given below.
\n\nThe Ministry of Finance and the Public Service 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. Required qualifications and experience include:
\n\nKey Experts will not be evaluated at the shortlisting stage.
\n\nThe attention of interested Consultants is drawn to Section III, paragraphs, 3.14, 3.16, and 3.17 of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016, Revised November 2017 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest.
\n\nConsultants may associate with other firms to enhance their qualifications, but should indicate clearly whether the association is in the form of a joint venture and/or a sub-consultancy. In the case of a joint venture, all the partners in the joint venture shall be jointly and severally liable for the entire contract, if selected.
\n\nA Consultant will be selected in accordance with the Quality and Cost Based Selection (QCBS) set out in the Procurement Regulations.
\n\nFurther information can be obtained at the address below during office hours Mondays to Thursdays, 8:30 AM to 5:00 PM and Fridays 8:30 AM to 4:00 PM.
\n\nExpressions of interest must be delivered in a written form to the address below (in person, or by mail, or by fax, or by e-mail) by close of business day Monday August 19, 2019.
\n\nMinistry of Finance and the Public Service
\n\nStrategic Public Sector Transformation Project
\n\nAttn: The Procurement Specialist (Lead)
\n\n30 National Heroes Circle
\n\nKingston 4, Jamaica WI
\n\nTel: 1(876)932-5474
\n\nFax: 1(876)932-5977
\n\nE-mail: spstp@mof.gov.jm
\n\n\n\n
Ministry of Finance & the Public Service
\n\nTERMS OF REFERENCE
\n\nCONSULTANCY TO IMPLEMENT THE RECOMMENDATIONS FOR RATIONALISATION OF PUBLIC BODIES
\n\n\n\n
STRATEGIC PUBLIC SECTOR TRANSFORMATION PROJECT
\n\nIBRD LOAN NO.: 8406-JM
\n\nStrategic Public Sector Transformation Project: IBRD Loan No. – 8406- JM
\n\n\n\n
1. INVITATION: SERVICES REQUIRED
\n\nThe Government of Jamaica (GOJ) through the Transformation Implementation Unit (TIU) of the Ministry of Finance and the Public Service (MOFPS) is seeking competent consulting firms to:
\n\n2. BACKGROUND
\n\nThe Government of Jamaica has pursued rationalisation activities within the Public Bodies sector since the early nineties. However, the earnest need for efficiency gains, better quality of service delivery as well as fiscal sustainability has resulted in the need for sustained and accelerated actions in the rationalisation programme.
\n\nThe Government approved the Action Plan for the Rationalisation of Public Bodies in September 2016. A Policy on the Categorization and Rationalisation of Public Bodies was also approved in October 2016. The aim of the Policy is to apply a principle–based approach to the categorization and rationalisation of PBs in order to achieve a reduction in their numbers, facilitate improved operational efficiencies, effectiveness as well as strengthen governance/oversight arrangements. The overarching objective of this approach is to simplify the public bodies’ landscape by ensuring the application of clear and consistent set of rules both for categorisation and rationalisation. This will allow (based on risk assessment) the public bodies greater operational flexibility in order for them to maximize their performance and contribute to growth in the economy while complying with the requirements of the Government’s fiscal programme. The Government then followed up with the approval of a Time Bound Plan in July 2017. This essentially included a timeframe by which certain public bodies should be integrated/reintegrated within their portfolio Ministries.
\n\nPublic Bodies, as instruments of Government’s Policy, have been established over the years to develop strategic sectors in Jamaica and thus boost the national economy as well as for fiscal and social considerations. Accordingly, there has been a major increase in the number of Public Bodies consisting of over 190 active entities (since reduced by 30). Many are small corporate bodies that perform regulatory, advisory, supervisory, research, technical, administrative or quasi‑judicial functions of a governmental nature. Some display the characteristics of commercial operations which is the delivery of public policy objectives while engaging in commercial activity.
\n\nPublic Bodies (both the Statutory Bodies and Government Companies) are subject to essentially one universal standard oversight regime defined in the Public Bodies Management Accountability (PBMA) Act and to a lesser extent in the Financial Administration and Audit (FAA) Act along with the respective Regulations.
\n\n2.1. Issues
\n\nThe large number of public bodies have presented issues related to inefficiency in operations, mission creep (doing other activities after mandate is fulfilled), and becoming a fiscal burden, among others. The attempts at rationalisation over the years, which included privatizations, mergers or closures, were not sustained, thus limited success was achieved in reducing the size of the sector. Conversely, an increase in the creation of new public bodies has resulted in a rise in their numbers. Hence the principle-based approach is being used to lead the current process of rationalisation. This is expected to result in sustained actions going forward towards a leaner more efficient and coherent grouping of public bodies. There is no one ideal size for a Public Bodies Sector. However, the current number is administratively unwieldly and needs to be reduced.
\n\nThe PBMA Act is applicable to all the various types of public bodies. While some are very large and make a significant impact on the economic landscape, others are fairly small organisations that could benefit from economies of scale. Separating the public bodies into categories that exhibit a fair degree of similarities should facilitate more focused and efficient oversight arrangements.
\n\n2.2. Status
\n\nSince January 2017, thirty (30) PBs have been rationalised by way of merger, closure, or shared corporate services. These actions are in keeping with the commitments given by the GOJ under its current Stand-by Arrangement with the International Monetary Fund (IMF). Currently, the rationalisation actions have been led by the Transformation Implementation Unit (TIU) within the MOF&PS.
\n\nWork has also commenced on the rationalisation of a further eighteen (18) PBs which is slated for completion by September 2019. This work is being led by the TIU and is seen as an imperative and priority action for government. The process and experience will inform and enable efficiencies in further rationalisation efforts.
\n\nThe GOJ has signalled that in order to support its growth agenda and return the public finances to a sustainable position and ensure the country’s economic resilience, it is necessary to accelerate the pace of the Public Body rationalization agenda under the Public Sector Transformation Programme. These transformation actions are expected to ensure that service delivery becomes more efficient, integrated and customer service oriented and that there is improved accountability and transparency, thereby creating greater fiscal space to address the emerging priorities.
\n\n2.3. Rationale for Acceleration
\n\nThe current Public Bodies landscape (160[1]) requires urgent reshaping to allow for effective Parliamentary oversight and review that are required for good governance. Additionally, there is duplication of functions being carried out amongst PBs and Ministries, thereby absorbing resources that could be effectively channelled elsewhere within Government. Consequently, the Government of Jamaica recently approved the acceleration of the rationalisation of PBs. This was done after consultations with the Permanent Secretaries, Heads of Entities, Trade Unions and the Parliamentary Opposition with respect to specific entities identified for rationalisation with a view to arriving at a final list of entities to be closed, merged, integrated or divested.
\n\nIn light of the above, an assessment was undertaken to identify those public bodies that may be possible candidates for mergers, closures and integration into the parent Ministries. This will allow for more sustainable funding and enhanced oversight of so as to ensure that government’s priorities can be effectively addressed.
\n\n2.4. Intent of this Assignment
\n\nA list of fourteen (14) entities are now being targeted for rationalisation over a twelve-month period beginning in 2019.[2] The intention is to bring about the rationalisation by way of mergers, integration within the parent Ministry, closure, shared corporate services, and through a change of status from a PB to a non-governmental body.
\n\nTime is of the essence and it is expected that bidders will demonstrate the capacity to satisfy the requirements stated in the scope of works related to the fourteen entities, as well as, undertake certain cross-cutting actions that are common to the rationalisation process currently underway for the 18 entities. It is envisaged that there will be efficiencies and consistencies to be derived from a unified approach in working through:
\n\nBidders are to note that how they organise to satisfy the required capacity and competencies within the time allowed will be important to successful delivery of services.
\n\nThe PBs identified for action range from commercial entities set up under the Companies Act of Jamaica to organisations that are set up by statute to implement a policy directive of the GoJ or to satisfy an international agreement or treaty. The PBs have between 30 to 200 employees and all entities have their primary offices in Kingston, Jamaica.
\n\n3. STRATEGIC PUBLIC SECTOR TRANSFORMATION PROJECT (SPSTP)
\n\nThe Government of Jamaica is the beneficiary of an investment loan from the World
\n\nBank to implement the Strategic Public Sector Transformation Project (IBRD Loan
\n\nNo.-8406-JM). The Project is being implemented by the Ministry of Finance and the
\n\nPublic Service and its Development Objective is to strengthen public resource
\n\nmanagement and support selected public sector institutions in facilitating a more enabling
\n\nenvironment for private sector growth.
\n\nThe project has six components. This consultancy falls under Component III: Adaptive Public Sector Approaches to promote Fiscal Sustainability.
\n\nThe components of the SPSTP are:
\n\n• Component I: Strengthening the Public Investment Management System
\n\n• Component II: Strengthening the Budget Preparation Process & Results-Based
\n\nBudgeting
\n\n• Component III: Adaptive Public Sector Approaches to Promote Fiscal Sustainability
\n\n• Component IV: Modernizing the Accountant General’s Department
\n\n• Component V: Fostering Industrial Growth and Trade Facilitation
\n\n• Component VI: Project Management
\n\nCOMPONENT III
\n\nThe objectives of this component are to support GOJ’s change management process to implement public sector reform in relation to the modernised Financial Management System; it is also designed to address public sector transformation activities.
\n\n4. OBJECTIVES OF THIS ASSIGNMENT
\n\nThe objectives of this consultancy are to:
\n\nThe consultants are expected to bring to bear their expertise in assessing the modalities recommended for rationalisation and are not confined or limited to the modalities proposed if it is not deemed that the recommended actions will result in efficiency gains, better quality of service delivery as well as fiscal sustainability.
\n\n5. SCOPE OF WORK
\n\nIn fulfilling the requirements of this TOR, the successful firm, under the direction of the TIU, will provide a comprehensive interpretation of the objectives and expectations detailed in Section 4 in order to satisfy the tasks under this assignment which are detailed in the Scope of Work below.
\n\nSpecifically, the firm will be required to:
\n\n\n\n
\n\n
\n\n
recommendations to guide how best to align the strategic mandate so as not to create deficiencies or gaps in service levels;
\n\n\n\n
6. METHODOLOGY
\n\nThe Firm will be required to draw on the use of organizational re-design methods, functional reviews, international accounting standards [International Financial Reporting Standard (IFRS)], and where appropriate international business standards [International Business Standards Organization (IBSO)][5] and other appropriate methodologies including a consultation strategy aligned to the Public Sector Consultation Code, in developing the requisite recommendations to give effect to the various modalities including merger, closure, integration etc. of Public Bodies in the Jamaican public sector.
\n\n7. KNOWLEDGE TRANSFER
\n\nThe approach to the assignment must be participative. It is expected that the Consultant will involve the relevant project team and department staff in all stages of the assignment so as to secure “buy-in” and knowledge transfer of the methodologies used to merge, close, integrate, etc. Public Bodies.
\n\n8. DELIVERABLES
\n\n8.1 Minimum Standards for Deliverables
\n\nThe deliverables under this project are as specified in the table below and should be submitted in both hard copy (2) and electronic editable format and in keeping with the Ministry of Finance and the Public Service’s document submission standards:
\n\n| \n\t\t\t # \n\t\t\t | \n\t\t\t\n\t\t\t Key Deliverables \n\t\t\t | \n\t\t\t\n\t\t\t Proposed Timeline \n\t\t\t | \n\t\t\t\n\t\t\t Standard for Delivery \n\t\t\t | \n\t\t
| \n\t\t\t 1. \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report, Project Implementation Plan and Consultation Strategy \n\t\t\t | \n\t\t\t\n\t\t\t 15 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t An Inception Report which outlines a clear strategy for merger, closure or integration etc. of public bodies under consideration. The Report should include a strategy for stakeholder engagement that applies the guidelines of the Public Sector Consultation Code, review of available documentation and initial meetings with stakeholders, identifying key issues to be addressed within the scope of each assignment and any issues related to be availability of information and required resources. \n\n\t\t\tWork plan in Gantt Chart format that include tasks, duration, start and finish dates and resources. \n\t\t\t | \n\t\t
| \n\t\t\t 2. \n\t\t\t | \n\t\t\t\n\t\t\t Assessment of the stated rationalisation actions to determine viability of the proposed modality recommended for rationalisation \n\t\t\t | \n\t\t\t\n\t\t\t 80 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables aligned to tasks (a) – (j) of lines of action 1 of Section 5 of the scope of works \n\t\t\t | \n\t\t
| \n\t\t\t 3. \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t All tasks related to the advancement of the activities to merge, close, divest, integrate into parent Ministries, change of status or enable shared corporate services of the Public Bodies \n\n\t\t\t\n\n\t\t\t \n\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 170 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables aligned to tasks (a) – (t) of lines of action 2 of Section 5 of the scope of works \n\n\t\t\t\n\t\t\t | \n\t\t
| \n\t\t\t 4. \n\t\t\t | \n\t\t\t\n\t\t\t All activities related to the comprehensive organizational development activities, that will lead to the operationalization of the redefined entities \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 220 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t Deliverables aligned to tasks (a) – (l) of lines of action 3 of Section 5 of the scope of works \n\t\t\t | \n\t\t
| \n\t\t\t 5. \n\t\t\t | \n\t\t\t\n\t\t\t Project Status Report \n\t\t\t | \n\t\t\t\n\t\t\t Every two Months \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Status reports provide every 2 months over the life of the assignment detailing progress, issues, risks and mitigation/management strategies and updates of the implementation plan and any change request that may arise. \n\t\t\t | \n\t\t
| \n\t\t\t 6. \n\t\t\t | \n\t\t\t\n\t\t\t Presentation to the TIU on the recommendations inclusive of the organizational structure, business process review, legislative, accounting activities and HR transition plan \n\t\t\t | \n\t\t\t\n\t\t\t within 200 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t PowerPoint presentation to the TIU \n\n\t\t\ton the specific outputs detailed for approval and discussion aligned to the agreed implementation timeline \n\t\t\t | \n\t\t
| \n\t\t\t 7. \n\t\t\t | \n\t\t\t\n\t\t\t Draft Report \n\t\t\t | \n\t\t\t\n\t\t\t 220 working days after the contract start date \n\t\t\t | \n\t\t\t\n\t\t\t Draft report that comprehensively details all outputs required under the assignment as stated in lines of action 1 -3 in the Scope of Works. \n\t\t\t | \n\t\t
| \n\t\t\t 8. \n\t\t\t | \n\t\t\t\n\t\t\t Final Report \n\t\t\t | \n\t\t\t\n\t\t\t Within 20 days after receipt of feedback on draft report \n\t\t\t | \n\t\t\t\n\t\t\t Comprehensive report incorporating all feedback received \n\t\t\t | \n\t\t
\n\n
8. CHARACTERISTICS OF THE CONSULTANCY
\n\n9. RESOURCES
\n\nThe following is a list of some of the key resources to be provided to the Consulting Firm that are important to the implementation of the various Rationalisation modalities. As needed other resources may also be provided.
\n\n10. QUALIFICATIONS
\n\nThe firm should possess the following:
\n\nThe team leader should have:
\n\nTeam members should have:
\n\n11. REPORTING AND SIGN-OFF
\n\nThe Consultant shall report directly to the Executive Director TIU; contract monitoring meetings will be convened within 5 days of delivery of each deliverable submitted. Deliverables will be considered certified as satisfactory when they are accepted by the Executive Director and ratified by the Technical Coordinator Component III, SPSTP based on the defined and agreed performance standards for delivery.
\n\nNo variations are to be made to the agreed time or cost without prior approval by the Executive Director TIU.
\n\nReports shall be submitted as detailed in Section 8.1.5 above.
\n\n\n\n
The firm is expected to provide its own tools & resources to undertake this assignment; where necessary, the client will provide a venue for consultations. Office space will be the responsibility of the firm during the conduct of the assignment. All materials and documents accessed during the conduct of this consultancy remains the property of the MOF&PS and is not authorized for use by the firm for any other purpose than for the effective conduct of the assignment, unless expressly authorized in writing by the client. Travel as required under this assignment is authorized.
\n\n| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t Qualification and requirements stated for the firm \n\t\t\t | \n\t\t\t\n\t\t\t 10% \n\t\t\t | \n\t\t
| \n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t Relevant experience in organisation development: \n\t\t\t | \n\t\t\t\n\t\t\t 15% \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t i Team Leader \n\n\t\t\tii Organisation Development Specialist \n\n\t\t\tiii Legal Expert \n\n\t\t\tiv CPA with relevant experience \n\n\t\t\tv Communication Specialist \n\n\t\t\tvi Project Management & Co-ordination \n\t\t\t | \n\t\t\t\n\t\t\t 5% \n\n\t\t\t2% \n\n\t\t\t2% \n\n\t\t\t2% \n\n\t\t\t2% \n\n\t\t\t2% \n\t\t\t | \n\t\t
| \n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t Years’ of Experience in Organisation Development \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t i Eight years or more \n\n\t\t\tii 5 – 8 years’ experience \n\n\t\t\tiii 3 – 5 years’ experience \n\t\t\t | \n\t\t\t\n\t\t\t 25% \n\n\t\t\t20% \n\n\t\t\t15% \n\t\t\t | \n\t\t
| \n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t Understanding of the TOR \n\t\t\t | \n\t\t\t\n\t\t\t 20% \n\t\t\t | \n\t\t
| \n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t Approach and Methodology \n\t\t\t | \n\t\t\t\n\t\t\t 30% \n\t\t\t | \n\t\t
\n\n
\n\n
Annex 1. List of 14 Entities Being Targeted for Rationalisation
\n\n| \n\t\t\t Rationalisation of Public Bodies \n\t\t\t | \n\t\t
| \n\t\t\t Rationalisation by CLOSURE \n\t\t\t | \n\t\t
| \n\t\t\t Closure of Golden Age Home Company (and transfer functions into Ministry of Local Government and Community Development) \n\t\t\t | \n\t\t
| \n\t\t\t Closure of National Energy Solutions (and transfer functions to the Ministry of Science, Energy and Technology) \n\t\t\t | \n\t\t
| \n\t\t\t Closure of the National Parenting Support Commission (and transfer functions to the Child protection and Family Services Agency (CPFSA)) \n\t\t\t | \n\t\t
| \n\t\t\t Closure of the National Council on Education (and transfer functions to the Ministry of Education and remove Body Corporate status) \n\t\t\t | \n\t\t
| \n\t\t\t Closure of the Montego Beach Limited \n\t\t\t | \n\t\t
| \n\t\t\t Close Postal Corporation of Jamaica and merge functions with Post and Telecomms. \n\t\t\t | \n\t\t
| \n\t\t\t Closure of Correctional Services Production Limited \n\t\t\t | \n\t\t
| \n\t\t\t Closure of Start-Up Jamaica Limited \n\t\t\t | \n\t\t
| \n\t\t\t Rationalisation by MERGER \n\t\t\t | \n\t\t
| \n\t\t\t Banana Board to be merged into Jamaica Agricultural Commodities Regulatory Authority (JACRA) \n\t\t\t | \n\t\t
| \n\t\t\t Merger of Consumer Affairs Commission and Fair Trading Commission \n\t\t\t | \n\t\t
| \n\t\t\t Merge functions of Agricultural Marketing corporation (AMC), Agricultural Development Corporation (ADC) and Agricultural Support Services and Productive Projects Fund Limited (ASSPPFL) into Agro-Investment Corp \n\t\t\t | \n\t\t
| \n\t\t\t Repeal/Amend Legislation of Tobacco Control Industry \n\t\t\t | \n\t\t
| \n\t\t\t Merger of Police Civilian Oversight Authority and the Police Services Commissions \n\t\t\t | \n\t\t
| \n\t\t\t Rationalisation by INTEGRATION \n\t\t\t | \n\t\t
| \n\t\t\t Integration of the Quarantine Authority into the Ministry of Health \n\t\t\t | \n\t\t
\n\n
[1] Reduced by 30 from 190.
\n\n[2] The list of entities is provided as an annex to this TOR.
\n\n[3] Government is currently finalizing a modern approach to budgeting - Medium Term Results Based Budgeting (MTRBB) which will impact, business planning, programming and reporting and must be taken into consideration.
\n\n[4] Since the assets are to be determined during the course of the assignment the consultant will be allowed to engage as necessary assessors/evaluators under conditions as specified at (f).
\n\n[5] IBSO is basically a business rating organization which provides ethical and evaluative standards for public as well as private institutions, which are the firms and companies involved in international trade and finance.
"},{"id":"OP00074540","notice_type":"Request for Expression of Interest","noticedate":"22-Jul-2019","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2019-07-24T00:00:00Z","submission_deadline_time":"11:30","project_ctry_name":"India","project_id":"P157141","project_name":"Rajasthan State Highways Development Program II Project","bid_reference_no":"WB/RSHDP-II/CS/PMC","bid_description":"Project Management Consultancy for Rajasthan State Highways Development Programme-II(RSHDP-II)","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Public Works Department, Government of Rajasthan","contact_ctry_name":"India","contact_email":"aceppp.pwd@rajasthan.gov.in","contact_name":"Dinesh Kumar Agarwal","contact_organization":"PPP Cell, PWD","contact_phone_no":"+91 141 2223547","submission_date":"2019-07-22T00:00:00Z","notice_text":"Addendum to the
\n\nNIT No. 08/2018-19
\n\nRequest for Expression of Interest
\n\n\n\n
The following is the modification to the Request for Expression of Interest for “Project Management Consultancy”. The deletions from the earlier text are indicated as strikethroughs and additions are bold & underlined.
\n\n\n\n
REoI
\n\n\n\n
\n\n
\n\n
\n\n
(Dinesh Kumar Agarwal)
\n\nAdditional Chief Engineer (PPP)
\n\nPWD, Rajasthan, Jaipur
\n\nGovernment of Rajasthan
\n\nPPP Division, Public Works Department, Rajasthan
\n\nREQUEST FOR EXPRESSION OF INTEREST (REoI)
\n\nProject Management Consultancy
\n\nRajasthan State Highways Development Program-II (RSHDP-II)
\n\n\n\n
Mr. Dinesh Kr Agarwal,
\n\nOffice of Additional Chief Engineer (PPP)
\n\nNirman Bhawan, Jacob Road
\n\nCivil Lines, Jaipur -302006, Rajasthan, India
\n\nTele: +91 141 2223547
\n\nEmail: aceppp.pwd@rajasthan.gov.in
\n\n\n\n
Additional Chief Engineer, PPP Division
\n\nPublic Works Department, Jacob Road, Civil Lines,
\n\nJaipur, Rajasthan, India, Pin code- 302006,
\n\nTelephone: +91-141-2223547
\n\nFax: +91-141-2223547
\n\nElectronic mail address: aceppp.pwd@rajasthan.gov.in
\n\n\n\n
\n\n
(Dinesh Kr Agarwal )
\n\nAddl. Chief Engineer (PPP)
\n\nPWD, Rajasthan, Jaipur
\n\n\n\n
\n\n
Annex-I
\n\nAccessing/ Purchasing of REoI documents and Submission Online
\n\n\n\n
(Dinesh Kr Agarwal )
\n\nAddl. Chief Engineer (PPP)
\n\nPWD, Rajasthan, Jaipur
\n\n\n\n
\n\n
Annex-II
\n\nTERMS OF REFERENCE
\n\nRajasthan State Highways Development Program- II (RSHDP - II) has established a well-thought-out investment strategy including the following elements:
\n\nThe main objective of Project Management Consultant is to provide support to the PPP Division of Public Works Department, Government of Rajasthan to implement the Rajasthan State Highway Development Program as per world bank guidelines and to provide technical advice and implementation support to PWD, including interalia,
\n\nThe scope of PMC services is the following but not limited to:
\n\n[ACEPPP14] The consultant will be selected in accordance with the procedure specified in the World Bank guidelines: “Procurement Regulations for IPF Borrowers: Procurement in Investment Project Financing Goods, Works, Non-consulting and Consulting Services, July 2016.
\n\n\n\n
The project involves following components.
\n\nNote: The details in Annexure I are indicative only and are liable to change at PIU’s discretion.
\n\nInstitutional & Government Strengthening/ Development:
\n\nSeveral consultancy services of varying size are planned for the implementation of this component, which will be guided by (respectively) Institutional Development and Governance & Accountability action Plans (IDAP and GAAP). Procurement action to finalize and launch the more substantial consultancies is underway at different stages. Execution of these consultancy assignments would take place over almost the entire RSHDP-II period, and the PMC shall assist the PPP Division in the monitoring the overall progress and results of the IDAP and GAAP implementation programs.
\n\nIT-ICT-MIS Improvement & Support:
\n\nThe PPP Division is in consultation with RISL, Government of Rajasthan to prepare MIS and mobile application system. The PMC shall assist the PMU in the decided procurement with associated procurement actions, in implementing the planned IT-ICT-MIS enhancements and in management of PWD cantered IT-ICT-MIS functions and operations, including staff training and capacity- building measures.
\n\nRoad Safety:
\n\nThe road safety component will take a multi-sectoral approach to building the state’s capacity for road safety management, using both proactive and preventive methods. A road safety Management programmeis monitored by GoR with consultation of PWD, Transport Department, and with the of NGO.The PMC will assist PMU in the planning and achievement of the road safety target set by the world bank as described below in details.
\n\nRoad Accident Database Management System (RADMS)
\n\nThis sub-component will provide support to the Government of Rajasthan in developing and operationalizing a Road Accident Database Management System (RADMS) anchored at the Police Department with the capability of crowd sourcing crash data. The following activities will be proposed under this sub-component: (i) preparation of an improved crash/injury database system by systematically investigating current data collection and analysis systems, and analyzing options for better combined use of Police and Health data; (ii) development of specifications for a major initiative to reform crash data business processes, formalize agency roles and responsibilities, and prepare for new capital and operational investment; (iii) implementation of the crash data initiative, combining software and related hardware investments for a new crash data system, with additional operational investment in collecting, collating and analyzing crash data; and (iv) deployment of community-based road accident reporting for local residents to report to police and emergency services on crashes using a smartphone application to be developed by the project.
\n\nSpeed Management Program
\n\nThis sub-component will support the piloting of a speed management program along three high risk corridors (each approx. 100kms in length). This will include the following activities: (i) Identification of three high risk corridors (each approx. 100kms in length); (ii) Undertaking speed management study to prepare recommendations and support policy and investment decisions regarding setting and enforcing speed limits, professional capacity building, public information and awareness, monitoring and evaluation; (iii) Investing in automated enforcement, including mapping priority enforcement sites and establishing a highway patrol (within the Police Department); (iv) Professional capacity building, publicity and communications activities; and (v) Developing and implementing monitoring and evaluation systems for the program.
\n\nRoad Safety Performance Survey (iRAP studies).
\n\nThe project will support a road safety performance survey for the state highway network, or at least for the strategic network, to establish the road safety level in each road segment This is a proactive/preventive approach to help the PWD/RSHA, and the road safety lead agency to understand the safety risks involved in each road corridor and the required investment to bring the risk to an acceptable level. The following activities will be proposed: (i) Conduct a comprehensive iRAP survey for high risk state highways; (ii) Prepare a Safer Roads Investment Program (SRIP) to estimate future infrastructure safety needs and plan a significant multi-year investment allocation to upgrade the safety star rating of the core road network and (iii) Undertake iRAP training for senior PWD staff. This subcomponent will be a pilot on a small scale, with a view to help the state scale it up to the state road network as appropriate and feasible.
\n\nRoad Safety Strategy
\n\nThis sub-component will provide support to the Government of Rajasthan in developing an ambitious long-term road safety strategy based on the safe systems approach, incorporating: (i) an ultimate vision for road safety in Rajasthan; (ii) interim targets for final and intermediate outcomes; (iii) strategic directions for a full range of interventions; (iv) management and implementation arrangements including funding requirements; and (v) related monitoring and evaluation tools. The project will finance technical assistance to (i) prepare the long-term road safety strategy and identify one or more funding mechanisms and (ii) prepare a multi-year action plan to implement the new strategy.
\n\nReview of Approach to Black Spots
\n\nFor many years, Rajasthan and other states have been treating black spots by signage, guard rails, speed calming measures, speed restrictions, improving sightlines, straightening bends, and the like. More recently, a debate has arisen over the effectiveness of such measures, in terms of how black spots are defined, identified, and remediated. This sub-component will support an exercise to re-assess existing approaches to black spot improvements and to disseminated and discuss the results. This may also results in the development of new training program for PWD staff and police officers.
\n\nProject Performance Monitoring:
\n\nA Project Agreement for RSHDP-II will be established between the WB and the Government of Rajasthan, inter-alia stipulating certain covenants for project governance, milestones and outcomes. These shall be monitored by PMC, including via a Project-specific ‘performance monitoring indicators’ matrix that will be determined by WB and GoR before Project launch.
\n\n[ACEPPP15] IMPLEMENTATION[MWJ16] [ACEPPP17] MECHANISM
\n\nThe implementation mechanism established by employer is explained below through Institutional Development Chart.
\n\nAt PMU Level
\n\n\n\n
At PIU Level
\n\n\n\n
The PIU will be the main interface between the Employer and consultant/concessionaire/ contractor. The PIU will conduct its business as per authorization under various agreements with contractor/ consultant/concessionaire and under rules and regulations of the Employer.
\n\nTask 1: Project Management Support
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Task 2: Financial Management Support
\n\n\n\n
Task 3: Project Performance Monitoring System
\n\n[ACEPPP24]
\n\nTask 4: Safeguard Coordination and Reporting
\n\n\n\n
\n\n
\n\n
Task 5. Periodic Financing Request
\n\n\n\n
\n\n
| \n\t\t\t Sl. \n\n\t\t\tNo. \n\t\t\t | \n\t\t\t\n\t\t\t Report \n\t\t\t | \n\t\t\t\n\t\t\t Frequency \n\t\t\t | \n\t\t\t\n\t\t\t Due Date \n\t\t\t | \n\t\t\t\n\t\t\t No. of Copies \n\t\t\t | \n\t\t\t\n\t\t\t No. of CDs \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Inception Report \n\t\t\t | \n\t\t\t\n\t\t\t One Time \n\t\t\t | \n\t\t\t\n\t\t\t Within 1 month after commencement of service. \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Monthly progress report \n\t\t\t | \n\t\t\t\n\t\t\t Every Month \n\t\t\t | \n\t\t\t\n\t\t\t 10th of every month \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly Progress Reports \n\t\t\t | \n\t\t\t\n\t\t\t Every three months \n\t\t\t | \n\t\t\t\n\t\t\t 10th of month following the reporting quarters \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Annual Work plan and Budget (AWB) \n\t\t\t | \n\t\t\t\n\t\t\t Annual \n\t\t\t | \n\t\t\t\n\t\t\t At least 30 days before the start of a financial year. \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly Interim Unaudited Financial Reports (IUFRs) \n\t\t\t | \n\t\t\t\n\t\t\t Quarterly \n\t\t\t | \n\t\t\t\n\t\t\t Within 30 days of end of quarter. \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Annual Financial Statements \n\t\t\t | \n\t\t\t\n\t\t\t Annual \n\t\t\t | \n\t\t\t\n\t\t\t Within 3 months of end of the year. \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Statement on pending audit paras (internal and external) \n\t\t\t | \n\t\t\t\n\t\t\t Monthly \n\t\t\t | \n\t\t\t\n\t\t\t To be updated at least on a monthly basis. \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Annual Reports \n\t\t\t | \n\t\t\t\n\t\t\t Five Times \n\t\t\t | \n\t\t\t\n\t\t\t 1 months after commencement month every year \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Project Completion Report \n\t\t\t | \n\t\t\t\n\t\t\t One Time \n\t\t\t | \n\t\t\t\n\t\t\t Before the end of Defect Liability Period \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Manual on social and environmental safeguards \n\t\t\t | \n\t\t\t\n\t\t\t One Time \n\t\t\t | \n\t\t\t\n\t\t\t Within 12 months after commencement of service \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Road Asset Management System (RAMS) and RAMS Manual[MWJ37] [ACEPPP38] only for RSHDP-II works \n\t\t\t | \n\t\t\t\n\t\t\t One Time \n\t\t\t | \n\t\t\t\n\t\t\t Within 24 months after commencement of service \n\t\t\t | \n\t\t\t\n\t\t\t One set of RAMS with 5 sets of Manual \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t User Satisfaction Survey Reports \n\t\t\t | \n\t\t\t\n\t\t\t Three Times \n\t\t\t | \n\t\t\t\n\t\t\t First Year, \n\n\t\t\tThird Year, \n\n\t\t\tFifth Year \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t
\n\n
\n\n
\n\n
The quarterly reports shall be factual and concise with recommendations for the subsequent quarter.
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
The Consultant shall include the self-appraisal in the report in compliance with World Bank requirements for project completion report of executing agencies, including detailed data and information gathered and recorded during the project implementation and those on PPMS indicators. For this purpose, the consultant shall conduct necessary field surveys on road conditions and traffic volumes at appropriate timings during the defect liability period.
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
The PMC service will be carried out over the entire loan implementation period 60 month. The consultant shall submit the inception report not later than 4 weeks after signing the PMC contract. The Inception Report details the deployment of the personnel and the approximate time of their mobilization, which is coordinated with the project implementation plan. The Consultant will no later than the 10th of each month, after receiving reports from the various consultant submit a combined summary report of the progress of all ongoing sub-project and consultancies, and recommendations on how to deal with problematic issues. PMC must also file quarterly progress Monitoring Report (PMR) with the Bank through PMU. The targets and approximate duration of various tasks/deliverables of PMC Consultancy are scheduled below:
\n\nAll the deliverables which are to be submitted in hard copy shall be submitted in six copies and those which are to be submitted in soft copy submitted in two copies. The documentation done under this assignment shall be given in external Hard disk of capacity not less than 1 TB will be supplied by PMC. PMC shall ensure that each every submission made under this consultancy shall be copied on this external hard disk at the time of every submission.
\n\n\n\n
Project Director on behalf of the Employer will take responsibility for managing the Consultant’s work and for ensuring delivery on the project. The Project Director will assign a project team to engage regularly with the Consultant for efficiently completing the various delivery items. Frequent meetings with the Consultant at the employer’s office are foreseen during the period of services. The project team will meet at least monthly and the Consultant will report progress to these meetings. During the entire period of services, the Consultant shall interact closely with the Employer to receive input and provide information.
\n\nStaffing schedule:
\n\n· Road Safety [MWJ49] [ACEPPP50] Expert ( One No.)
\n\n· Records Management Specialist ( One No.)
\n\n· Land Acquisition and mutation of land specialist
\n\n· Computer Data Operators ( Two No.)
\n\n\n\n
All the experts must have experience of not less than 5 years in their respective fields. They have all worked on World Bank aided, or externally funded project in the same capacity for not less than 1 year. They must also have some exposure of working with State Government. Deployment of above officers would be need based and with the consent of PMU.
\n\n· The selected Consultant shall also provide two (2) data operators for deployment in the PMU office, to support PMU operations and needs there.
\n\n· One data operator shall have knowledge of Hindi language.
\n\n· Both must have basic computer operation and all Microsoft Office software knowledge.
\n\n· The PMC shall provide communication and other facilities to the above mentioned human resources (specialists and data operators) to be deployed in PMU.
\n\nRequired Qualification and Experience of Key Personnel:
\n\nDuties and Qualification Experience of Key Personnel:
\n\nQualification and Experience:
\n\nThe Team Leader cum Contract Specialist of this consultancy assignment should possess of a Post Graduate Degree, either in Civil Engineering/Highway Engineering/Traffic and Transportation Engineering or Transport Planning/ and shall have long experience in contract management project with various financing and procurement arrangement, highway engineers, understanding of the bidding and contract documents, preferably EPC and Hybrid Annuity Mode documents and overseeing (project) consultancies. A degree in Contract Management shall be preferred.
\n\nHe should have at least 20 years of professional experience, out of which he should have worked as Team Leader/Project Manager or equivalent for minimum of 5 years on supervision/construction of Highway Project, involving flexible and/or rigid pavements. His experience should include international assignments, having handled highway project of preferably similar of large size and complexity in developed countries and similar projects in developing countries, including in Asia. The candidate should have a proven record of managerial capability through directing/managing of major civil engineering works, including project of a similar magnitude and various kinds of consultancy service. He should have worked for period of about 5 years in project incorporating the PPP HAM, EPC of Contract. He shall have strong awareness of EPC and HAM while working for a period of @2years in project incorporating EPC and HAM Condition of Contracts is preferable. Knowledge of international ‘best practices’ in latest conditions of contract, construction, contract management and modern highway construction technology as well as consultancy services important. He should have previously worked as Team Leader or in similar capacity on at least two Project Management works of major road project of Two-laning/four laning/expressway costing more than 100 Cr. or at least 150 km length of the project. The candidate shall be conversant with the documents in several types of project delivery methods EPC and Annuity mode. He preferably should have at least five years of experience as Team Leader or equivalent in above said kind of projects. He should have wide experience of monitoring the PPP Projects and various kinds of consultancy services. He should have 2 year experience as a TL in PMC/ WMC of ADB World Bank funded works.
\n\nQualification and Experience:
\n\nThe Deputy Team Leader of this consultancy assignment should posses a post Graduate Degree, either in civil Engineer/ Highway Engineer/Construction Management of civil Engineering Graduate with MBA, Preferably HR, and institutional development related qualification shall carry more weight age. He shall have long experience in management of Road project with various financing and procurement arrangements, supervision of highway contracts, understanding of the bidding and contract documents, HAM/EPC documents and overseeing (Project) consultancies. He shall have good enough experience of institutional development and HR development.
\n\nHe shall have 12 years of professional experience. He should have 7 years ‘experience either as site project manager/ in design of similar highway project/ in design and project management for contracts of similar size and complexity as of the proposed contract. He shall have at least 3 years of experience of similar kind of assignment. He shall have at least three years of experience in complex project planning and shall have knowledge of least project planning software. The person must have experience in designing appropriate cost - effective pavements making best use of locally available materials. He shall have knowledge and experience to carry out the design approval of EPC mode and or PPP type contracts. He shall have detailed knowledge of various kinds of bid documents and its evaluation, contract negotiation and contract agreement.
\n\nHe should have adequate experience in using project management tools such as MS-Project of Primavera in preparing catch up works program, resources Scheduling and critical path assessment and also in evaluation of EOT claims from the Contractor. Knowledge of FIDIC conditions of contract is desirable.
\n\n\n\n
Qualification and Experience:
\n\nHe shall be at least civil engineer having post graduation in Management/Procurement or MBA with Finance / Project Management. He shall have minimum 15 years of relevant professional experience. He should possess a degree in Civil Engineering or Management with at least 10 years of experience in Procurement and Contract Management out of which he should have at least 7 years international experience in procurement and Contract Management. The candidate shall be conversant with the prevailing guidelines of World Bank for the procurement of Consultant, works and goods. He shall have through knowledge of FIDIC document. The candidate should also have experience in drafting and negotiating agreements with different kinds of service delivery methods. Experience in PPP contracts in the last 5 years would be an advantage. He shall have knowledge and experience of management of various types of contracts like item rate, OPRC and PPP type contracts. He shall have detailed knowledge of preparation of EOI, RFP, BID document, Contract agreement of various kinds of contract and its bid evaluation, negotiation and contract agreement.
\n\nQualification and Experience:
\n\nHe shall have Graduate qualification in a field of Engineering or management/Administration, with minimum 10 years of professional experience;
\n\nHe shall have significant senior-level experience in agency management, development, public relations/communications and leadership functions in India’s public sector context, desirably at state level;
\n\nHe shall have proven capacity for high-level oversight, coordination and facilitation of complex strategies/programs
\n\nHe shall have proven capacity for high-level oversight, coordination and facilitation of complex strategies/programs
\n\nHe shall have significant experience in the implementation of public sector institutional strengthening’, capacity-building and /or reform programs; and
\n\nHe shall have effective oral and written communication, briefing and reporting shill; and sound inter-personal, liaison, presentational and teamwork skills.
\n\n\n\n
Qualification and Experience:
\n\nHe shall possess a post graduate qualifications as MBA (Finance)/Masters in Economics-Finance/Masters in Transport Planning/Economics or higher qualifications in economics/finance. He must have a minimum of 10 Years of Experience, including at least 3 years in international-standard roles/responsibilities shall be preferred, and at least 5 years in the financial analysis in similar field. He shall be conversant on infrastructure project finance and able to carry out financial modelling and analysis. He shall have sound previous experience in performing financial analysis and planning functions and activities in India’s public sector, preferably in relation to large-scale infrastructure investment and/or infrastructure asset management financing matters
\n\nQualification and Experience:
\n\nChartered accountant having at least 5 years of post qualification experience. Specific experience of at least 3 years in similar externally aided project. The expert is expected to assist the PPP Division in project financial management arrangements covering topics such as planning, budgeting, accounting, funds flow, reporting, internal audit and external audit.
\n\nGraduate qualification in Law, preferably with additional specialization in Corporate Law and Legislative drafting. He must have minimum of 10 Years of experience in practicing law. The candidate shall be conversant with the Indian and international documents for PPP projects. The candidate shall have experience in drafting and negotiating of PPP agreements from legal aspect. He should have served as legal expert in Transaction Advisory services for a minimum of 3 PPP projects in the road sector.
\n\nHe shall have Extensive experience as legal professional and practitioner in public, administrative and /or contract law. Sound knowledge and experience of India’s legal framework, processes practices as these relate to public legislation, statutes, Rules and/or Orders affecting the operations of public sector entities. He shall have proven skills at drafting of legal and statutory documents and preparation of related Subissions and/or announcements. Senior Environment Engineer:
\n\nQualification and Experience:
\n\nThe candidate shall be a post graduate with specialization in Environmental Engineering/Environmental Planning/ environmental sciences. The candidate shall have at least 10 years of relevant professional experience. Experience in implementation of EMP in externally aided based major highway projects is essential. He should have about 6 years of work experience related to environmental issues. He should have adequate experience in implementing EMPs and organizing training to Contractor’s and Employer’s staff. He should be familiar with requisite procedures involved in obtaining Environmental & Forest clearances for project roads passing through protected forest, reserve forests, national parks or sanctuaries, CRZ etc. He should be familiar with the best practices adopted in the environment management in the developing countries. He should have also through knowledge about green highway construction.
\n\nQualification and Experience:
\n\nThe candidate will be at least a Graduate in civil engineering with post-graduation specialization in Highway Engineering/Transportation Engineering/Planning and additional specialist training and qualifications directly relevant to engineering aspects of traffic and transport safety in road design / construction / management. He shall have at least 10 years of relevant professional experience, including at least 5 years directly in the Road Safety field. He shall have extensive international-standard experience and skills in road planning, design, construction and management, with current specialization in all the road and traffic safety engineering aspects of works project planning / design / implementation. He shall have significant experience in execution of Road Infrastructure Safety ‘audits’ and in preparing Road Safety Audit-based engineering mitigation measures. He shall have sound knowledge of contemporary road safety engineering ‘best practice’ and be soundly familiar with (i) current policies, standards and/or guidelines relating to road design and construction in India (ii) current ‘safe road & traffic engineering’ concepts and approaches demonstrated elsewhere that may be brought into application in Rajasthan state, (iii) road accident data management system, (iv) road-crash (accident) data analysis and crash investigation and (v) road safety performance survey (iRAP survey). The candidatemust have proven skills at staff capacity building and training in this field; and have completed at least one major similar assignment in a comparable ‘developing country’ context.
\n\nQualification and Experience:
\n\nThe candidate shall have Masters Degree or equivalent qualification in Social Sciences (sociology / social work / economics / geography / planning / public administration and management) with at least 10 years total professional experience, out of which, 5 years’ experience shall be in working as social / resettlement expert for major Civil Engineering Project including Highway Project. The experience of working as Social Expert for Major Highway Project is desirable. The knowledge of World Bank’s prevailing guidelines and/or policies related to R&R is essential. Experience in legal analysis data, participatory consultation is essential. He should have through knowledge of prevailing land acquisition Act, states jantri values as well as current draft land Acquisition and Resettlement Act as well as state’s R&R policy etc. He should have thorough knowledge of complete procedure of private and Government land acquisition up to the award stage. The candidate shall have experience in preparation / implementation of HIV/AIDS prevention plan. The candidate should have experience in analysing and addressing gender issues.
\n\nQualification and Experience:
\n\nHe shall be a B.Tech/B.E. graduate with specialization in Computer Science, Information Technology, Information Systems, Electronics/Electronics & Communications or the equivalent. He shall be fully knowledgeable in current IT hardware and software matters as well as ICT communications / connectivity matters, particularly as relevant to technical and business information management requirements in the public sector context in India. He shall have extensive professional experience (at least 10 years) and adequate professional skill in the implementation, operation and management of IT and ICT assets and facilities and in the facilitation of IT-based activity monitoring systems for program management purposed, preferably in public sector contexts. He shall have skill and experience in framing the necessary policies, operating rules and processes for the administration, security and performance monitoring of the IT-ICT resources of a major organization having widely-dispersed operations and user-groups. He shall have completed at least 2 major similar projects related to IT-ICT-MIS integration in India’s public sector.
\n\n10. DATA, SERVICES, AND FACILITIES TO BE PROVIDED BY THE EMPLOYER
\n\nThe following and any other such data, available with the Employer shall be provided to the PMC: models of past RFQ, RFP, a Concession Agreement and Schedules prepared by a Consultant of the employer
\n\nThe Consultant will be responsible for making his own arrangements for all his accommodation. The Consultant should also make his own arrangements for office furniture, equipment, stationeries, photocopiers, communication facilities like telephones, web connections, facsimiles, etc. including maintenance thereof and vehicles for transportation of office staff, etc. (including operation, maintenance, insurances and repairs thereof).
\n\nFollowing are procurement arrangements applicable for Project:
\n\nResult Indicators of the RSHDP are as follows
\n\nAPPENDIX-A
\n\nMAP SHOWING ROAD IMPROVEMENT WORKS UNDER RSHDP-II
\n\n\n\n
\n\n
Appendix -B Details To Be Provided By The Client:
\n\nThe client will provide relevant details to the selected consultant at no cost
\n\n\n\n
\n\n
\n\n
\n\n
\n\n
\n\n
Appendix-C: Details of the Project Highways
\n\n\n\n
Name of Project: Rajasthan State Highways Development Program II (P157141)
\n\nReference No. as per Procurement Plan : P157141
\n\nAssignment Title: Consultancy Services as Project Management consultant for development and up gradation of 11 Nos state highways of length 765 Kms
\n\nThe Government of Rajasthan through Government of India has applied for financing from the World Bank (WB) toward the cost of Rajasthan State Highway Development Program-II. Part of this financing will be used for eligible payments under the development and up-gradation for following Projects is as follows:
\n\n| \n\t\t\t Ref No. \n\t\t\t | \n\t\t\t\n\t\t\t Description \n\t\t\t | \n\t\t\t\n\t\t\t Estimated Cost \n\t\t\t | \n\t\t\t\n\t\t\t Duration of assignment in months \n\t\t\t | \n\t\t\t\n\t\t\t Bank Oversight \n\n\t\t\t(Prior/Post) \n\t\t\t | \n\t\t\t\n\t\t\t Selection Methods \n\t\t\t | \n\t\t\t\n\t\t\t Market Approach Options/Contract type \n\t\t\t | \n\t\t\t\n\t\t\t Remarks \n\t\t\t | \n\t\t|
| \n\t\t\t US$ million \n\t\t\t | \n\t\t\t\n\t\t\t INR million \n\t\t\t | \n\t\t|||||||
| \n\t\t\t WB/RSHDP II/EPC/01 \n\t\t\t | \n\t\t\t\n\t\t\t Banar-Bhopalgarh-Kuchera Highway \n\t\t\t | \n\t\t\t\n\t\t\t 36.98 \n\t\t\t | \n\t\t\t\n\t\t\t 2,403.5 \n\t\t\t | \n\t\t\t\n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open National \n\n\t\t\t(Single Stage Single Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t Agreement signed on 17.05.2018. \n\n\t\t\tLOA issued amounting to Rs. 207.11 cr on 19.04.2018) \n\t\t\t | \n\t\t
| \n\t\t\t WB/RSHDP II/EPC/02 \n\t\t\t | \n\t\t\t\n\t\t\t Bhawi-Pipar-Khimsar Highway \n\t\t\t | \n\t\t\t\n\t\t\t 16.31 \n\t\t\t | \n\t\t\t\n\t\t\t 1,060 \n\t\t\t | \n\t\t\t\n\t\t\t 15 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage Single Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t Agreement signed on 17.05.2018. \n\n\t\t\tLOA issued amounting to Rs. 85.41 cr on 19.04.2018 \n\t\t\t | \n\t\t
| \n\t\t\t WB/RSHDP II/EPC/03 \n\t\t\t | \n\t\t\t\n\t\t\t Jodhpur-Marwar-Junction-Jojawar-Highway \n\t\t\t | \n\t\t\t\n\t\t\t 51.03 \n\t\t\t | \n\t\t\t\n\t\t\t 3317.0 \n\t\t\t | \n\t\t\t\n\t\t\t 24 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –International (Single Stage Single Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t Agreement signed on 28.06.2018. \n\n\t\t\tLOA issued amounting to Rs. 304.11 cr on 29.04.2018) \n\t\t\t | \n\t\t
| \n\t\t\t WB/RSHDP II/EPC/04 \n\t\t\t | \n\t\t\t\n\t\t\t (1) Khood- Dataramgarh- Renwal Highway \n\n\t\t\t | \n\t\t\t\n\t\t\t 37.96 \n\t\t\t | \n\t\t\t\n\t\t\t 2,467.5 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage Single Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t (WB/1/Annuity/01) \n\t\t\t | \n\t\t\t\n\t\t\t Sriganganagar - Bikaner (Padampur-Raisinghnagar & Sattasar-Bikaner Section) \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 19.55 \n\t\t\t | \n\t\t\t\n\t\t\t 1270.7 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage two Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t (WB/1/Annuity/02) \n\t\t\t | \n\t\t\t\n\t\t\t (1)Jhunjhunu–Rajgarh \n\n\t\t\t\n\n\t\t\t (2)Neemkathana-Khetri-Singhana \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 26.52 \n\t\t\t | \n\t\t\t\n\t\t\t 1723.5 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage two Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t (WB/1/Annuity/03) \n\t\t\t | \n\t\t\t\n\t\t\t Kishangarh- Arain- Malpura \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 15.38 \n\t\t\t | \n\t\t\t\n\t\t\t 999.8 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage two Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t (WB/1/Annuity/04) \n\t\t\t | \n\t\t\t\n\t\t\t Bhinmal - Raniwara section of RamseenBhinmal-Raniwara \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t 23.16 \n\t\t\t | \n\t\t\t\n\t\t\t 1505.1 \n\t\t\t | \n\t\t\t\n\t\t\t 18 \n\t\t\t | \n\t\t\t\n\t\t\t Prior \n\t\t\t | \n\t\t\t\n\t\t\t RFB \n\t\t\t | \n\t\t\t\n\t\t\t Open –National (Single Stage two Envelope) \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t G.Total \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 14747.1 \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
\n\n
\n\n
Annex-III
\n\nName of works applied for:-
\n\n| \n\t\t\t Consultant \n\t\t\t | \n\t\t\t\n\t\t\t Year of \n\n\t\t\tEstablishment \n\t\t\t | \n\t\t\t\n\t\t\t Country \n\t\t\t | \n\t\t\t\n\t\t\t Type of Organization \n\t\t\t | \n\t\t|||
| \n\t\t\t Individual \n\t\t\t | \n\t\t\t\n\t\t\t Partnership \n\t\t\t | \n\t\t\t\n\t\t\t Corporation \n\t\t\t | \n\t\t\t\n\t\t\t Other \n\t\t\t | \n\t\t|||
| \n\t\t\t Individual / Lead Partner (of JV)/ Minor Partner of JV/Associate. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
NOTE: - Year of Establishment of Lead Partner of JV shall be considered.
\n\n*Copy of Certificate of incorporation shall be submitted.
\n\n\n\n
| \n\t\t\t S.No. \n\t\t\t | \n\t\t\t\n\t\t\t Particular \n\t\t\t | \n\t\t\t\n\t\t\t 2017-18 \n\t\t\t | \n\t\t\t\n\t\t\t 2016-17 \n\t\t\t | \n\t\t\t\n\t\t\t 2015-16 \n\t\t\t | \n\t\t\t\n\t\t\t 2014-15 \n\t\t\t | \n\t\t\t\n\t\t\t 2013-14 \n\t\t\t | \n\t\t
| \n\t\t\t i. \n\t\t\t | \n\t\t\t\n\t\t\t Annual turnover from Consulting business \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t ii. \n\t\t\t | \n\t\t\t\n\t\t\t Total Assets \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
| \n\t\t\t iii. \n\t\t\t | \n\t\t\t\n\t\t\t Current Assets \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
Note: Balance Sheet/ Auditor Certificate of last 5 years (FY 2013-2014,FY 2014-2015, FY 2015-2016 and FY 2016-2017) shall be submitted as evidence of Annual Turnover.
\n\n| \n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t \n\n\t\t\t S.No. \n\t\t\t | \n\t\t\t\n\t\t\t Projects Name/Year \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Type \n\n\t\t\tof Services rendered \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Description of Highway Project / \n\n\t\t\tLength \n\n\t\t\t(kms) \n\t\t\t | \n\t\t\t\n\t\t\t Client (with Complete address, contact person, telephone Nos. and Fax Nos.) \n\t\t\t | \n\t\t\t\n\t\t\t Total Fee for the Consultancy \n\n\t\t\tAssignment (INR) \n\t\t\t | \n\t\t\t\n\t\t\t Fee received by Applicant \n\n\t\t\t( in case of JV / Association) \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t % age \n\n\t\t\tof total fee received by the firm \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Approx. Cost of Highway Project \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Period \n\t\t\t | \n\t\t
| \n\t\t\t Sole Consultant/ Lead Partner of JV/JV Partner/ as associate \n\n\t\t\tConsultant \n\t\t\t | \n\t\t|||||||||
| \n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t\t\n\t\t\t 10 \n\t\t\t | \n\t\t
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t A . Completed/ Substantially completed projects: \n\n\t\t\t1 . \n\n\t\t\t2 . \n\n\t\t\t3 . \n\n\t\t\tB . Project in progress \n\n\t\t\t1 . \n\n\t\t\t2 . \n\n\t\t\t3 . \n\t\t\t | \n\t\t
\n\n
\n\n
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t S.NO. \n\t\t\t | \n\t\t\t\n\t\t\t Projects Name/Year \n\n\t\t\t\n\t\t\t | \n\t\t\t\n\t\t\t Type of Services rendered \n\t\t\t | \n\t\t\t\n\t\t\t Length of Project \n\n\t\t\t(kms) \n\t\t\t | \n\t\t\t\n\t\t\t Client (with Complete address, contact person, telephone Nos. and Fax Nos.) \n\t\t\t | \n\t\t\t\n\t\t\t Total Fee for the Consultancy \n\n\t\t\tAssignment (INR \n\t\t\t | \n\t\t\t\n\t\t\t Fee received by Applicant ( in case of JV / Association) \n\t\t\t | \n\t\t\t\n\t\t\t % age \n\n\t\t\tof total fee received by the firm \n\t\t\t | \n\t\t\t\n\t\t\t Period \n\t\t\t | \n\t\t||
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t Sole Consultant/ Lead Partner of JV/JV Partner/ as associate \n\n\t\t\tConsultant \n\t\t\t | \n\t\t||||||||||
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t 1 \n\t\t\t | \n\t\t\t\n\t\t\t 2 \n\t\t\t | \n\t\t\t\n\t\t\t 3 \n\t\t\t | \n\t\t\t\n\t\t\t 4 \n\t\t\t | \n\t\t\t\n\t\t\t 5 \n\t\t\t | \n\t\t\t\n\t\t\t 6 \n\t\t\t | \n\t\t\t\n\t\t\t 7 \n\t\t\t | \n\t\t\t\n\t\t\t 8 \n\t\t\t | \n\t\t\t\n\t\t\t 9 \n\t\t\t | \n\t\t||
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t A . Completed/ Substantially completed projects: \n\n\t\t\t1 . \n\n\t\t\t2 . \n\n\t\t\t3 . \n\n\t\t\tB . Project in progress \n\n\t\t\t1 . \n\n\t\t\t2 . \n\n\t\t\t3 . \n\t\t\t | \n\t\t|||||||||
| \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t\t | \n\t\t |
***a)2/4/6 lane work as applicable for the project for which RFP is invited. For 2- lane projects experience of 4/6 lane also to be considered with a multiplication factor of 1.5. Experience of 2 lane will be considered for 4/6 laning projects with a multiplication factor of 0.75. For standalone bridge projects, experience in bridge work (either standalone project or as a part of road project) only be considered. Only those projects, to be included in the table which are Highways Projects and for which client’s certificates from the concerned Government agencies are enclosed.
\n\nd) The weightage given for experience of a firm would depend on the role of the firm in the respective assignments. The firm’s experience would get full credit if it was the sole firm in the respective assignment. If the applicant firm has completed projects as JV with some other firms, weightage shall be given as per the JV share***. However if the applicant firm has executed the project as associate with some other firms, 25% weightage shall be given to the applicant firm for the projects completed under such association
\n\ne) For weightage of experience in any past Consultancy assignment, experience certificate from the client shall be submitted. In absence of clear demarcation of JV share in client certificate, the weightage will be treated as 60 % for lead partner and 40% for minor partner. Annual turnover duly certified by Chartered Accountant shall be accepted. In case of non-availability of such documents no weightage of turnover/experience will be considered.
\n\n| \n\t\t\t \n\n\t\t\t S. \n\n\t\t\tNo \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Name \n\n\t\t\tof \n\n\t\t\tAssignment \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Client \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Role of the firm \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Date of letter of \n\n\t\t\tAcceptance \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Date of \n\n\t\t\tAgreement if signed \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Present status \n\n\t\t\tof Assignment \n\t\t\t | \n\t\t\t\n\t\t\t \n\n\t\t\t Team Members provided by the \n\n\t\t\tfirm \n\t\t\t | \n\t\t\t\n\t\t | ||
| \n\t\t\t Sole, Lead/ Other in JV or sub-consultant \n\t\t\t | \n\t\t\t\n\t\t | |||||||||
| \n\t\t\t Name \n\t\t\t | \n\t\t\t\n\t\t\t DOB \n\t\t\t | \n\t\t\t\n\t\t\t Position \n\t\t\t | \n\t\t\t\n\t\t | |||||||
| \n\t\t\t (1) \n\t\t\t | \n\t\t\t\n\t\t\t (2) \n\t\t\t | \n\t\t\t\n\t\t\t (3) \n\t\t\t | \n\t\t\t\n\t\t\t (4) \n\t\t\t | \n\t\t\t\n\t\t\t (5) \n\t\t\t | \n\t\t\t\n\t\t\t (6) \n\t\t\t | \n\t\t\t\n\t\t\t (7) \n\t\t\t | \n\t\t\t\n\t\t\t (8) \n\t\t\t | \n\t\t\t\n\t\t\t (9) \n\t\t\t | \n\t\t\t\n\t\t\t (10) \n\t\t\t | \n\t\t\t\n\t\t |
| \n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t\t\n\t\t |
\n\n
Annexure-IV
\n\nShort listing Criteria
\n\n| \n\t\t\t S.No \n\t\t\t | \n\t\t\t\n\t\t\t Experience of the firm in last 7 years \n\t\t\t | \n\t\t\t\n\t\t\t Annual Turnover*** \n\t\t\t | \n\t\t|
| \n\t\t\t Project management Consultancy (NH/SH/Equivalent) \n\t\t\t | \n\t\t\t\n\t\t\t Project Supervision, monitoring / IC (NH/SH/Equivalent) \n\t\t\t | \n\t\t||
| \n\t\t\t 1 (a) \n\t\t\t | \n\t\t\t\n\t\t\t The firm should have minimum experience as Project Management Consultant of Road projects of aggregate length equal to or more for which REOI is invited. \n\t\t\t | \n\t\t\t\n\t\t\t The firm should have minimum experience of Project Supervision as Independent Engineer/ Authority Engineer/ Supervision Consultant of Road project of aggregate length equal to 2 times or more for which REOI is invited. \n\t\t\t | \n\t\t\t\n\t\t\t Annual turnover (updated average of last 3 years) of the firm from consultancy business should be equal to or more than 2% of Indicative Cost of Construction. \n\t\t\t | \n\t\t
| \n\t\t\t 1 (b) \n\t\t\t | \n\t\t\t\n\t\t\t The firm should have minimum experience as project Management consultant of similar category of 2/4/6 laning / bridge work of 25% of project length. \n\t\t\t | \n\t\t\t\n\t\t\t The firm should have minimum experience of Project Supervision as Independent Engineer/ Authority Engineer/ Supervision Consultant of atleast one project of similar category of 2/4/6 laning/bridge work of length equal to 25% of project length. \n\t\t\t | \n\t\t\t\n\t\t\t \n\t\t\t | \n\t\t
The lead partner must fulfill atleast 50% of requirements at 1(a) of table in para (A) above and other JV partner should fulfill atleast 30% of eligibility criteria as indicated at 1(a) of table in para (A) above. Also the lead partner and JV partner jointly should meet the eligibility criteria as mentioned at 1(a) of table in para (A) above. Lead partner should meet the criteria 1 (b) of table in para (A) above.
\n\nNote: The weightage given for experience of a firm would depend on the role of the firm in the respective assignments. The firm’s experience would get full credit if it was the sole firm in the respective assignment. If the applicant firm has completed projects as JV with some other firms, weightage shall be given as per the JV share***. However if the applicant firm has executed the project as associate with some other firms, 25% weightage shall be given to the applicant firm for the projects completed under such association.
\n\n*** For weightage of experience in any past Consultancy assignment, experience certificate from the client shall be submitted. In absence of clear demarcation of JV share in client certificate, the weightage will be treated as 60 % for lead partner and 40% for minor partner. Annual turnover duly certified by Chartered Accountant shall be accepted. In case of non- availability of such documents no weightage of turnover/experience will be considered.
\n\nFollowing enhancement factor will be used for the cost of services provided and for the turnover from consultancy business to a common base value for works completed in India:
\n\n| \n\t\t\t Year of completion of services / turnover \n\t\t\t | \n\t\t\t\n\t\t\t Enhancement factor \n\t\t\t | \n\t\t
| \n\t\t\t Financial year in which RFP invited \n\t\t\t | \n\t\t\t\n\t\t\t 1.00 \n\t\t\t | \n\t\t
| \n\t\t\t One year prior to RFP \n\t\t\t | \n\t\t\t\n\t\t\t 1.10 \n\t\t\t | \n\t\t
| \n\t\t\t Two year prior to RFP \n\t\t\t | \n\t\t\t\n\t\t\t 1.21 \n\t\t\t | \n\t\t
| \n\t\t\t Three year prior to RFP \n\t\t\t | \n\t\t\t\n\t\t\t 1.33 \n\t\t\t | \n\t\t
Applicant should indicate actual figures of costs and amount for the works executed by them without accounting for the above mentioned factors.
\n\nIn case the financial figures and values of services provided are in foreign currency, the above enhancement factors will not be applied. Instead, current market exchange rate (State Bank of India BC Selling rate as on last date of submission of the bid) will be applied for the purpose of conversion of amount in foreign currency into Indian Rupees.
\n\nKey Experts will not be evaluated at the short listing stage.
"},{"id":"OP00068071","notice_type":"Request for Expression of Interest","noticedate":"28-Feb-2019","notice_lang_name":"English","notice_status":"Published","submission_deadline_date":"2019-03-18T00:00:00Z","submission_deadline_time":"11:30","project_ctry_name":"India","project_id":"P157141","project_name":"Rajasthan State Highways Development Program II Project","bid_reference_no":"IN-PPP CELL-66491-CS-QCBS","bid_description":"Project Management Consultancy for Rajasthan State Highways Development Programme-II(RSHDP-II)","procurement_group":"CS","procurement_method_code":"QCBS","procurement_method_name":"Quality And Cost-Based Selection","contact_address":"Public Works Department, Government of Rajasthan","contact_ctry_name":"India","contact_email":"aceppp.pwd@rajasthan.gov.in","contact_name":"Rakesh Gupta","contact_organization":"PPP Cell, PWD","contact_phone_no":"0141-2223547","submission_date":"2019-02-28T00:00:00Z","notice_text":"Government of Rajasthan
\r\n\r\nPPP Division, Public Works Department, Rajasthan
\r\n\r\nREQUEST FOR EXPRESSION OF INTEREST (REoI)
\r\n\r\nProject Management Consultancy
\r\n\r\nRajasthan State Highways Development Program-II(RSHDP-II)
\r\n\r\n\r\n\r\n
Mr. Rakesh Gupta,
\r\n\r\nOffice of Additional Chief Engineer (PPP)
\r\n\r\nNirman Bhawan, Jacob Road
\r\n\r\nCivil Lines, Jaipur -302006, Rajasthan, India
\r\n\r\nTele: +91 141 2223547
\r\n\r\nEmail: aceppp.pwd@rajasthan.gov.in
\r\n\r\n\r\n\r\n
Additional Chief Engineer, PPP Division
\r\n\r\nPublic Works Department, Jacob Road, Civil Lines,
\r\n\r\nJaipur, Rajasthan, India, Pin code- 302006,
\r\n\r\nTelephone: +91-141-2223547
\r\n\r\nFax: +91-141-2223547
\r\n\r\nElectronic mail address: aceppp.pwd@rajasthan.gov.in
\r\n\r\n\r\n\r\n
\r\n\r\n
(Rakesh Gupta )
\r\n\r\nAddl. Chief Engineer (PPP)
\r\n\r\nPWD, Rajasthan, Jaipur
\r\n\r\n\r\n\r\n
\r\n\r\n
Annex-I
\r\n\r\nTERMS OF REFERENCE
\r\n\r\nRajasthan State Highways Development Program- II (RSHDP - II) has established a well-thought-out investment strategy including the following elements:
\r\n\r\nThe main objective of Project Management Consultant is to provide support to the PPP Division of Public Works Department, Government of Rajasthan to implement the Rajasthan State Highway Development Program as per World Bank guidelines and to provide technical advice and implementation support to PWD, including interalia,
\r\n\r\nThe scope of PMC services is the following but not limited to:
\r\n\r\n[ACEPPP13] The consultant will be selected in accordance with the procedure specified in the World Bank guidelines: “Procurement Regulations for IPF Borrowers: Procurement in Investment Project Financing Goods, Works, Non-consulting and Consulting Services, July 2016.
\r\n\r\n\r\n\r\n
The project involves following components.
\r\n\r\nNote: The details in Annexure I are indicative only and are liable to change at PIU’s discretion.
\r\n\r\nInstitutional & Government Strengthening/ Development:
\r\n\r\nSeveral consultancy services of varying size are planned for the implementation of this component, which will be guided by (respectively) Institutional Development and Governance & Accountability action Plans (IDAP and GAAP). Procurement action to finalize and launch the more substantial consultancies is underway at different stages. Execution of these consultancy assignments would take place over almost the entire RSHDP-II period, and the PMC shall assist the PPP Division in the monitoring the overall progress and results of the IDAP and GAAP implementation programs.
\r\n\r\nIT-ICT-MIS Improvement & Support:
\r\n\r\nThe PPP Division is in consultation with RISL, Government of Rajasthan to prepare MIS and mobile application system. The PMC shall assist the PMU in the decided procurement with associated procurement actions, in implementing the planned IT-ICT-MIS enhancements and in management of PWD cantered IT-ICT-MIS functions and operations, including staff training and capacity- building measures.
\r\n\r\nRoad Safety:
\r\n\r\nThe road safety component will take a multi-sectoral approach to building the state’s capacity for road safety management, using both proactive and preventive methods. A road safety Management programmeis monitored by GoR with consultation of PWD, Transport Department, and with the of NGO.The PMC will assist PMU in the planning and achievement of the road safety target set by the world bank as described below in details.
\r\n\r\nRoad Accident Database Management System (RADMS)
\r\n\r\nThis sub-component will provide support to the Government of Rajasthan in developing and operationalizing a Road Accident Database Management System (RADMS) anchored at the Police Department with the capability of crowd sourcing crash data. The following activities will be proposed under this sub-component: (i) preparation of an improved crash/injury database system by systematically investigating current data collection and analysis systems, and analyzing options for better combined use of Police and Health data; (ii) development of specifications for a major initiative to reform crash data business processes, formalize agency roles and responsibilities, and prepare for new capital and operational investment; (iii) implementation of the crash data initiative, combining software and related hardware investments for a new crash data system, with additional operational investment in collecting, collating and analyzing crash data; and (iv) deployment of community-based road accident reporting for local residents to report to police and emergency services on crashes using a smartphone application to be developed by the project.
\r\n\r\nSpeed Management Program
\r\n\r\nThis sub-component will support the piloting of a speed management program along three high risk corridors (each approx. 100kms in length). This will include the following activities: (i) Identification of three high risk corridors (each approx. 100kms in length); (ii) Undertaking speed management study to prepare recommendations and support policy and investment decisions regarding setting and enforcing speed limits, professional capacity building, public information and awareness, monitoring and evaluation; (iii) Investing in automated enforcement, including mapping priority enforcement sites and establishing a highway patrol (within the Police Department); (iv) Professional capacity building, publicity and communications activities; and (v) Developing and implementing monitoring and evaluation systems for the program.
\r\n\r\nRoad Safety Performance Survey (iRAP studies).
\r\n\r\nThe project will support a road safety performance survey for the state highway network, or at least for the strategic network, to establish the road safety level in each road segment This is a proactive/preventive approach to help the PWD/RSHA, and the road safety lead agency to understand the safety risks involved in each road corridor and the required investment to bring the risk to an acceptable level. The following activities will be proposed: (i) Conduct a comprehensive iRAP survey for high risk state highways; (ii) Prepare a Safer Roads Investment Program (SRIP) to estimate future infrastructure safety needs and plan a significant multi-year investment allocation to upgrade the safety star rating of the core road network and (iii) Undertake iRAP training for senior PWD staff. This subcomponent will be a pilot on a small scale, with a view to help the state scale it up to the state road network as appropriate and feasible.
\r\n\r\nRoad Safety Strategy
\r\n\r\nThis sub-component will provide support to the Government of Rajasthan in developing an ambitious long-term road safety strategy based on the safe systems approach, incorporating: (i) an ultimate vision for road safety in Rajasthan; (ii) interim targets for final and intermediate outcomes; (iii) strategic directions for a full range of interventions; (iv) management and implementation arrangements including funding requirements; and (v) related monitoring and evaluation tools. The project will finance technical assistance to (i) prepare the long-term road safety strategy and identify one or more funding mechanisms and (ii) prepare a multi-year action plan to implement the new strategy.
\r\n\r\nReview of Approach to Black Spots
\r\n\r\nFor many years, Rajasthan and other states have been treating black spots by signage, guard rails, speed calming measures, speed restrictions, improving sightlines, straightening bends, and the like. More recently, a debate has arisen over the effectiveness of such measures, in terms of how black spots are defined, identified, and remediated. This sub-component will support an exercise to re-assess existing approaches to black spot improvements and to disseminated and discuss the results. This may also results in the development of new training program for PWD staff and police officers.
\r\n\r\nProject Performance Monitoring:
\r\n\r\nA Project Agreement for RSHDP-II will be established between the WB and the Government of Rajasthan, inter-alia stipulating certain covenants for project governance, milestones and outcomes. These shall be monitored by PMC, including via a Project-specific ‘performance monitoring indicators’ matrix that will be determined by WB and GoR before Project launch.
\r\n\r\n[ACEPPP14] IMPLEMENTATION[MWJ15] [ACEPPP16] MECHANISM
\r\n\r\nThe implementation mechanism established by employer is explained below through Institutional Development Chart.
\r\n\r\nAt PMU Level
\r\n\r\n\r\n\r\n
At PIU Level
\r\n\r\n\r\n\r\n
The PIU will be the main interface between the Employer and consultant/concessionaire/ contractor. The PIU will conduct its business as per authorization under various agreements with contractor/ consultant/concessionaire and under rules and regulations of the Employer.
\r\n\r\nTask 1: Project Management Support
\r\n\r\n\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
Task 2: Financial Management Support
\r\n\r\n\r\n\r\n
Task 3: Project Performance Monitoring System
\r\n\r\n[ACEPPP23]
\r\n\r\nTask 4: Safeguard Coordination and Reporting
\r\n\r\n\r\n\r\n
\r\n\r\n
\r\n\r\n
Task 5. Periodic Financing Request
\r\n\r\n\r\n\r\n
\r\n\r\n
| \r\n\t\t\t Sl. \r\n\r\n\t\t\tNo. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Report \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Frequency \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Due Date \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t No. of Copies \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t No. of CDs \r\n\t\t\t | \r\n\t\t
|---|---|---|---|---|---|
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Inception Report \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t One Time \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Within 1 month after commencement of service. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Monthly progress report \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Every Month \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 10th of every month \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Quarterly Progress Reports \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Every three months \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 10th of month following the reporting quarters \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual Work plan and Budget (AWB) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t At least 30 days before the start of a financial year. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Quarterly Interim Unaudited Financial Reports (IUFRs) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Quarterly \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Within 30 days of end of quarter. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual Financial Statements \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Within 3 months of end of the year. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Statement on pending audit paras (internal and external) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Monthly \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t To be updated at least on a monthly basis. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual Reports \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Five Times \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1 months after commencement month every year \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Project Completion Report \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t One Time \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Before the end of Defect Liability Period \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Manual on social and environmental safeguards \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t One Time \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Within 12 months after commencement of service \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Road Asset Management System (RAMS) and RAMS Manual[MWJ36] [ACEPPP37] only for RSHDP-II works \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t One Time \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Within 24 months after commencement of service \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t One set of RAMS with 5 sets of Manual \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t User Satisfaction Survey Reports \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Three Times \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t First Year, \r\n\r\n\t\t\tThird Year, \r\n\r\n\t\t\tFifth Year \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t
\r\n\r\n
\r\n\r\n
\r\n\r\n
The quarterly reports shall be factual and concise with recommendations for the subsequent quarter.
\r\n\r\n\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
The Consultant shall include the self-appraisal in the report in compliance with World Bank requirements for project completion report of executing agencies, including detailed data and information gathered and recorded during the project implementation and those on PPMS indicators. For this purpose, the consultant shall conduct necessary field surveys on road conditions and traffic volumes at appropriate timings during the defect liability period.
\r\n\r\n\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
The PMC service will be carried out over the entire loan implementation period 60 month. The consultant shall submit the inception report not later than 4 weeks after signing the PMC contract. The Inception Report details the deployment of the personnel and the approximate time of their mobilization, which is coordinated with the project implementation plan. The Consultant will no later than the 10th of each month, after receiving reports from the various consultant submit a combined summary report of the progress of all ongoing sub-project and consultancies, and recommendations on how to deal with problematic issues. PMC must also file quarterly progress Monitoring Report (PMR) with the Bank through PMU. The targets and approximate duration of various tasks/deliverables of PMC Consultancy are scheduled below:
\r\n\r\nAll the deliverables which are to be submitted in hard copy shall be submitted in six copies and those which are to be submitted in soft copy submitted in two copies. The documentation done under this assignment shall be given in external Hard disk of capacity not less than 1 TB will be supplied by PMC. PMC shall ensure that each every submission made under this consultancy shall be copied on this external hard disk at the time of every submission.
\r\n\r\n\r\n\r\n
Project Director on behalf of the Employer will take responsibility for managing the Consultant’s work and for ensuring delivery on the project. The Project Director will assign a project team to engage regularly with the Consultant for efficiently completing the various delivery items. Frequent meetings with the Consultant at the employer’s office are foreseen during the period of services. The project team will meet at least monthly and the Consultant will report progress to these meetings. During the entire period of services, the Consultant shall interact closely with the Employer to receive input and provide information.
\r\n\r\nStaffing schedule:
\r\n\r\n\r\n\r\n
All the experts must have experience of not less than 5 years in their respective fields. They have all worked on World Bank aided, or externally funded project in the same capacity for not less than 1 year. They must also have some exposure of working with State Government. Deployment of above officers would be need based and with the consent of PMU.
\r\n\r\nRequired Qualification and Experience of Key Personnel:
\r\n\r\nDuties and Qualification Experience of Key Personnel:
\r\n\r\nQualification and Experience:
\r\n\r\nThe Team Leader cum Contract Specialist of this consultancy assignment should possess of a Post Graduate Degree, either in Civil Engineering/Highway Engineering/Traffic and Transportation Engineering or Transport Planning/ and shall have long experience in contract management project with various financing and procurement arrangement, highway engineers, understanding of the bidding and contract documents, preferably EPC and Hybrid Annuity Mode documents and overseeing (project) consultancies. A degree in Contract Management shall be preferred.
\r\n\r\nHe should have at least 20 years of professional experience, out of which he should have worked as Team Leader/Project Manager or equivalent for minimum of 5 years on supervision/construction of Highway Project, involving flexible and/or rigid pavements. His experience should include international assignments, having handled highway project of preferably similar of large size and complexity in developed countries and similar projects in developing countries, including in Asia. The candidate should have a proven record of managerial capability through directing/managing of major civil engineering works, including project of a similar magnitude and various kinds of consultancy service. He should have worked for period of about 5 years in project incorporating the PPP HAM, EPC of Contract. He shall have strong awareness of EPC and HAM while working for a period of @2years in project incorporating EPC and HAM Condition of Contracts is preferable. Knowledge of international ‘best practices’ in latest conditions of contract, construction, contract management and modern highway construction technology as well as consultancy services important. He should have previously worked as Team Leader or in similar capacity on at least two Project Management works of major road project of Two-laning/four laning/expressway costing more than 100 Cr. or at least 150 km length of the project. The candidate shall be conversant with the documents in several types of project delivery methods EPC and Annuity mode. He preferably should have at least five years of experience as Team Leader or equivalent in above said kind of projects. He should have wide experience of monitoring the PPP Projects and various kinds of consultancy services. He should have 2 year experience as a TL in PMC/ WMC of ADB World Bank funded works.
\r\n\r\nQualification and Experience:
\r\n\r\nThe Deputy Team Leader of this consultancy assignment should posses a post Graduate Degree, either in civil Engineer/ Highway Engineer/Construction Management of civil Engineering Graduate with MBA, Preferably HR, and institutional development related qualification shall carry more weight age. He shall have long experience in management of Road project with various financing and procurement arrangements, supervision of highway contracts, understanding of the bidding and contract documents, HAM/EPC documents and overseeing (Project) consultancies. He shall have good enough experience of institutional development and HR development.
\r\n\r\nHe shall have 12 years of professional experience. He should have 7 years ‘experience either as site project manager/ in design of similar highway project/ in design and project management for contracts of similar size and complexity as of the proposed contract. He shall have at least 3 years of experience of similar kind of assignment. He shall have at least three years of experience in complex project planning and shall have knowledge of least project planning software. The person must have experience in designing appropriate cost - effective pavements making best use of locally available materials. He shall have knowledge and experience to carry out the design approval of EPC mode and or PPP type contracts. He shall have detailed knowledge of various kinds of bid documents and its evaluation, contract negotiation and contract agreement.
\r\n\r\nHe should have adequate experience in using project management tools such as MS-Project of Primavera in preparing catch up works program, resources Scheduling and critical path assessment and also in evaluation of EOT claims from the Contractor. Knowledge of FIDIC conditions of contract is desirable.
\r\n\r\n\r\n\r\n
Qualification and Experience:
\r\n\r\nHe shall be at least civil engineer having post graduation in Management/Procurement or MBA with Finance / Project Management. He shall have minimum 15 years of relevant professional experience. He should possess a degree in Civil Engineering or Management with at least 10 years of experience in Procurement and Contract Management out of which he should have at least 7 years international experience in procurement and Contract Management. The candidate shall be conversant with the prevailing guidelines of World Bank for the procurement of Consultant, works and goods. He shall have through knowledge of FIDIC document. The candidate should also have experience in drafting and negotiating agreements with different kinds of service delivery methods. Experience in PPP contracts in the last 5 years would be an advantage. He shall have knowledge and experience of management of various types of contracts like item rate, OPRC and PPP type contracts. He shall have detailed knowledge of preparation of EOI, RFP, BID document, Contract agreement of various kinds of contract and its bid evaluation, negotiation and contract agreement.
\r\n\r\nQualification and Experience:
\r\n\r\nHe shall have Graduate qualification in a field of Engineering or management/Administration, with minimum 10 years of professional experience;
\r\n\r\nHe shall have significant senior-level experience in agency management, development, public relations/communications and leadership functions in India’s public sector context, desirably at state level;
\r\n\r\nHe shall have proven capacity for high-level oversight, coordination and facilitation of complex strategies/programs
\r\n\r\nHe shall have proven capacity for high-level oversight, coordination and facilitation of complex strategies/programs
\r\n\r\nHe shall have significant experience in the implementation of public sector institutional strengthening’, capacity-building and /or reform programs; and
\r\n\r\nHe shall have effective oral and written communication, briefing and reporting shill; and sound inter-personal, liaison, presentational and teamwork skills.
\r\n\r\n\r\n\r\n
Qualification and Experience:
\r\n\r\nHe shall possess a post graduate qualifications as MBA (Finance)/Masters in Economics-Finance/Masters in Transport Planning/Economics or higher qualifications in economics/finance. He must have a minimum of 10 Years of Experience, including at least 3 years in international-standard roles/responsibilities shall be preferred, and at least 5 years in the financial analysis in similar field. He shall be conversant on infrastructure project finance and able to carry out financial modeling and analysis. He shall have sound previous experience in performing financial analysis and planning functions and activities in India’s public sector, preferably in relation to large-scale infrastructure investment and/or infrastructure asset management financing matters
\r\n\r\nQualification and Experience:
\r\n\r\nChartered accountant having at least 5 years of post qualification experience. Specific experience of at least 3 years in similar externally aided project. The expert is expected to assist the PPP Division in project financial management arrangements covering topics such as planning, budgeting, accounting, funds flow, reporting, internal audit and external audit.
\r\n\r\nGraduate qualification in Law, preferably with additional specialization in Corporate Law and Legislative drafting. He must have minimum of 10 Years of experience in practicing law. The candidate shall be conversant with the Indian and international documents for PPP projects. The candidate shall have experience in drafting and negotiating of PPP agreements from legal aspect. He should have served as legal expert in Transaction Advisory services for a minimum of 3 PPP projects in the road sector.
\r\n\r\nHe shall have Extensive experience as legal professional and practitioner in public, administrative and /or contract law. Sound knowledge and experience of India’s legal framework, processes practices as these relate to public legislation, statutes, Rules and/or Orders affecting the operations of public sector entities. He shall have proven skills at drafting of legal and statutory documents and preparation of related Subissions and/or announcements. Senior Environment Engineer:
\r\n\r\nQualification and Experience:
\r\n\r\nThe candidate shall be a post graduate with specialization in Environmental Engineering/Environmental Planning/ environmental sciences. The candidate shall have at least 10 years of relevant professional experience. Experience in implementation of EMP in externally aided based major highway projects is essential. He should have about 6 years of work experience related to environmental issues. He should have adequate experience in implementing EMPs and organizing training to Contractor’s and Employer’s staff. He should be familiar with requisite procedures involved in obtaining Environmental & Forest clearances for project roads passing through protected forest, reserve forests, national parks or sanctuaries, CRZ etc. He should be familiar with the best practices adopted in the environment management in the developing countries. He should have also through knowledge about green highway construction.
\r\n\r\nQualification and Experience:
\r\n\r\nThe candidate will be at least a Graduate in civil engineering with post-graduation specialization in Highway Engineering/Transportation Engineering/Planning and additional specialist training and qualifications directly relevant to engineering aspects of traffic and transport safety in road design / construction / management. He shall have at least 10 years of relevant professional experience, including at least 5 years directly in the Road Safety field. He shall have extensive international-standard experience and skills in road planning, design, construction and management, with current specialization in all the road and traffic safety engineering aspects of works project planning / design / implementation. He shall have significant experience in execution of Road Infrastructure Safety ‘audits’ and in preparing Road Safety Audit-based engineering mitigation measures. He shall have sound knowledge of contemporary road safety engineering ‘best practice’ and be soundly familiar with (i) current policies, standards and/or guidelines relating to road design and construction in India (ii) current ‘safe road & traffic engineering’ concepts and approaches demonstrated elsewhere that may be brought into application in Rajasthan state, (iii) road accident data management system, (iv) road-crash (accident) data analysis and crash investigation and (v) road safety performance survey (iRAP survey). The candidatemust have proven skills at staff capacity building and training in this field; and have completed at least one major similar assignment in a comparable ‘developing country’ context.
\r\n\r\nQualification and Experience:
\r\n\r\nThe candidate shall have Masters Degree or equivalent qualification in Social Sciences (sociology / social work / economics / geography / planning / public administration and management) with at least 10 years total professional experience, out of which, 5 years’ experience shall be in working as social / resettlement expert for major Civil Engineering Project including Highway Project. The experience of working as Social Expert for Major Highway Project is desirable. The knowledge of World Bank’s prevailing guidelines and/or policies related to R&R is essential. Experience in legal analysis data, participatory consultation is essential. He should have through knowledge of prevailing land acquisition Act, states jantri values as well as current draft land Acquisition and Resettlement Act as well as state’s R&R policy etc. He should have thorough knowledge of complete procedure of private and Government land acquisition up to the award stage. The candidate shall have experience in preparation / implementation of HIV/AIDS prevention plan. The candidate should have experience in analysing and addressing gender issues.
\r\n\r\nQualification and Experience:
\r\n\r\nHe shall be a B.Tech/B.E. graduate with specialization in Computer Science, Information Technology, Information Systems, Electronics/Electronics & Communications or the equivalent. He shall be fully knowledgeable in current IT hardware and software matters as well as ICT communications / connectivity matters, particularly as relevant to technical and business information management requirements in the public sector context in India. He shall have extensive professional experience (at least 10 years) and adequate professional skill in the implementation, operation and management of IT and ICT assets and facilities and in the facilitation of IT-based activity monitoring systems for program management purposed, preferably in public sector contexts. He shall have skill and experience in framing the necessary policies, operating rules and processes for the administration, security and performance monitoring of the IT-ICT resources of a major organization having widely-dispersed operations and user-groups. He shall have completed at least 2 major similar projects related to IT-ICT-MIS integration in India’s public sector.
\r\n\r\n10. DATA, SERVICES, AND FACILITIES TO BE PROVIDED BY THE EMPLOYER
\r\n\r\nThe following and any other such data, available with the Employer shall be provided to the PMC: models of past RFQ, RFP, a Concession Agreement and Schedules prepared by a Consultant of the employer
\r\n\r\nThe Consultant will be responsible for making his own arrangements for all his accommodation. The Consultant should also make his own arrangements for office furniture, equipment, stationeries, photocopiers, communication facilities like telephones, web connections, facsimiles, etc. including maintenance thereof and vehicles for transportation of office staff, etc. (including operation, maintenance, insurances and repairs thereof).
\r\n\r\nFollowing are procurement arrangements applicable for Project:
\r\n\r\nResult Indicators of the RSHDP are as follows
\r\n\r\ni )Lay a foundation for more effective and sustainable management of Rajasthan's state highways;
\r\n\r\nii )Improve traffic flows on selected state highways in Rajasthan;
\r\n\r\niii )Formation and establishment of functional Rajasthan State Highways Authority
\r\n\r\niv )Highway Improvements
\r\n\r\nv )Strengthening of PWD’s PPP Division
\r\n\r\nvi )Road Safety
\r\n\r\n\r\n\r\n
\r\n\r\n
APPENDIX-A
\r\n\r\nMAP SHOWING ROAD IMPROVEMENT WORKS UNDER RSHDP-II
\r\n\r\n\r\n\r\n
\r\n\r\n
Appendix -B Details To Be Provided By The Client:
\r\n\r\nThe client will provide relevant details to the selected consultant at no cost
\r\n\r\n\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
\r\n\r\n
Appendix-C: Details of the Project Highways
\r\n\r\n\r\n\r\n
Name of Project: Rajasthan State Highways Development Program II (P157141)
\r\n\r\nReference No. as per Procurement Plan : P157141
\r\n\r\nAssignment Title: Consultancy Services as Project Management consultant for development and up gradation of 11 Nos state highways of length 765 Kms
\r\n\r\nThe Government of Rajasthan through Government of India has applied for financing from the World Bank (WB) toward the cost of Rajasthan State Highway Development Program-II. Part of this financing will be used for eligible payments under the development and up-gradation for following Projects is as follows:
\r\n\r\n| \r\n\t\t\t Ref No. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Description \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Estimated Cost \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Duration of assignment in months \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Bank Oversight \r\n\r\n\t\t\t(Prior/Post) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Selection Methods \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Market Approach Options/Contract type \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Remarks \r\n\t\t\t | \r\n\t\t|
|---|---|---|---|---|---|---|---|---|
| \r\n\t\t\t US$ million \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t INR million \r\n\t\t\t | \r\n\t\t|||||||
| \r\n\t\t\t WB/RSHDP II/EPC/01 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Banar-Bhopalgarh-Kuchera Highway \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 36.98 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2,403.5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 15 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open National \r\n\r\n\t\t\t(Single Stage Single Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Agreement signed on 17.05.2018. \r\n\r\n\t\t\tWork in progress \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t WB/RSHDP II/EPC/02 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Bhawi-Pipar-Khimsar Highway \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 16.31 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1,060 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 15 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage Single Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Agreement signed on 17.05.2018. \r\n\r\n\t\t\tWork in progress \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t WB/RSHDP II/EPC/03 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Jodhpur-Marwar-Junction-Jojawar-Highway \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 51.03 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 3317.0 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 24 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –International (Single Stage Single Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Agreement signed on 28.06.2018. \r\n\r\n\t\t\tWork in progress \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t WB/RSHDP II/EPC/04 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (1) Khood- Dataramgarh- Renwal Highway \r\n\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 37.96 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2,467.5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage Single Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t (WB/1/Annuity/01) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Sriganganagar - Bikaner (Padampur-Raisinghnagar & Sattasar-Bikaner Section) \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 19.55 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1270.7 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage two Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t (WB/1/Annuity/02) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (1)Jhunjhunu–Rajgarh \r\n\r\n\t\t\t\r\n\r\n\t\t\t (2)Neemkathana-Khetri-Singhana \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 26.52 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1723.5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage two Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t (WB/1/Annuity/03) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Kishangarh- Arain- Malpura \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 15.38 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 999.8 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage two Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t (WB/1/Annuity/04) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Bhinmal - Raniwara section of RamseenBhinmal-Raniwara \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 23.16 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1505.1 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Prior \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t RFB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Open –National (Single Stage two Envelope) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t G.Total \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 14747.1 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
\r\n\r\n
\r\n\r\n
Annex-II
\r\n\r\nName of works applied for:-
\r\n\r\n| \r\n\t\t\t Consultant \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Year of \r\n\r\n\t\t\tEstablishment \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Country \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Type of Organization \r\n\t\t\t | \r\n\t\t|||
| \r\n\t\t\t Individual \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Partnership \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Corporation \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Other \r\n\t\t\t | \r\n\t\t|||
| \r\n\t\t\t Individual / Lead Partner (of JV)/ Minor Partner of JV/Associate. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
NOTE: - Year of Establishment of Lead Partner of JV shall be considered.
\r\n\r\n*Copy of Certificate of incorporation shall be submitted.
\r\n\r\n\r\n\r\n
| \r\n\t\t\t S.No. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Particular \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2017-18 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2016-17 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2015-16 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2014-15 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2013-14 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t i. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual turnover from Consulting business \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t ii. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Total Assets \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t iii. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Current Assets \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
Note: Balance Sheet/ Auditor Certificate of last 5 years (FY 2013-2014,FY 2014-2015, FY 2015-2016 and FY 2016-2017) shall be submitted as evidence of Annual Turnover.
\r\n\r\n| \r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t \r\n\r\n\t\t\t S.No. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Projects Name/Year \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Type \r\n\r\n\t\t\tof Services rendered \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Description of Highway Project / \r\n\r\n\t\t\tLength \r\n\r\n\t\t\t(kms) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Client (with Complete address, contact person, telephone Nos. and Fax Nos.) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Total Fee for the Consultancy \r\n\r\n\t\t\tAssignment (INR) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Fee received by Applicant \r\n\r\n\t\t\t( in case of JV / Association) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t % age \r\n\r\n\t\t\tof total fee received by the firm \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Approx. Cost of Highway Project \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Period \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t Sole Consultant/ Lead Partner of JV/JV Partner/ as associate \r\n\r\n\t\t\tConsultant \r\n\t\t\t | \r\n\t\t|||||||||
| \r\n\t\t\t 1 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 3 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 4 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 6 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 7 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 8 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 9 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 10 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t A . Completed/ Substantially completed projects: \r\n\r\n\t\t\t1 . \r\n\r\n\t\t\t2 . \r\n\r\n\t\t\t3 . \r\n\r\n\t\t\tB . Project in progress \r\n\r\n\t\t\t1 . \r\n\r\n\t\t\t2 . \r\n\r\n\t\t\t3 . \r\n\t\t\t | \r\n\t\t
\r\n\r\n
\r\n\r\n
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t S.NO. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Projects Name/Year \r\n\r\n\t\t\t\r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Type of Services rendered \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Length of Project \r\n\r\n\t\t\t(kms) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Client (with Complete address, contact person, telephone Nos. and Fax Nos.) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Total Fee for the Consultancy \r\n\r\n\t\t\tAssignment (INR \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Fee received by Applicant ( in case of JV / Association) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t % age \r\n\r\n\t\t\tof total fee received by the firm \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Period \r\n\t\t\t | \r\n\t\t||
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Sole Consultant/ Lead Partner of JV/JV Partner/ as associate \r\n\r\n\t\t\tConsultant \r\n\t\t\t | \r\n\t\t||||||||||
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 2 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 3 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 4 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 5 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 6 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 7 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 8 \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 9 \r\n\t\t\t | \r\n\t\t||
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t A . Completed/ Substantially completed projects: \r\n\r\n\t\t\t1 . \r\n\r\n\t\t\t2 . \r\n\r\n\t\t\t3 . \r\n\r\n\t\t\tB . Project in progress \r\n\r\n\t\t\t1 . \r\n\r\n\t\t\t2 . \r\n\r\n\t\t\t3 . \r\n\t\t\t | \r\n\t\t|||||||||
| \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t\t | \r\n\t\t |
***a)2/4/6 lane work as applicable for the project for which RFP is invited. For 2- lane projects experience of 4/6 lane also to be considered with a multiplication factor of 1.5. Experience of 2 lane will be considered for 4/6 laning projects with a multiplication factor of 0.75. For standalone bridge projects, experience in bridge work (either standalone project or as a part of road project) only be considered. Only those projects, to be included in the table which are Highways Projects and for which client’s certificates from the concerned Government agencies are enclosed.
\r\n\r\nd) The weightage given for experience of a firm would depend on the role of the firm in the respective assignments. The firm’s experience would get full credit if it was the sole firm in the respective assignment. If the applicant firm has completed projects as JV with some other firms, weightage shall be given as per the JV share***. However if the applicant firm has executed the project as associate with some other firms, 25% weightage shall be given to the applicant firm for the projects completed under such association
\r\n\r\ne) For weightage of experience in any past Consultancy assignment, experience certificate from the client shall be submitted. In absence of clear demarcation of JV share in client certificate, the weightage will be treated as 60 % for lead partner and 40% for minor partner. Annual turnover duly certified by Chartered Accountant shall be accepted. In case of non-availability of such documents no weightage of turnover/experience will be considered.
\r\n\r\n| \r\n\t\t\t \r\n\r\n\t\t\t S. \r\n\r\n\t\t\tNo \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Name \r\n\r\n\t\t\tof \r\n\r\n\t\t\tAssignment \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Client \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Role of the firm \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Date of letter of \r\n\r\n\t\t\tAcceptance \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Date of \r\n\r\n\t\t\tAgreement if signed \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Present status \r\n\r\n\t\t\tof Assignment \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\r\n\t\t\t Team Members provided by the \r\n\r\n\t\t\tfirm \r\n\t\t\t | \r\n\t\t\t\r\n\t\t | ||
| \r\n\t\t\t Sole, Lead/ Other in JV or sub-consultant \r\n\t\t\t | \r\n\t\t\t\r\n\t\t | |||||||||
| \r\n\t\t\t Name \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t DOB \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Position \r\n\t\t\t | \r\n\t\t\t\r\n\t\t | |||||||
| \r\n\t\t\t (1) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (2) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (3) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (4) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (5) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (6) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (7) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (8) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (9) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t (10) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t |
| \r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t\t\r\n\t\t |
\r\n\r\n
Annexure-III
\r\n\r\nShort listing Criteria
\r\n\r\n| \r\n\t\t\t S.No \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Experience of the firm in last 7 years \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual Turnover*** \r\n\t\t\t | \r\n\t\t|
|---|---|---|---|
| \r\n\t\t\t Project management Consultancy (NH/SH/Equivalent) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Project Supervision, monitoring / IC (NH/SH/Equivalent) \r\n\t\t\t | \r\n\t\t||
| \r\n\t\t\t 1 (a) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t The firm should have minimum experience of as Project Management Consultant of Road projects of aggregate length equal to 2 times or more of similar category for which REOI is invited. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t The firm should have minimum experience of Project Supervision as Independent Engineer/ Authority Engineer of Road project of aggregate length equal to 3 times or more of similar category for which REOI is invited. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Annual turnover (updated average of last 3 years) of the firm from consultancy business should be equal to or more than 2% of Indicative Cost of Construction \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t 1 (b) \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t The firm should have minimum experience of preparation of as project Management consultant of similar category of 2/4/6 laning / bridge work of 40% of project length. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t The firm should have minimum experience of Project Supervision Independent Engineer/ Authority Engineer of at least one project of similar category of 2/4/6 laning/bridge work of length equal to 40% of project. \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t \r\n\t\t\t | \r\n\t\t
The lead partner must fulfil atleast 50% of requirements at 1(a) of table in para (A) above and other JV partner should fulfil atleast 30% of eligibility criteria as indicated at 1(a) of table in para (A) above. Also the lead partner and JV partner jointly should meet the eligibility criteria as mentioned at 1(a) of table in para (A) above. Lead partner should meet the criteria 1 (b) of table in para (A) above.
\r\n\r\nNote: The Weightage given for experience of a firm would depend on the role of the firm in the respective assignments. The firm’s experience would get full credit if it was the sole firm in the respective assignment. If the applicant firm has completed projects as JV with some other firms, weightage shall be given as per the JV share***. However if the applicant firm has executed the project as associate with some other firms, 25% weightage shall be given to the applicant firm for the projects completed under such association.
\r\n\r\n*** For weightage of experience in any past Consultancy assignment, experience certificate from the client shall be submitted. In absence of clear demarcation of JV share in client certificate, the weightage will be treated as 60 % for lead partner and 40% for minor partner. Annual turnover duly certified by Chartered Accountant shall be accepted. In case of non- availability of such documents no weightage of turnover/experience will be considered.
\r\n\r\nFollowing enhancement factor will be used for the cost of services provided and for the turnover from consultancy business to a common base value for works completed in India:
\r\n\r\n| \r\n\t\t\t Year of completion of services / turnover \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t Enhancement factor \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t Financial year in which RFP invited \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1.00 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t One year prior to RFP \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1.10 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t Two year prior to RFP \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1.21 \r\n\t\t\t | \r\n\t\t
| \r\n\t\t\t Three year prior to RFP \r\n\t\t\t | \r\n\t\t\t\r\n\t\t\t 1.33 \r\n\t\t\t | \r\n\t\t
Applicant should indicate actual figures of costs and amount for the works executed by them without accounting for the above mentioned factors.
\r\n\r\nIn case the financial figures and values of services provided are in foreign currency, the above enhancement factors will not be applied. Instead, current market exchange rate (State Bank of India BC Selling rate as on last date of submission of the bid) will be applied for the purpose of conversion of amount in foreign currency into Indian Rupees.
\r\n\r\nKey Experts will not be evaluated at the short listing stage.
"}]}