PBG PIC Amendment #1-W-1-01-03 FINAL...

International Financial Centre (IFC) Tower 2, Level 18, Jl. Jenderal Sudirman Kav. 22-23, Jakarta 12920, Indonesia

+62 21 8086 9800 www.kiat.or.id

KIAT IS SUPPORTED BY THE AUSTRALIAN GOVERNMENT AND IMPLEMENTED BY

REQUEST FOR TENDER (RFT) AMENDMENT NO.1

Dated 20 December 2019

KIAT#W-1-01-03: PBG Technical Assistance, date published: 05 December 2019. The Request for Tender Amendment Details are varied as follows:

1. Replace 3.1 Tender Proposal Requirements Overview, Technical Submission Evaluation Criteria, (1), a. (page 9), with the paragraph below:

1) The Tenderer’s past sector experience relevant to the Description of Services (DoS) and requirements of this assignment. Demonstrated experience in providing technical assistance to achieve performance improvement of water utilities especially in Indonesia. Evidence of previous assignments in providing implementation assistance to grant funding in Indonesia in the Water and Sanitation (Watsan) sector would be valuable Past sector experience of the tenderer will be assessed in relation to past management of similar projects. Recent experience is more valuable than historic experience. The company’s previous experience in technical areas comparable to the tendered project, the scale of past projects, and the role undertaken within those projects will be considered. Information required should include a list of relevant projects undertaken and for each project provide: description and relevance to the tendered project; role of the tenderer; project cost; and duration of project.

2) Replace 3.2 Technical Assessment, Assessment Criteria 1.A (page 12), with the below:

A. the Tenderer’s past sector experience relevant to the Description of Services (DoS) and requirements of this assignment. Demonstrated experience in providing technical assistance to achieve performance improvement of water utilities especially in Indonesia. Evidence of previous assignments in providing implementation assistance to grant funding in Indonesia in the Watsan sector would be valuable.

3) Add paragraph in 3.2 Technical Assessment, Assessment Criteria 2.C. Approach and Methodology (page 12) with details as below:

The Work Plan should be clearly delineated into two phases. The first phase is for the period 01 April 2020 to 30 June 2021; and the second phase is for the period 01 July 2021 to 30 June 2022.

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4) Replace conformity tables in 5.12. (3) Non –Conformity - Additional Material (page 24), with new table as detail below:

Conformity Issue Treatment by Cardno

Statement addressing the assessment criteria exceeds stipulated page limit

Pages exceeding the page limit removed from tender prior to providing tender to the EC

CV exceeds stipulated page limits Entire CV removed from tender prior to providing tender to the EC

CV lacks personal contact details Entire CV removed from tender prior to providing tender to the EC

CV lacks referee information Entire CV removed from tender prior to providing tender to the EC

CV includes referee who is employed by a related entity

Entire CV removed from tender prior to providing tender to the EC

CV not certified Entire CV removed from tender prior to providing tender to the EC

Financial Proposal contains caveats or unpriced elements

Tender deemed non-conforming and not considered further

5) Replace tables 1 to table 8 in 4.3 Price Tables (page 17-21), with new table as detail below:

Table 1: Management Fees (AUD)

Management Fees Sub total

Total Management Fee for Phase 1

Total Management Fee for Phase 2

Total

Table 1A: Breakdown of Management Fees

Item Amount Phase 1

Amount Phase 2

Total Phase 1 and

Phase 2 Profits, including commercial margins and mark-up for personnel and project management;

Financial management costs, including the cost of an independent annual audit of the Project and financing costs, if any;

Costs of Contractor administrative and head office staff, including the cost of a Contractor Representative, if any;

Insurance costs as required by this Contract, but exclusive of the costs of medical insurance for Advisers;

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Item Amount Phase 1

Amount Phase 2

Total Phase 1 and

Phase 2

Taxation, as applicable;

Costs of complying with the Contractor’s reporting and liaison obligations under this Contract;

Costs associated with all personnel briefings in Australia or in-country;

Costs associated with any sub-contracting and procurement of goods and services;

Costs, including domestic and international travel, accommodation, per diems, for Contractor’s administrative and head office staff

Transport costs where required for all Contractor Head Office personnel; any other overheads required to perform the Services in accordance with this Contract;

Recruitment costs;

All escalators for the Term of the Contract;

Quality assurance of consultancy activities;

Any allowance for risks and contingencies;

All other costs not specifically identified (tenderer to specify)

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Table 1B: Management Fee Payment Structure

Management Fee Payment Unit Amount Phase 1

Sub Total Phase 1

Amount Phase 2

Sub Total Phase 2

Total Phase 1 and Phase 2

Monthly Management Fee Paid in equal installments for each month of the activity (40% of total Management Fee)

List number of months:

15 months for Phase 1

12 months for Phase 2

Monthly payment amount

Monthly payment amount

Report Deliverables Tenderer to nominate and list the Report Deliverables connected to Management Fee Payment (40% of total Management Fee)

Nominate and list Report Deliverable from DoS Section 4

Payment connected to nominated Report Deliverable

Payment connected to nominated Report Deliverable

Add more rows as required

Performance Milestones Tenderer to nominate and list Performance Milestones, including GESI indicators in accordance with the M&E framework connected to Management Fee Payment (20% of total Management Fee)

Nominate and list Performance Milestone from DoS Annex 3.2

Payment connected to nominated Performance Milestone

Payment connected to nominated Performance Milestone

Add more rows as required

Table 2: Long Term Adviser Costs (ARF)

Position (*)

Name ARF Discipline and Job Level

Maximum Number of Inputs for Phase 1 (Months)


Monthly Rate

Mobility / Supplemental Mobility Allowance

Maximum Amount Payable for Phase 1


Total:

Total Long-Term Adviser Costs (ARF):

(*) Tenderer to insert additional positions / rows as required.

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Table 3: Short Term Adviser costs (ARF)

Position (*) Name ARF Discipline and Job Level

Maximum Number of Inputs for Phase 1 (Days)


Daily Rate



Total:

Total Short-Term Adviser Costs (ARF):


Table 4: Long Term Personnel (non-ARF, National Advisers & Supporting Staff)

Position (*) Name Maximum Number of Inputs for Phase 1 (Months)


Monthly Fee Maximum Amount Payable for Phase 1


Total:

Total Long-Term Adviser Costs (non-ARF):


Table 5: Short Term Personnel (non-ARF, National Advisers & Supporting Staff)

Position (*) Name Maximum Number of Inputs for Phase 1 (Days)


Daily Fee Maximum Amount Payable for Phase 1


Total:

Total Short-Term Adviser Costs (non-ARF):


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Table 6: Reimbursable Adviser Support Costs (*)

No. Item

Unit Unit cost (AUD)

Quantity For Phase 1


Maximum Amount Payable for Phase 1 (Unit cost x Quantity Phase 1)

Maximum Amount Payable for Phase 2 (Unit cost x Quantity Phase. 2)

1 Housing Costs (LTA only)

2 Mobilisation Costs

3 Demobilisation Costs

4 Airfares

5 Hotel Accommodation

6 Per Diem

7 International Communication Costs

8 Compulsory Arrival and Departure Taxes, Travel to/from Airport (e.g. taxis)

9 Transport Costs

10 Medical Insurance

Sub Total Per Phase:

Total Reimbursable Adviser Support Costs:

(*) not applicable for non-ARF/National Adviser.

Table 7: Reimbursable Operational Costs

No Description Unit Unit cost (AUD)





1 Specialised Equipment Provisional Sum

744,000 1 744,000

2 Office Rental and Utilities

3 Office Maintenance Costs including repairs, renovations and security

4 Vehicle Costs

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No Description Unit Unit cost (AUD)





5 Information Technology and Equipment Costs

6 Office Supplies

7 Office Furniture

8 Work related travel costs

9 Communications

10 Training, workshops & meeting costs

11 [add or delete rows as required] (**)

Sub Total Per Phase:

Total Reimbursable Operational Costs: (**) Delete items that are not applicable or add other items as necessary. It is the Tenderer’s responsibility to ensure that all costs are included.

Table 8: Tender Price (AUD)

Total Management Fees Payable [insert total from Table 1]

Total Term Adviser Costs (ARF) [insert total from Table 2]

Total Short-Term Adviser Costs (ARF) [insert total from Table 3]

Total Long-Term Adviser Costs (non ARF, National & Supporting Staff) [insert total from Table 4]

Total Short-Term Adviser Costs (non ARF, National & Supporting Staff) [insert total from Table 5]

Total Reimbursable Adviser Support Costs [insert total from Table 6]

Total Reimbursable Operational Costs [insert total from Table 7]

Tender Price [insert total from Tables 1-7]

Tender Price GST/VAT if applicable Maximum of 10% of the Tender Price

Total Tender Price if applicable (Tender Price + GST/VAT) (Tender Price + GST/VAT)

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6) Add paragraph in Attachment 8 – Work Plan (page 51), with a paragraph as detail below:

2. The Work Plan described above should be clearly delineated into two phases. The first phase is for the period 01 April 2020 to 30 June 2021; and the second phase is for the period 01 July 2021 to 30 June 2022.

7) Replace table in attachment 9 – team member inputs (page 52) with new table as detail below:

Phase-1 Phase-2 Total Phase

1

Total Phase

2

Total Phase 1 and Phase

2

Month …

Month …

Month

1 15 27

Position (**)

*LTA/LTP /STA/STP

ARF Discipline Group and Job Level

(if applicable)

Name Apr-20 Jun-21 Jun-22

(*) LTA = Long Term Adviser (Financial Table 2), STA= Short Term Adviser (Financial Table 3), LTP = Long Term Personnel (Financial Table 4), and STP = Short Term Personnel (Financial Table 5)

(**) Tenderer to insert additional positions / columns /rows as required

8) Replace paragraphs in article 5.3 Personnel RfT Annex 1: Description of Services (page 12-14): Program Implementation Consultant Performance Based Grant for Water Supply with paragraphs as detail below:

5.3. Personnel

It is envisaged that the PIC team will provide the key expertise detailed below. Tenderers are expected to make the most cost-effective allocation of resources to achieve the objectives of the project. This may involve less or more positions depending on Tenderers assessment of the personnel and team structure required to deliver the services according to value for money principles.

Key Personnel (ARF and non-ARF positions) Team Leader - ARF C4 Deputy Team Leader - Water Supply or Water Utility management (non ARF) Capacity Development Expert - Institutional Specialist / Water Utility Financial management

ARF C4 Implementation Support - Water Supply engineer / NRW or Utility Operations Specialist (non

ARF) International GESI Adviser - ARF B4 International Monitoring and Evaluation specialist - ARF C4

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Non – Key Personnel (all non-ARF positions) National Water Supply Specialist(s) – Water supply engineers/ NRW management

/Mechanical Electrical engineers, as required. National Monitoring and Evaluation Specialist National Financial/Institutional Specialist Survey experts for baseline and verification tasks National Procurement Specialist National GESI Specialist with Outreach/Socialisation experience Key Personnel

Team Leader should be a professional with at least 12 years relevant experience in water supply utility management, and with necessary qualifications to serve as a Team Leader. He/she must have experience in management of project teams comprising several work groups and should also have core experience in water supply projects, including the study, design and implementation of water supply operation management systems. Development of monitoring and evaluation frameworks and GESI experience would also be valuable.

Deputy Team Leader should be a water supply engineer or water utility manager with at least 10 years relevant experience in similar programs, and with necessary qualifications to serve as a Co-Team Leader. He/she must have experience in the project management of teams comprising several work groups and should also have some experience in water supply projects, including the study, design and implementation of water supply operation management systems. Monitoring and evaluation and GESI experience would also be valuable.

Capacity Development Expert should be a water sector institutional specialist with wide knowledge of current best practice in the field of water utility monitoring, with a minimum 12 years of experience and relevant experience in the field of water utility monitoring and management.

Implementation Support should be a water supply engineer with at least 10 years relevant experience with specific experience in decreasing Non-Revenue Water in a large water supply utility (more than 50K customers). He/she must have experience in planning and implementation of NRW reduction in modern water supply operation management systems.

International GESI Adviser should have a minimum 12 years relevant experience in GESI institutional capacity building, preferably including in Indonesia. The Adviser should have a wide range of experience with institutions including increasing women’s role in decision making/management, disability inclusiveness and accessibility, socialisation/outreach.

International Monitoring and Evaluation Specialist should have at least 10 years international experience in the design, development and implementation of monitoring and evaluation frameworks and systems. Experience in the use of quantitative and qualitative approaches to monitoring and evaluation, particularly for water supply programs, are essential. Preference will be given to candidates with experience in Indonesia.

Non – Key Personnel

National Water Supply Specialist(s) – various experts, S1 graduate professionals, with skills covering water supply engineering, NRW management, and /or Mechanical/Electrical engineering as required in the workplan. The nominated experts should have at least 8 years relevant practical experience in the operation of water systems, or in reducing Non-Revenue Water, or in operation and maintenance of mechanical and electrical equipment in a water supply utility.

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National Monitoring and Evaluation Specialist should have a minimum formal education background at S1 level and have 8 years work experience in the monitoring and evaluation of similar programs in the water supply sector.

National Financial/Institutional Specialist should have S2 qualifications in Economics / Accounting, and work experience for at least 8 years overall of which 5 years is in the water supply. The duties and responsibilities of the Financial Specialist are primarily to provide management assistance and financing planning for water supply systems, especially in operation system performance improvement.

Survey experts for baseline and verification tasks teams appropriately sized with required compositions to complete baseline and verification.

National Procurement Specialist should have a minimum 8 years of relevant experience in procurement in the water supply sector. Familiarity with Commonwealth Procurement Rules is an advantage.

National GESI and Community Outreach/Socialisation specialist should have a minimum of 8 years relevant experience in GESI capacity building, and evidence of successful integration of GESI initiatives in community outreach/socialisation planning and implementation to vulnerable groups.

The PIC may propose additional team members and specialist skills which will best support its proposed approach. Capabilities in written and spoken English is necessary for the Team Leader and desirable for other key staff. Bahasa Indonesia language for international positions is an advantage.

All other terms and conditions remain the same as RfT documents KIAT#W-1-01-03: PBG Technical Assistance, date published: 05 December 2019.

Chair, PBG PIC Evaluation Committee

PBG PIC Amendment #1-W-1-01-03 FINAL...

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