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ANNEX II: TERMS OF REFERENCE

1. BACKGROUND INFORMATION ..................................................................................... 2

1.1. Beneficiary country ...................................................................................................... 2 1.2. Contracting Authority ................................................................................................... 2 1.3. Country background ..................................................................................................... 2 1.4. Current situation in the sector ...................................................................................... 2 1.5. Related programmes and other donor activities ........................................................... 4

2. OBJECTIVE, PURPOSE & EXPECTED RESULTS ....................................................... 6

2.1. Overall objective .......................................................................................................... 6 2.2. Purpose ......................................................................................................................... 6 2.3. Results to be achieved by the Contractor ..................................................................... 6

3. ASSUMPTIONS & RISKS ................................................................................................... 6

3.1. Assumptions underlying the project ............................................................................. 6 3.2. Risks ............................................................................................................................. 7

4. SCOPE OF THE WORK ..................................................................................................... 7

4.1. General ......................................................................................................................... 7 4.2. Specific work ................................................................................................................ 9 4.3. Project management ................................................................................................... 10

5. LOGISTICS AND TIMING ............................................................................................... 11

5.1. Location ...................................................................................................................... 11 5.2. Start date & period of implementation ....................................................................... 11

6. REQUIREMENTS .............................................................................................................. 11

6.1. Staff ............................................................................................................................ 11 6.2. Office accommodation ............................................................................................... 14 6.3. Facilities to be provided by the Contractor ................................................................ 14 6.4. Equipment ................................................................................................................... 14 6.5. Incidental expenditure ................................................................................................ 14 6.6. Lump sums.................................................................................................................. 15 6.7. Expenditure verification ............................................................................................. 15

7. REPORTS ............................................................................................................................ 15

7.1. Reporting requirements .............................................................................................. 15 7.2. Submission & approval of reports .............................................................................. 16

8. MONITORING AND EVALUATION .............................................................................. 16

8.1. Definition of indicators .............................................................................................. 16 8.2. Special requirements .................................................................................................. 17

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1. BACKGROUND INFORMATION

1.1. Beneficiary country

The Hashemite Kingdom of Jordan.

1.2. Contracting Authority

The Ministry of Planning and International Cooperation (MoPIC).

1.3. Country background

With a GNI per capita, Atlas method (current US$) of 4,721 US$ in 2012, Jordan figures in the lower

segment of the upper middle income countries. Its principal sources of hard currency earnings are phosphates,

potash, and their fertilizer derivatives, tourism, overseas remittances, and foreign aid.

Its economy is largely based on services, followed at a distance by industry and agriculture. The country faces

critical challenges linked to prevalence of poverty (with 14% of the population living below the official

poverty level), slow economic growth, corruption, and a high level of unemployment, affecting youth in

particular (around 28%), which in turn causes "brain-drain". Public spending compared with GDP is modest

(16.5% in 2013). The state employs 25% of the work force, which is high by international standards, but a

considerable part of that is in defence. Around 21% of the state budget is spent on government services, not

counting for the military. The private sector is constituted mostly of micro- and small and medium enterprises

(SME) and struggles to unleash its potential due to a lack of access to credit and a business environment not

conducive to start-ups and expansion. The economy remains dependent on a few geographic centres and a

limited number of economic activities and has not realised its potential in high value added manufacturing

and services.

The combination of global economic slowdown and regional unrest led to diminished growth in Jordan and at

the same time increased inflation. GNI per capita, expressed in purchasing power remained largely the same

over the last 4 years (2009-2012) and there are only very modest signs of recovery.

Although Jordan can be considered as an emerging knowledge centre with a relatively high level of education

of part of its work force, its economy and governance barely profits from it. According to World Bank

statistics, Jordan scores just above the world average on government effectiveness and far below the world

average on accountability. Knowledge that is available on issues like efficient water supply, agriculture, agro-

industry and IT seems not to be effectively used within the government, which still largely functions along the

same company culture lines as many years ago. Decisions seems to be taken not rationally but rather on

personal merit, communication and cooperation within and between government institutions is insufficient,

information is not adequately used and the public is largely excluded from the decision-making processes and

has, in particular in the water sector, limited access to information.

The shortage of water is certainly a limiting factor for economic development. Water needs to be pumped

from large depths and transported over large distances and elevations, which contributes to considerable

energy needs for the water sector in a country largely deprived of fossil energy resources. The lack of water

resources adds to poverty as in particular poor households have less access to drinking water supply and have

to purchase expensive truck or bottled water. The relatively low amount that can be made available for

agriculture (even if agriculture still consumes the majority of water resources) hampers the production of

relatively cheap food for Jordan‟s population and negatively affects food security and poverty. The

development of water intensive industry is unfeasible; the shortage of water hampers tourism development,

etc. The inflow of refugees from Syria is causing further pressure on the local economy and the water

resources.

1.4. Current situation in the sector

Jordan is one of the most water scarce countries in the world with a renewable exploitable fresh water

availability of around 130 m3 per capita per year in 2012, without counting desalination and reuse of

wastewater. The development of desalination from seawater is hampered by high-energy costs and alternative

water resources like rainwater, grey water and treated wastewater are not fully exploited. Physical losses in

the water supply system and in irrigation are high; no precise figures are known, but it is estimated that

physical losses could be as much as 25%. As not all wastewater is collected and only a part of the provided

drinking water is recuperated as wastewater, only 32% of produced drinking water returns as treated

wastewater.

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Water is of paramount importance for life and development in the country, to provide drinking water for the

population, water for the economically important industry and tourism sectors and water for agriculture which

sector encompasses important socio-economic aspects.

With the growth of population and the substantial investments that need to be made to provide adequate water

resources, the pressure on water resources and its efficient use is steadily increasing. As traditional surface

and groundwater resources are exhausted, the only possibility for Jordan to add additional resources is the

desalination of seawater and transfer of desalinated water over long distances and elevations. Such additional

water resources become therefore increasingly expensive. It is therefore of utmost importance to manage

water resources and water uses well. Obviously, this needs sophisticated planning, management techniques,

and reliable information.

The 2013 UNDP report „Water Governance in the Arab Region; Managing Scarcity and Securing the Future‟

indicate that in the light of increasing population pressures and negative impact of climate change, reliable

water data is critical for sustainable water management. One of the biggest challenges to water management is

lack of attention to the systems that collect and monitor water data. Without water data, it is nearly impossible

to allocate water efficiently.

The report continues to emphasize that better water data supports decision-making at every scale. Data can

also improve the equity and transparency of decisions and support the establishment and monitoring of roles

for water quality. Similarly, access to data can help farmers make better decisions about what and when to

crop and how much fertilizer to add.

Open, free access to water data can improve decision-making and research centres must be the first

beneficiaries of the database. The final objective is not to have data but to use it, most important, to determine

the cost and impact of efforts to improve water management. Access to data is a prerequisite for

understanding how water economies function and the various ways water is used, managed and shared.

Access to appropriate data is also the best way to discuss transboundary water sharing, provide bases for

water allocation and additionally provide a moving picture of the impact of climate change on water resources

and the environment. Sharing accurate data can improve policy responses to climate change. It is therefore

important to overcome institutional barriers to data sharing. To maximize data value, data should be freely

available to all stakeholders, including government agencies, farmer and user associations and the public.

In Jordan, water relevant data is collected and stored by a number of institutions. These are mainly the

Ministries of Water and Irrigation (and its agencies WAJ and JVA), Environment, Agriculture and Health; the

Departments of Meteorology, Statistics, and Lands and Survey; the Royal Scientific Society; the Royal

Jordanian Geographic Centre and the state water companies YMC, Miyahuna and AWC. Among those, the

Ministry of Water and Irrigation (and its subordinate institutions) is the core institution that is collecting and

storing water data and information.

There are large differences between the different information systems in terms of sophistication and quality of

data. This is inherent to the monitoring and field collection itself, but also to quality control procedures within

the information systems and hard- and software used. It is related to financial constraints, human capacity, but

also to organisational issues in some of the stakeholder institutions. In order to have a well-functioning

national system it is necessary that all systems are brought up to certain standards with respect to data quality,

technical standards and organisation. One of the most important aspects is the almost complete lack of written

procedures for all aspects of data collection, storage and processing. To achieve a more advance status with

regard to information systems in Jordan, this needs due attention.

With respect to data sharing it can be observed that at present data sharing among stakeholders does already

take place; in a sense there exists already a primordial national water information system, albeit not very

effective. It is based in a few cases on memos of understanding between stakeholders - which however deal

with principles, not so much with procedures - and in the majority on formal requests that need to be

repeatedly again and again. In a number of cases (in particular between the entities within MoWI) it is also

based on personal relations, which does not always guarantee an uninterrupted data flow. A relatively small

part of the data is public; mainly the statistics from DoS and some of JMD and MoA. All stakeholders can

have access to EMARCU water quality data if they would like so. MOWI has completely blocked all public

access to data, even though it has a web-server, which is against the recommendations of aforementioned

UNDP report. MoE would like to make data more public but has no web-server, MoA publishes aggregated

statistical data.

In particular, with respect to water quality of surface waters, there seems to be an overlapping and redundancy

between the different networks of 6 different stakeholders. Meteorological networks of MoWI and JMD are

not tuned to each other, DoS is for its environmental statistics not using all available data, etc. There is

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certainly room for improvement here. Indicators, as far as they exist, are not agreed upon between different

stakeholders and often lack a link to policy and strategy questions. NWIS intends to work on all this aspects.

The present WIS in MoWI is in its design 15 years old and, although it has been upgraded regularly, its

design is not adequate anymore to handle the substantial amount of different water related data, which do not

only include monitoring data, but also infrastructure data, water production data, water demand data, cropping

patterns, etc. Moreover, the system is severely understaffed and organisational responsibilities (in particular

between IT and business experts) need to be clarified. A complete re-engineering of the WIS is unavoidable

and it may be the case that a more efficient and effective way to proceed, rather than trying to improve the

existent, could be a development of a new WIS. This option could raise the question regarding the feasibility

of the data migration.

GIS is in general not used in the Water Sector to its full potential. A major development is needed with regard

to this aspect. The fact that Jordan is still struggling with different coordinate systems and large scale

topographic maps are not freely accessible does not contribute to an effective use of geo-referenced data

either.

In most stakeholders‟ institutions, tasks with respect to information systems are clearly divided between

database managers (IT departments) and data managers (technical departments). The situation in MoWI is

somewhat more complicated. MoWI disposes equally of data managers and database managers, but the

database managers are organisationally under the WAJ (Information and Communication Technology Unit,

ICTU) and the data managers are in the Ministry itself (Monitoring and WIS Units). Even though WAJ is an

institution under the tutelage of MoWI, this complicates command lines and communications. This is even

more so as both units are severely understaffed.

The administrative organization of MoWI was recently improved under regulation number 14/2014 as

published on the official Gazette on 27/11/2013. The new structure assigns three Assistance Secretary

Generals to the Secretary General (SG) of the Ministry, one for Strategic Planning, one for Technical Affairs,

and one for Administrative and Financial Affairs. The latter will have a Unit of Communications and

Information Technology. The responsibility for data management has not been defined either in the new

structure; it seems to be under the assistant SG for Technical Affairs, but this is not explicitly mentioned.

1.5. Related programmes and other donor activities

GIZ is implementing a water sector programme in Jordan, which aims to promote the sustainable and

efficient use of available water resources and to bring about a fair resolution to the conflicting interests of

households, industry and agriculture. GIZ is operating at all levels of Jordan‟s water sector in this programme.

The programme is examining the legal and institutional conditions at national ministries and showing

pathways to new solutions. It is supporting water utilities in reducing water loss, compiling complete

customer and production databases, training technical and managerial staff in cutting-edge technology and

management and setting up organisational structures and processes to improve efficiency. The programme is

implemented in close cooperation with the KfW development bank, the German Federal Institute for

Geosciences and Natural Resources (BGR) and the Centre for International Migration and Development

(CIM).

GIZ is advising MoWI on strategic issues as well as on defining new water legislation. Furthermore, advisory

services for the Ministry regarding human resources development, water allocation issues, budgetary and

investment planning have markedly improved the ministry‟s management expertise in Jordan‟s water sector. It

also supports MoWI in implementing the Highland Water Forum with the aim to reduce agricultural water

consumption on the highlands through stakeholder participation, as well in establishing a revised version of

the National Water Master Plan (NWMP) in 2014/2015.

With respect to data collection and processing, GIZ has been involved in the implementation of the National

Water Resources Observation Programme (NaWaROP) and of the Telemetric Water Resources Observation

Network facilitating sound data acquisition (TeWaRON). It has developed and extended the GIS for JVA;

assisted MoWI in the preparation of two National Water Master Plans; and a CIM expert is, under technical

guidance of GIZ, still active in the development of WEAP modelling. In its work with WAJ and water

companies, it has contributed to the development of databases and GIS for the water companies. At this

moment there are no overlapping activities, but GIZ should be consulted on data needs (for WEAP modelling,

NWMP, etc.).

BGR has been supporting the groundwater sector of MoWI since many years. Within the framework of this

assistance, many hydrogeological data have been collected that are a valuable contribution to WIS. At this

moment, BGR intends to support the extension or upgrading of the groundwater observation network in

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Jordan with a number of telemetric stations. BGR does not intend to intervene in IT issues, but consultations

with BGR on what data and information should be stored will be useful.

KfW has been supporting the Jordanian water sector with a number of sector wide investments, covering

many aspects of water management from drinking water supply, wastewater treatment to irrigation and data

collection and processing. It has financed the SCADA of JVA which enables collecting information on the

operation of the King Abdullah Canal (KAC).

In August 2013, KfW has launched the Hydrometeorological System Support Project that aims at enhancing

the resilience of the Jordanian population to the impacts of climate change through the availability and use of

reliable hydrological and meteorological information. Within this framework, the current hydro-

meteorological network shall be evaluated, several extension and upgrade concepts shall be evaluated and the

optimized solution shall be implemented. This could also include improvements to data processing and

handling.

The French Government has since long supported the Jordanian water sector, mainly in the Jordan Valley

with respect to irrigation water management. The SCADA of the JVA and the WMIS has been build up and

extended with the support of the French Government. At this moment, the French Embassy has seconded a

water expert to MoWI, who technically supports the Highland Water Forum and contributes to data collection

of the WEAP model.

USAID/Jordan has been involved in a number of IT and institutional activities in the past. In the framework

of the Water Quality Improvement and Conservation Project (WQICP) it has supported MoWI in setting up

the present WIS in 1998. During 2005-2009 USAID has prepared the IT Master Plan which give valuable

advice on improvements to be made to the Information systems in MoWI in general and to WIS in particular

as well. Unfortunately, most recommendations, apparently, have not been fully implemented. The IT Master

Plan is still accurate and remains valuable however as a guidance for WIS improvement.

USAID/Jordan has also implemented the IDARA project, aiming at improving water demand management, in

particular in drinking water supply. Among others, the project has set-up a database of water demand

indicators, partly similar to the database of the Project Management Unit in WAJ. The data of this system

should also be stored in the WIS.

USAID/Jordan is supporting the Government of Jordan‟s efforts to significantly improve management across

the water sector through the Institutional Support and Strengthening Program (ISSP). Originally, ISSP was a

three-year program funded at $11.2 million. It was scheduled to run through November 2013, but has

recently been extended with another two years. A comprehensive package of sector reforms and institutional

restructuring is being implemented through ISSP, in close partnership with the Ministry of Water and

Irrigation (MWI), the Water Authority of Jordan (WAJ), the Jordan Valley Authority (JVA), Jordan‟s retail

water utilities, and key stakeholders. The program is addressing key institutional and capacity constraints in

planning, policy, water supply, groundwater management, regulation, utility management, utility operations,

irrigation, and legal reform. With respect to IT issues: ISSP has been instrumental in establishing a GIS and

Modelling Unit in MoWI in 2012 and has supported the (well) licensing department in WAJ with a stand-

alone GIS application.

A close cooperation with the ISSP project on institutional and organisational aspects of information

management is crucial.

The EU, in the past, has supported IT activities, mainly in setting up a soil and land use GIS application

(JOSCIS) within the framework of the National Soil Map and Land Use Project in the Ministry of Agriculture

in the early 90s. The system has been recently migrated to ArcInfo, is still functional and regularly updated

with time series (mainly meteorological) data. This system can be functional to delivering information to the

NWIS.

In the framework of its regional activities, under the MED-EUWI programme, the EU has prepared a stand-

alone GIS application for the Jordan River Basin (north of the Dead Sea), which is available in MoWI.

Since the year 2000, the EU has supported the activities of the Project Management Unit (PMU) in the WAJ,

with the objective to modernize the management of water supply and wastewater collection and treatment

services. In the framework of the project, information systems and GIS in the water companies were upgraded

and a Key Performance Indicator (KPIs) system was introduced for the water industry. The KPIs are an

important element in NWIS. The support of the EU to the PMU has been phased out in 2011.

Another EU project was started in summer 2012 to improve water resources security for low-income rural

and urban communities (WRAP; Improved Water Resources Security for Low Income Rural and Urban

Communities). It aims at enhancing security of supply for household water users in selected low income

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areas where piped supplies are irregular and/or do not exist and developing sustainable tools and

methodology for the GoJ and local water users that can be used to reduce over-extraction of groundwater

resources in the Yarmouk river basin. In the latter exercise, WEAP and MODFLOW models are used that

require effective access to a variety of data and information and is thus related to the NWIS project.

The Contractor should take utmost care that its activities do fully complement the activities of aforementioned

programmes and projects, and assure that overlaps are avoided.

2. OBJECTIVE, PURPOSE & EXPECTED RESULTS

2.1. Overall objective

The overall objective of the program of which this contract will be a part is as follows:

Data and information related to water issues is shared between and inside water stakeholders’ institutions in

a flexible, efficient and non-bureaucratic way

The time scale to achieve this objective will be approximately 5 years and it is divided into three separate

phases.

The present contract will contribute to achieving this objective by achieving the purpose described in the

following section, which is related to the first phase of the programme and is divided into 2 components.

2.2. Purpose

The purpose of this contract is as follows:

Cornerstones for NWIS (reengineering of the WIS in MoWI, NWIS functional design, upgrading of IS of other

stakeholders) have been prepared and/or implemented.

The mentioned outputs/results are itself stand-alone complete results which achievement justifies the

investment to be made.

2.3. Results to be achieved by the Contractor

The results to be achieved by the Contractor are:

The present WIS within MoWI has been reengineered and a subsequent new WIS is fully functional

in technical and organisational sense.

Information systems in other stakeholders’ institutions have been upgraded.

A comprehensive functional design for a National Water Information System has been prepared

3. ASSUMPTIONS & RISKS

3.1. Assumptions underlying the project

It is assumed that:

MoWI will make the necessary decisions arranging for organisational aspects of managing WIS and

NWIS, in particular the establishment of a Master Data Management Unit, defining responsibilities

between database managers and data managers and the allocation of funds to employ new staff. At

present, responsibilities are not clear and the WIS (both database management and data

management) is severely understaffed.

The Contractor will get full access without any limitations to the present WIS, or dispose of an

identical complete dump of the WIS, including the data. Without such access, a reengineering of the

WIS will not be possible.

Improvements in data acquisition will continue to take place. Important investments in data

acquisition have been made in the past, but more is needed. A constant improvement is needed to

enhance the quality of the data and maintain the interest in data sharing.

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Entities within MoWI will agree on giving the Master Data Management Unit the necessary access

to their databases (subtract data, but not change these). At present this is only the case for LIMS and

a considerable part of data is not properly shared with WIS.

The higher management in MoWI agrees on making statistical data public through the WIS without

restrictions such as payments, etc. At the moment practically no data is public in MoWI, WAJ or

JVA. When such data is not made public, the principles of NWIS, of the respective Jordanian

legislation and of regional policies (to which Jordan adheres) are violated and the project is doomed

to fail.

3.2. Risks

The aforementioned assumptions need to be followed up meticulously during project implementation and a

risk management plan needs to be prepared indicating what should be done if assumptions come not true. The

project can react on such situation in different ways, by intensifying dialogue, developing capacity-building

activities, preparing procedures, etc. The implementation risks of the project could relate to aforementioned

assumptions not holding and can be managed as follows:

In case proper decisions with regard to organisational aspects and staffing are not taken, the risk is

that the respective information systems cannot be implemented as planned, despite good ideas and

willingness to do so. The Contractor can to a certain extent correct this by making an effort to let the

decision-makers understand the benefits they can derive from taking the right decisions. Before

starting the project, MoWI needs to commit itself to major organisational aspects and a minimum of

staff appointments

In case the Contractor will not get full access or dispose of a complete dump of the WIS, the work on

reengineering the WIS cannot be done. To avoid the risk it is necessary to agree this on forehand

with MoWI.

In case there is no improvement of data acquisition and data quality, the interest in having a

sophisticated information system may subside and the risk will be that a sophisticated system will be

abandoned or loose support and will not function optimally. This improvement is however taking

place at this moment and the risk is not very large. The Contractor should however keep an eye on

developments and sound alarm if the development becomes negative.

When access rights are not properly arranged, the risk is real that data will not be transferred to the

WIS, despite proper design and development. The Consultant can reduce this risk by proper dialogue

with the involved inter-ministerial stakeholders.

When statistical data is not made public, the stakeholders outside MoWI may lose interest in NWIS

and the whole exercise may become futile. MoWI should commit itself to make such data public on

its website and the Contractor can mitigate this risk by assisting MoWI in all technical aspects. The

publication of such data is an important indicator for the success of the project and needs to be

followed up consequently.

The Contractor is required to present a risk management plan in Annex III, Organisation and Methodology.

4. SCOPE OF THE WORK

4.1. General

4.1.1. Project description

As indicated in the purpose (2.2) the programme has three distinct technical stages. These are:

(i) the re-engineering of WIS,

(ii) the upgrading of other stakeholder‟s information systems, and

(iii) the development of the NWIS functional design.

The envisaged period needed to have NWIS completely operational is not less than 5 years. This has to do

with activities that need to be completed before other activities can start. For instance, it may be needed that

the WIS is completely re-engineered and data are populated into the new WIS before data transfer to NWIS

can take place. It is also envisaged that test are run on NWIS with WIS data first, before data of other

stakeholders can be transferred into NWIS. All that will take time.

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Due to available funding, the programme is divided into three phases:

- Phase one comprising implementation years 1 and 2;

- Phase two the implementation years 3 and 4; and

- Phase three the last implementation year.

The concrete outputs of the three phases will be:

- Phase one should deliver a completely new functional WIS that can be queried by all stake-holders

under user name and password protection. Data from the old WIS has migrated to the new WIS and

data feeding from other systems in MoWI has been established. At the same time the IS of other

stakeholders will be assessed and support will be given to improve capacity. Moreover, the relevant

data of other stakeholders will be audited and validated. As the WIS will be the core of NWIS, the

emphasis in the first phase will be on improving and/or reengineering WIS in MoWI.

Simultaneously, Phase one will also deliver general specifications and a data model (especially GIS

data and knowledge information) for NWIS (Web applications, web portal, etc…). A full set of

procedures for data management (data acquisition /data import / data export / testing and validation/

checking rules) will be written for MoWI.

- Phase two will concentrate on the development of NWIS, the development of feeding rules into

NWIS and test these with WIS and later other data. Further applications for all relevant IS will be

developed. The output of Phase 2 will improve IS of other stakeholders and provide a full set of

applications and a functional test version of the NWIS. All written procedures will be upgraded with

these work flows.

- Phase three is meant as a consolidation phase in which NWIS will be further tested and

improvements will be made to feeding rules, applications and others. The output of Phase three will

be a fully functional NWIS including web applications for data retrieval on pre-established queries.

The present contract will only deal with Phase one of the programme. Financing for Phases two and

eventually three could be secured during the implementation of phase one, provided Phase one is likely to

achieve its objectives. During project implementation, the Contractor is expected to actively assist MoWI in

preparing basic guidelines to determine the types of requests and documentation are needed. The NWIS

functional design is the main output that should be used in Phases two and three.

Based mainly on the risks that may affect the project, this contract is divided into two Components:

Component 1 (a lump-sum activity) which includes all necessary assessments and preliminary designs of

the new WIS within MoWI and basis of the NWIS for stakeholders discussion and approval prepared.

Within this component the Contractor will also support the CA in developing the procurement plan for the

needed additional support in terms of hard and software for which the allocated budget is not more then

0,5M€.

Component 2 to provide for the development of the WIS within MoWI, the upgrading of other

stakeholders information systems, and the functional design of the NWIS.

A preliminary design (functional architecture) of NWIS has been made and is presented in Annex 1 to this

ToR. It is meant as a binding guideline for the implementation of NWIS. (Annex 2 relates to Abbreviations

utilised).

A Clarification Meeting will be organised for the short-listed candidates allowing MoWI, stakeholders, and

the Contracting Authority to further detail the project needs. Although participation of the short-listed

Candidates to this Clarification Meeting is not compulsory, it is highly recommended. .

The Contractor is therefore expected to develop and delivery outputs of Component 1, while Component 2

will be implemented upon approval and endorsement of the various stakeholders and as related to the PSC

(4.3.2) recommendations.

The Contractor is additionally expected to develop, in its O&M, a concept note related to specific Capacity

Building and Knowledge Transfer activities (costs under incidental expenditure) to support the target group

during the project implementation.

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4.1.2. Geographical area to be covered

The Contractor is expected to work within the entire Hashemite Kingdom of Jordan, while the base of

operation will be Amman within the premises of the MoWI.

4.1.3. Target groups

In addition to the Ministry of Water and Irrigation (MoWI), the target groups of the project are the

stakeholders that participate in the NWIS.

These are:

o The Water Authority of Jordan (WAJ);

o The Jordan Valley Authority (JVA);

o The Ministry of Environment (MoE);

o The Ministry of Agriculture (MoA);

o The Jordan Meteorological Department (JMD);

o The Department of Statistics (DoS);

o The Royal Jordanian Geographic Centre (RJGC); and

o The Royal Scientific Society (RSS).

During the implementation of the project, the Ministry of Health (MoH), the Department of Lands and Survey

(DLS) and the Ministry of Municipal Affairs (MoMA) could be added as target groups.

It should be mentioned that also the state water companies Yarmouk Water Company (YWC), Miyahuna and

Aqaba Water Company (AWC) will be involved in the project as they are key data providers. They will

however not be recipients of technical assistance.

4.2. Specific work

The specific work is best described per each result for which the Contractor bears responsibility. The

description of the tasks of the Contractor is not detailed here and the Contractor is invited to provide more

details in Annex III of its Technical Proposal, “Organisation and Methodology”. The Contractor can add

activities when required in its proposed methodology/strategy, as long as results are achieved.

The specific work is divided into two components:

Component 1 to be implemented as lump-sum activity with a maximum duration of 6 months

Activities:

Identify the overall requirements of the MWIS in terms of key sector indicators, functionalities and reports

supporting the decisions making processes

Develop a proposal of Guidelines about decision-making procedures of the PSC

Develop a plan for Target groups Capacity Building and Knowledge Transfer activities

Performing a gap analysis to clearly define the scope of requirements of the expected re-engineered WIS in

conformity with the NWIS requirements

Assessment of WIS (functions and data) and all other related systems within MoWI

Assessment of Information systems in other stakeholders' institutions and identify the needs

Assess the IT infrastructure and identify the needs in terms of hardware/software components

Assessment of needs in terms of staff training and capacity building

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Outputs:

Output 1: Description of the NWIS including: overall architecture, high-level functional specifications

Output 2: Detailed implementation plan for component 2 including:

- WIS development/installation plan

- Plan for upgrading stakeholders' institutions systems

- Plan for Target groups Capacity Building and Knowledge Transfer activities

- Procurement plan (with draft of the related Tender Dossier(s) Technical Specifications and/or

Terms of Reference)

- Updated Risk Management Plan

- Draft of Data Migration Plan

Output 3: Draft MoU identifying the current and future roles to be accepted by the Ministry of Water and

Irrigation and the 8 concerned stakeholders as identified in section 4.1.3 Target groups..

Component 2 to be implemented only after endorsement of Component 1 Report

Activities:

Development, Installation, testing and commissioning of the re-engineered WIS within MoWI

Upgrading of Information Systems of other stakeholders' institutions

Development of a comprehensive functional design of the NWIS

Support the Data Migration activities as per final approved Plan

Support the CA in the procurement of hardware and software components

Delivery of the training.

Prepare a draft plan for the Programme Phase II (3rd & 4th years)

Outputs:

Output1: WIS installed and operated in MoWI

Output 2: Stakeholders' institutions systems upgraded and connected with WIS/NWIS

Output 3: Users and key staff (from MoWI and concerned stakeholders) are trained and equipped with the

adequate materials

Output 4: Comprehensive functional design of the NWIS is delivered

Output 5: Required hardware/software (procured by MoPIC) is installed

Output 6: Draft plan for phase II is delivered

4.3. Project management

4.3.1. Responsible body

The Contracting Authority (CA) is the Ministry of Planning and International Cooperation (MoPIC) on behalf

of the Ministry of Water and Irrigation (MoWI), the Delegation of the European Union (EUD) to Jordan will

endorse the Contract.

4.3.2. Management structure

The responsibility for the day to day management of the contract remains within the Ministry of Water and

Irrigation (MoWI) who will be responsible for the technical implementation and the internal monitoring of the

project. With regard to technical issues, the Contractor will report directly to MoWI. The Contractor‟s Team

Leader will have to perform a regular communication with MoWI, the Contracting Authority (MoPIC) and

coordinate the Contract activities in close consultation with all other stakeholders mentioned in section 4.1.3.

A Project Steering Committee (PSC) will be established and chaired by the Ministry of Water and

Irrigation (MoWI) at the beginning of the Inception Phase. It will be composed of representatives of:

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- the Water Authority of Jordan (WAJ);

- the Jordan Valley Authority (JVA);

- the Ministry of Planning and International Cooperation (MoPIC)

The EUD will participate as observer.

Other programme stakeholders (as indicated in section 4.1.3.) Other stakeholders, could be included to

participate as member and/or as observer as per programme needs. Any modification to the memberships of

the PSC, based on recommendations provided by the MoWI, will be agreed among MoWI, MoPIC and EUD.

The task of the PSC will be to follow up on the implementation of the project activities, to follow-up on the

achievement of results and objectives of the project and to propose corrective measures were needed.

Moreover, the PSC will endorse the final version of the WIS database model and the revised general

specifications for NWIS.

The Contractor will provide the PSC with all information needed for its functioning. The members of the PSC

should be authorised by their respective authority/bodies to act accordingly, and to contribute to the decision-

making in a constructive way. All parties of the PSC are requested to express their opinion, discuss and

finally agree on strategies in order to enable a smooth workflow within the given period. Guidelines about

decision-making procedures, drafted by the Contractor, will be agreed and adopted during the first PSC

meeting; these Guidelines will provide for related time-frame periods accordingly to technical level and

related budgetary implications.

The main task of the PSC will be therefore of, initially endorse responsibilities and tasks attributed to the

various stakeholders and subsequently, assuring that stakeholders maintains and fulfils related obligations.

Additionally the Contractor will assume the role secretariat of the PSC. The PSC will meet immediately upon

this nomination (possibly during the kick-off meeting) and any time as needed during and at the end of the

Inception Phase to discuss the Inception Report. Thereafter the PSC will meet once every six months at least

to oversee the implementation of the project and endorse the interim reports. Ad-hoc meetings will take place

whenever needed. The Contractor will assist to the proper functioning of the PSC through preparation and

distribution of the agenda, keeping and distribution of the minutes of meeting, and following-up of the

Committee decisions. The date of the PSC meeting, the agenda and the documents necessary should be set

and circulated among the interested partners within minimum five working days before the meeting of the

PSC. The minutes of the meetings will be distributed to all participants within maximum five working days.

Facilities are to be provided by the Contracting Authority and/or other parties.

Furthermore, a Technical Committee that was formed in September 2013, among programme stakeholders, to

guide NWIS implementation can be invited, with an observer role, to any PSC meeting accordingly to agenda

and invitation issued by the Chairperson of the PSC.

4.3.3. Facilities to be provided by the Contracting Authority and/or other parties

The Contracting Authority will provide no additional facilities. The Ministry of Water and Irrigation (MoWI)

will host the Contractor Technical Assistance Team. The Ministry of Water and Irrigation (MoWI) will be the

contractual Project Manager.

5. LOGISTICS AND TIMING

5.1. Location

The project will be located on the premises of MoWI in Amman. Activities will however also be implemented

on the premises of the other programme stakeholders, in Amman.

5.2. Start date & period of implementation

The intended start date is January 2015 and the period of implementation of the contract will be 24 months

from this date. Please see Articles 19.1 and 19.2 of the Special Conditions for the actual start date and period

of implementation.

6. REQUIREMENTS

6.1. Staff

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Note that civil servants and other staff of the public administration, of the partner country or of

international/regional organisations based in the country, shall only be approved to work as experts if well

justified. The justification should be submitted with the tender and shall include information on the added

value the expert will bring as well as proof that the expert is seconded or on personal leave.

6.1.1. Key experts

Key experts have a crucial role in implementing the contract.

It is up to the Tenderers to provide a lump-sum detailed technical proposal for Component 1 implementation

together with the clear indication of resources made available. The below indicated key experts will be

managing the Component 1 and component 2 activities.

These terms of reference contain the required key experts‟ profiles. The tenderer shall submit CVs and

Statements of Exclusivity and Availability for the following key experts:

Key expert 1: Water Business Expert with extensive experience in data handling and processing

Qualifications and skills

Minimum university/master degree in Engineering or an equivalent educational background in an

area relevant to the assignment

General professional experience

Minimum of 15 years of professional experience in the Water Sector

Specific professional experience

Minimum of 5 years working with or within a government agency or Authority responsible for water

management

At least 5 years of working in a team in Technical Assistance projects, preferably in the

Mediterranean Region.

Working experience in the ENPI South region is an asset

Record of accomplishment during the last 10 years working at least 5 years on issues of data

collection, data quality control, data management and processing, water sector key indicators, and

capacity building

Fluent in English language

Having worked as a team leader in an EU funded project is an asset.

Key expert 2: Senior IT expert

Qualifications and skills

Minimum university degree in Information Technology or Computer Science, or equivalent

General professional experience

Minimum of10 years of professional experience in MIS development (experience in Water,

Environment, Agriculture or similar sectors is an asset)

Specific professional experience

Record of accomplishment during the last 15 years working at least 5 years on the development,

installation, and implementation of computer information systems.

Solid experience in the analysis and design of information systems.

At least one project experience in managing large-scale IT/MIS projects, preferably within EU

funded project (the position of Team Leader is an asset).

Sound knowledge of procurement procedures in the frame of the EuropeAid PRAG.

At least 3 years‟ experience (during the last 10 years) working in Technical Assistance preferably in

the ENPI South region.

Experience with WEB applications and GIS is an asset.

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Good command of English language.

Knowledge of Arabic is an asset.

All experts must be independent and free from conflicts of interest in the responsibilities they take on.

The experts should work in the beneficiary country at least 90% of their time.

Performance of the contract (and therefore payment) is based:

- solely on the achievement of tasks included in Component 1 and its endorsement by the MoWI and CA,

- solely on working days for the implementation of Component 2. The Consultant will only be paid for days

actually worked on the basis of the daily fee rate contained in the budget breakdown (Annex V). Tenderers

must annex the „Estimated number of working days‟ worksheet contained in the spread sheet for Annex V to

their Organisation and Methodology (Annex III) to demonstrate the correspondence between the proposed

methodology and the expert inputs.

The fee rates for all experts must include all the “administrative costs of employing the relevant experts, such

as relocation and repatriation expenses including flights to and from the beneficiary country upon

mobilisation and demobilisation, accommodation, expatriation allowances, leave, medical insurance and other

employment benefits given to the experts by the Consultant”.

It is the CA opinion that the two KE above mentioned will be fully responsible of the implementation of the

project. The Candidate will have to indicate in its O&M forecasted separate utilisation under Component 1

and Component 2 of resources. It is up to the Candidate to provide additional expertise if/or when needed for

the implementation of Component 1. It is up to the Candidate to indicate additional needed expertise, on a

short-term bases, for the implementation of Component 2.

For the implementation of Component 2, the KE1 (and Team Leader) should provide a minimum of 300 WD,

KE 2 (IT expert) should provide a minimum of 275 WD, while the total number of working days (KE and

non-KE) needed for component 2 may be 1225 WDs.

6.1.2. Non key experts

The indicative list of expertise that may be required for the non-key experts is as follows:

Expert on Geographic Information Systems

Expert on Database Design

Expert on Web Development

Expert on Web mapping

Expert on Water Quality

Expert on Hydrology

Expert on Groundwater

Expert on Climatology

Expert on Agriculture

Expert on Demography

Expert on Communication and Visibility

Procurement Expert

Expert on Monitoring and Evaluation

The Contractor may in its proposal deviate from this list if its Organisation and Methodology require

otherwise. This needs to be properly substantiated.

CVs for non-key experts should not be submitted in the tender but the tenderer will have to demonstrate in

their offer that they have access to experts with the required profiles.

The Contractor must select and hire other experts as required according to the profiles identified in the

Organisation & Methodology. It must clearly indicate the experts‟ profile so that the applicable daily fee rate

in the budget breakdown is clear. All experts must be independent and free from conflicts of interest in the

responsibilities they take on.

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The selection procedures used by the Contractor to select these other experts must be transparent, and must be

based on pre-defined criteria, including professional qualifications, language skills and work experience. The

findings of the selection panel must be recorded. The selected experts must be subject to approval by the

Contracting Authority before the start of their implementation of tasks.

6.1.3. Support staff & backstopping

Backstopping and support staff costs must be included in the fee rates. The Candidate will have to indicate in

its O&M provided support staff, means and backstopping.

6.2. Office accommodation

Office accommodation of a reasonable standard and of approximately 10 square metres for each expert

working on the contract will be provided by the MoWI.

6.3. Facilities to be provided by the Contractor

The Contractor must ensure that experts are adequately supported and equipped. In particular it must ensure

that there is sufficient administrative, secretarial and interpreting provision to enable experts to concentrate on

their primary responsibilities. It must also transfer funds as necessary to support their work under the contract

and to ensure that its employees are paid regularly and in a timely fashion.

The Contractor will ensure that all its team members are endowed with proper office equipment (computers,

printer, standards software, scanner, copier, consumables, etc.).. The Contractor is responsible for organising

the project office, to furnish and to equip the office to respond to the team‟s needs. Telecommunication costs,

including internet connections and other mobiles phones, insurances and other related office running costs,

are covered also by the experts' fees. The Contractor is required to arrange and finance by its own means all

other services, documentation, logistical support, etc. which is deemed necessary for the successful

implementation of the contract.

6.4. Equipment

No equipment is to be purchased on behalf of the Contracting Authority / partner country as part of this

service contract or transferred to the Contracting Authority / partner country at the end of this contract. Any

equipment related to this contract that is to be acquired by the partner country must be purchased by means of

a separate supply tender procedure.

6.5. Incidental expenditure

The provision for incidental expenditure covers ancillary and exceptional eligible expenditure incurred under

this contract. It cannot be used for costs that should be covered by the Contractor as part of its fee rates, as

defined above. Its use is governed by the provisions in the General Conditions and the notes in Annex V to

the Contract. It covers:

Travel costs and subsistence allowances for missions, outside the normal place of posting, undertaken as

part of this contract. If applicable, indicate whether the provision includes costs for environmental

measures, for example C02 offsetting.

The costs related to Target groups‟ Capacity Building and Knowledge Transfer activities.

The organisation of seminars and workshops, including the rent of premises, the rent of equipment and

purchase of participants kits, as well as travel costs and per diems for participants.

Costs of communication and visibility actions as required by the Communication and Visibility Plan,

including the eventual translation and printing of technical reports.

The provision for incidental expenditure for this contract is EUR 140.000,00. This amount must be

included unchanged in the Budget breakdown.

Daily subsistence costs may be reimbursed for missions foreseen in these terms of reference or approved by

the Contracting Authority, and carried out by the contractor‟s authorised experts, outside the expert‟s normal

place of posting.

The per diem is a flat-rate maximum sum covering daily subsistence costs. These include accommodation,

meals, tips and local travel, including travel to and from the airport. Taxi fares are therefore covered by the

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per diem. Per diem are payable on the basis of the number of hours spent on the mission by the contractor‟s

authorised experts for missions carried out outside the expert‟s normal place of posting. The per diem is

payable if the duration of the mission is 12 hours or more. The per diem may be paid in half or in full, with

12 hours = 50% of the per diem rate and 24 hours = 100% of the per diem rate. Any subsistence allowances

to be paid for missions undertaken as part of this contract must not exceed the per diem rates published on the

website – http://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm at the start of each such mission.

The Contracting Authority reserves the right to reject payment of per diem for time spent travelling if the

most direct route and the most economical fare criteria have not been applied.

6.6. Lump sums

The Candidate must indicate, in its Financial Offer, as lump-sum the implementation of the Component 1.

The maximum amount for this activity is 250.000€. No other lump-sums are therefore acceptable.

6.7. Expenditure verification

The provision for expenditure verification covers the fees of the auditor charged with verifying the

expenditure of this contract in order to proceed with the payment of any pre-financing instalments and/or

interim payments.

The provision for expenditure verification for this contract is EUR 16.000,00. This amount must be included

unchanged in the Budget breakdown.

This provision cannot be decreased but can be increased during execution of the contract.

7. REPORTS

7.1. Reporting requirements

Please see Article 26 of the General Conditions.

Interim reports must be prepared every six months during the period of implementation of the tasks. They

must be provided along with the corresponding invoice, the financial report and an expenditure verification

report defined in Article 28 of the General Conditions. There must be a final report, a final invoice and the

financial report accompanied by an expenditure verification report at the end of the period of implementation

of the tasks. The draft final report must be submitted at least one month before the end of the period of

implementation of the tasks. Note that these interim and final reports are additional to any required in Section

‎0 of these Terms of Reference.

Each report must consist of a narrative section and a financial section. The financial section must contain

details of the time inputs of the experts, incidental expenditure and expenditure verification.

To summarise, in addition to any documents, reports and output specified under the duties and responsibilities

of each key expert above, the Contractor shall provide the following reports:

Name of report Content Time of submission

Start-up Report Management arrangements

including the communication plan

and revision/approval cycles.

Report to be submitted in English

with translation in Arabic of the

main technical components.

No later than 2 weeks after the

start of implementation

Inception Report Analysis of existing situation and

work plan for Component 1.




No later than 6 weeks after the


Report on outputs for Includes forecasted detailed No later than 24 weeks after the

http://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm

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Component 1 activities for the implementation

of the project and will be adjusted

accordingly to stakeholder

participation and PSC

recommendations.





6-month Progress Report Short description of progress

(technical and financial) including

problems encountered; planned

work for the next 6 months

accompanied by an invoice and

the expenditure verification report.

No later than 1 month after the

end of each 6-month

implementation period. The first

six months report coincides with

the Component 1 report.

Draft Final Report Description of achievements

including problems encountered

and recommendations.

List of deliverables and related

annexes.

No later than 1 month before the

end of the implementation period.

Final Report Description of achievements

including problems encountered

and recommendations; a final

invoice and the financial report

accompanied by the expenditure

verification report.

List of deliverables and related

annexes.

Within 1 month of receiving

comments on the draft final report

from the Project Manager

identified in the contract.

7.2. Submission & approval of reports

Two paper copies and 10 electronic copies (in CD) of the reports referred to above must be submitted to the

Project Manager identified in the contract. The reports must be written in English (a part for some translation

in Arabic as above indicated). The Project Manager is responsible for approving the reports.

8. MONITORING AND EVALUATION

8.1. Definition of indicators

Together with Annex III, Organisation and Methodology, the Contractor will provide a Logical Framework

for the project, in which objectively verifiable indicators are included that will be the basis of the internal

monitoring and evaluation system of the project.

During the Inception Phase of the project, the Contractor will revise the logical framework from its Annex III,

Organisation and Methodology from its Technical Offer in consultation with the Beneficiary and propose

suitable and objectively quantifiable indicators that will be approved by the Contracting Authority as part of

the process of approval of the Inception Report.

Indicators to be proposed in Annex III will describe the status of achievement of objective and purpose

(qualitative indicators) and the status of achievement of results with quantitative or benchmark indicators

where results can be quantified and qualitative indicators for less quantifiable results. Both benchmark and

qualitative indicators will respect the timeline of the project implementation.

The Contractor will describe in Annex III, Organisation and Methodology, how the internal monitoring and

evaluation of the project will take place, based on aforementioned indicators.

Indicators will include (but not be limited to) the following:

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The use of water data by internal and external users has increased

Accessibility to data and statistics has been improved

A new WIS is operational

Awareness of stakeholders has been increased.

One Vision of NWIS is shared among all stakeholders.

Procedures for data collection and data quality control are applied within MoWI and other

stakeholders.

The reliability of data in WIS has been improved

8.2. Special requirements

NA

* * *

4 tor mowi f clean

Documents

country background

assumptions risks

overall objective

specific work

background information

beneficiary country

project management

tor mowi f clean annex