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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.
Report to be submitted in English
with translation in Arabic of the
main technical components.
No later than 6 weeks after the
start of implementation
Report on outputs for Includes forecasted detailed No later than 24 weeks after the
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Component 1 activities for the implementation
of the project and will be adjusted
accordingly to stakeholder
participation and PSC
recommendations.
Report to be submitted in English
with translation in Arabic of the
main technical components.
start of implementation
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
* * *
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