Project Number: 49001-002 Loan and Grant Numbers: November 2016

Republic of Fiji: Urban Water Supply and

Wastewater Management Investment Program

Facility Administration Manual

Contents

I. PROJECT DESCRIPTION 1

II. IMPLEMENTATION PLANS 3

A. Project Readiness Activities 3

B. Overall Project Implementation Plan 4

III. PROJECT MANAGEMENT ARRANGEMENTS 5

A. Project Implementation Organizations – Roles and Responsibilities 5

B. Key Persons Involved in Implementation 6

C. Project Organization Structure 7

IV. COSTS AND FINANCING 7

A. Detailed Cost Estimates by Expenditure Category ($ million) 8

B. Detailed Cost Estimates by Year 10

C. Detailed Cost Estimates by Year 11

D. Detailed Cost Estimates by Output and Financier 12

E. Allocation and Withdrawal of Loan and Grant Proceeds 14

F. Contract and Disbursement S-curve 14

G. Fund Flow Diagram 16

V. FINANCIAL MANAGEMENT 17

A. Financial Management Assessment 17

B. Disbursement 21

C. Accounting 21

D. Auditing 22

VI. PROCUREMENT AND CONSULTING SERVICES 23

A. Advance Contracting and Retroactive Financing 23

B. Procurement of Goods, Works and Consulting Services 23

C. Procurement Plan 24

D. National Competitive Bidding – WAF 28

E. Consultant's Terms of Reference 31

VII. SAFEGUARDS 31

VIII. GENDER AND SOCIAL DIMENSIONS 32

A. Gender Action Plan 33

IX. PERFORMANCE MONITORING, EVALUATION, REPORTING AND COMMUNICATION 36

A. Investment Program Design and Monitoring Framework 36

B. Monitoring 39

C. Evaluation 39

D. Reporting 39

E. Stakeholder Communication Strategy 39

X. ANTICORRUPTION POLICY 40

XI. ACCOUNTABILITY MECHANISM 40

XII. RECORD OF PAM CHANGES 40

APPENDIX 1. DETAILED TERMS OF REFERENCE 42

Facility Administration Manual Purpose and Process

The Facility Administration Manual (FAM) describes the essential administrative and management requirements to implement the Water Supply and Wastewater Management Investment Program (investment program) on time, within budget, and in accordance with Government and Asian Development Bank (ADB) policies and procedures. The FAM should include references to all available templates and instructions either through linkages to relevant URLs or directly incorporated in the FAM.

The Ministry of Economy (MOE) and Water Authority of Fiji (WAF) are wholly responsible for the implementation of ADB financed investment program, as agreed jointly between the Government and ADB, and in accordance with Government and ADB’s policies and procedures. ADB staff is responsible to support implementation including compliance by MOE and WAF of their obligations and responsibilities for the investment program implementation in accordance with ADB’s policies and procedures.

At loan and grant negotiations the Government and ADB shall agree to the FAM and ensure consistency with the Loan, Grant and Project Agreements. Such agreement shall be reflected in the minutes of the loan and grant negotiations. In the event of any discrepancy or contradiction between the FAM and the Loan, Grant and Project Agreements, the provisions of the latter shall prevail.

After ADB Board approval of the investment program's report and recommendation of the President

(RRP), changes in implementation arrangements are subject to agreement and approval pursuant to relevant government and ADB administrative procedures (including the Project Administration Instructions) and upon such approval, they will be subsequently incorporated in the FAM.

ADB

=

Abbreviations Asian Development Bank

CFO EIA EMP ESU FMA

= = = = =

chief financial officer environmental impact assessment environment management plan environment and social unit financial management assessment

GAP GSA

= =

gender action plan greater Suva area

IPMU LAR

= =

investment program management unit land acquisition and resettlement

MFF MOE NCB

= = =

multitranche financing facility Ministry of Economy national competitive bidding

NRW = non-revenue water OAG = office of the auditor general RF RP

= =

resettlement framework resettlement plan

WAF WSD WWT

= = =

Water Authority of Fiji Water and Sewerage Department wastewater treatment

I. INVESTMENT PROGRAM DESCRIPTION

1. The proposed investment program will augment vital urban infrastructure and services to support sustainable growth and development in the greater Suva area (GSA) including (i) increase water supply capacity in the GSA by 26%; (ii) increase wastewater treatment (WWT) capacity in the GSA by 164%; and (iii) support the Water Authority of Fiji (WAF)1 to improve operational efficiency and quality of service delivery by enhancing its programs for non-revenue water (NRW) reduction, water demand management and liquid trade waste2 management. The program will also support the government to develop and implement water and sewerage policy and regulatory reforms. A technical assistance and project design advance (PDA) loan was provided to prepare the investment program. 2. Impact and Outcome. The impact of the proposed investment program will ensure future growth in the GSA is sustainable and will improve public health. The outcome will be improved access to sustainable water supply and sewerage services in the GSA.

3. The investment program has the following outputs:

4. Output 1: Supply and access to safe water in the GSA improved. The investment will expand water supply by 40,000 m3 per day by constructing a new supply intake on the Rewa river with associated water treatment plant, pumping station, reservoir, and transmission main to connect to the existing system. Reliable and sustainable long term operations and maintenance practices will be enhanced through a Design-Build-Operate (DBO) contracting arrangement. A catchment management plan will be developed to safeguard the water source and ensure long term sustainability. NRW reduction will be achieved by improving leak detection and repairs; replacing meters; and establishing district metering areas and pressure management systems. WAF will supply 200 liters per capital per day to 315,947 persons by 2023, ensuring continuous supply to 98% of the GSA population. The climate component of Output 1 will include adaptation measures for building the new Rewa river scheme specifically moving the facility from 29 km to 49 km from the river mouth to avoid future climate change impacts embodied in projected rising sea levels and potential migration of the salt water wedge up the river. 5. Output 2: Wastewater treatment and management capacity in the GSA increased. The wastewater network will be rehabilitated and expanded by: (i) upgrading 31 existing wastewater pumping stations; (ii) upgrading about 18 km of wastewater trunk mains to increase carrying capacity; (iii) relining 13 km of wastewater trunk mains; and (iv) extending the wastewater network to service an additional 15% of households (approximately 4,500 existing lots in backlog areas) currently using on-site septic tanks. Additionally, the WWT capacity at Kinoya will be expanded by 164% to cover approximately 277,000 equivalent population to treat wastewater from current and future households. By improving the network and expanding the WWT capacity, WAF will ensure that 60% of households in GSA will have access to a reticulated sewage collection system by 2023. The remaining households with individual septic units will be catered by a fecal sludge management system. 6. Output 3: WAF management and sustainable service delivery capacity improved. Program management and capacity development support will be provided to: (i) support WAF in the implementation of water demand management, NRW reduction and the national liquid trade waste

1 WAF is a state owned enterprise established under the WAF Promulgation 2007 and made effective on 1 January 2010.

2 Liquid trade waste is waste water from trade or industrial processes which is discharged into the sewer. It does not

include domestic waste water.

2

management programs;3 (ii) support the Department of Environment (DOE) developing the environmental regulatory framework for treated municipal sewerage discharge, sludge treatment and disposal practices and standards, and associated monitoring and enforcement; (iii) complete the corporatization of WAF; (iv) formulate water safety plans to protect the quantity and quality of water at all source intakes;4 (v) improve financial management; (vi) promote gender equity; and (vii) study alternatives to reduce the long term energy consumption of the existing urban WWT system. 7. The multitranche financing facility (MFF) for financing the investment program will be structured with two tranches. The completion of engineering designs, safeguard compliance, and completion of procurement documents will trigger preparation of subsequent tranches. Project 1 will be partially financed by the first tranche of the MFF. Detailed designs are at an advanced stage of preparation and are expected to be finalized by June 2017. Project 1 is expected to commence in August 2017. Project 1 will comprise: (i) the key physical interventions under Output 1 (construction of the Rewa river water supply scheme which includes the water treatment plant, pumping station, reservoir, and transmission main to connect to the existing system, and NRW works); (ii) consulting services for the due diligence and detailed engineering design required for Outputs 1 and 2; (iii) capacity building and institutional support for the corporatization of WAF and the preparation of support to water demand management, NRW reduction, and the liquid trade waste programs, and help formulate the water resource plan under Output 3; and (iv) completion of engineering designs, safeguard compliance, and preparation of procurement documents for Project 2 (wastewater). 8. Project 2 is expected to commence in November 2018. Detailed designs are being prepared and are expected to be finalized by June 2017. Project 2 will comprise: (i) the physical interventions under Output 2 (increase of the capacity at Kinoya WWT plant and wastewater system upgrade, improvement works and sewerage system extension in the GSA); and (ii) consulting services to supervise the wastewater system civil works under Output 2. 9. MOE will be the investment program's executing agency and WAF the implementing agency.

3 Supported under the PDA Loan.

4 This will involve development of land use plans to ensure catchment protective measures are in place.

3

II. IMPLEMENTATION PLANS

A. Project Readiness Activities

2015 2016 2017

Indicative Activities

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Apr May Jun Jul Aug Responsible

Agent

Advance Recruitment actions

WAF, MOE, ADB

Establishment of MFF implementation arrangements

WAF, MOE

ADB Board approval

ADB

Tranche 1 loan signing

ADB, MOE

Government legal opinion provided

MOE

Government budget inclusion

MOE

Tranche 1 loan effectiveness

MOE

ADB = Asian Development Bank, MOE = Ministry of Economy, WAF = Water Authority of Fiji.

4

B. Overall Investment Program Implementation Plan

DBO = design-build-operate, IPMU = investment program management unit, NRW = non-revenue water, PDA = project design advance, RRP = report and recommendation of the president, WSS = water supply scheme, WTP = waste treatment plant, WW = wastewater, WWTP = wastewater treatment plant

5

III. INVESTMENT PROGRAM MANAGEMENT ARRANGEMENTS

A. Investment Program Implementation Organizations – Roles and Responsibilities Implementation organizations

Management Roles and Responsibilities

• MOE • Executing Agency

• Responsible for Investment Program oversight and administration

• Ensure compliance with Investment Program covenants

• Submit Investment Program document, including audit reports and financial statements of the program account, to ADB on time

• Submit withdrawal application to ADB

• Convene regular meetings

• IPSC • The IPSC will comprise representatives from MOE (chair), WAF, MOIT, and MLGHE

• Oversee the Investment Program implementation progress and provide guidance and resolve issues

• Meet at least quarterly and convene special meetings as required

• WAF • Implementing agency • Assist MOE in recruitment of project management and design and supervision

consultants in accordance with Guidelines on Use of Consultants by ADB and its Borrowers

• Establish the Investment Program Management Unit responsible for day to day implementation of the projects

• Prepare overall implementation plan and annual budgets • Supervise project management and design and supervision consultants • Oversee detailed design of subprojects • Ensure timely bidding and award of civil works contracts in accordance with ADB

and EIB Procurement Guidelines • Ensure compliance with Investment Program covenants • Safeguards implementation and monitoring • Monitoring and evaluation of project performance in accordance with Investment

Program’s Design and Monitoring Framework • Review withdrawal applications before submission to MOE

• ADB • Monitor and support Investment Program implementation and compliance with the

framework financing, loan and project agreement. • Coordination and advisory support

• EIB • Monitor and support Investment Program implementation and compliance with EIB

loan and project agreement. • Coordination and advisory support

ADB = Asian Development Bank, EIB = European Investment Bank, IPSC = Investment Program Steering Committee; MLGHE = Ministry of Local Government, Housing and Environment, MOE = Ministry of Economy, MOIT = Ministry of Infrastructure and Transport, WAF = Water Authority of Fiji.

6

B. Key Persons Involved in Implementation Executing Agency Contact Information Ministry of Economy Ms. Makereta Alfereti-Konrote

Permanent Secretary Ministry of Economy Level 9, Ro Lalabalavu House PO Box 2212 Government Buildings Suva, Fiji Phone: +679 322 2165 Email: makereta.konrote@economy.gov.fj

Implementing Agency Water Authority of Fiji

Mr. Opetaia Ravai Chief Executive Officer Water Authority of Fiji Level 6, Manohan Building Cnr of Ckings & Wainivula Road, Nasinu PO Box 1272, Suva Phone: +679 3346702 Email: oravai@waf.com.fj

Asia Development Bank Pacific Subregional Office (SPSO) Mr. Robert Jauncey

Regional Director Phone: +679 331 8101 Fax: +679 3318074 E-mail: rjauncey@adb.org

Project Officer Mr. Jude Kohlhase Infrastructure Specialist Phone: +679 331 8101 Fax: +679 3318074 E-mail: jkohlhase@adb.org

European Investment Bank Project Officer Ms. Katrin Bock

Business Analyst Pacific Regional Office Level 25, 88 Phillip Street Sydney NSW 2000, Australia Phone:+61 2 82 11 05 32 Fax: +61 2 82 11 05 32 E-mail: k.bock@eib.org

7

C. Project Organization Structure

ADB = Asian Development Bank; MOE = Ministry of Economy; MLGHE = Ministry of Local Government, Housing and Environment; WAF = Water Authority of Fiji; WSS = water supply scheme; WWTP = wastewater treatment plant.

IV. COSTS AND FINANCING

10. The government has requested a MFF in an amount up to $184.2 million in the form of loans from ADB’s ordinary capital resources (OCR) and grant cofinancing from Green Climate Fund (GCF) to help finance a part of the investment program. The MFF is expected to consist of two tranches, subject to the government's submission of related periodic financing requests, execution of the related loan and project agreements for each tranche, and fulfillment of terms and conditions and undertakings set forth in the framework financing agreement (FFA). Tranche 1 will comprise: (a) loan of $42,109,000 from OCR, with a 21 year term, including a grace period of 6 years, annuity method based on 10% discount factor, an annual interest rate determined in accordance with ADB’s London interbank offered rate (LIBOR) based lending facility, a commitment charge of 0.15% per year, and such other terms and conditions set forth in the loan and project agreements. Based on this, the average loan maturity is 15.52 years, and the maturity premium payable to ADB is 0.10% per annum;5 and (b) grant cofinancing from Green Climate Fund equivalent to $31,040,000 million, to be administered by ADB. Interest during construction will be capitalized in the loan. Local transport and insurance will be eligible under the loan. The Government will finance operation and maintenance cost included in the Design- 5 The annuity repayment method based on 10% discount factor.

8

Build Operate contracts. The remainder of financing for Project 1 will comprise: (i) an EIB loan of $26.6 million;6 and (ii) a government contribution of $80.7 million for project costs including taxes, duties and land acquisition. MFF proceeds will be included in the government’s usual budgetary transfers to WAF. A. Detailed Cost Estimates by Expenditure Category ($ million)

1. Investment Program

Item FJD (millions) $ (millions)

Foreign Local Total Foreign Local Total

Exchange Currency Exchange Currency

A. Investment Costs 1. Rewa Water Intake & Water Treatment Plant

42.5 41.8 84.2 21.2 20.9 42.1

2. Rewa Water Transmission Main 61.6 60.5 122.1 30.8 30.3 61.0

3. NRW Reduction 2.7 18.4 21.1 1.3 9.2 10.6

4. Kinoya WWTP Upgrade Part 1 20.6 23.4 44.0 10.3 11.7 22.0

5. Kinoya WWTP Upgrade Part 2 39.5 44.8 84.3 19.7 22.4 42.2

6. Wastewater Improvement 34.9 102.5 137.5 17.5 51.3 68.7

7. Environment & Social Mitigation 0.0 5.0 5.0 0.0 2.5 2.5

8. Consulting Services 35.2 3.9 39.1 17.6 2.0 19.6

9. PDA 16.9 1.9 18.8 8.4 0.9 9.4

Subtotal (A) 253.9 302.2 556.1 126.9 151.1 278.0

B. Recurrent Costs

1. Operations & Maintenance 10.2 57.6 67.8 5.1 28.8 33.9

Total Base Costs (A+B) 264.1 359.8 623.9 132.0 179.9 311.9

C. Contingencies

1. Physical a 26.4 36.0 62.4 13.2 18.0 31.2

2. Price b 36.9 50.3 87.2 18.5 25.2 43.6

Subtotal (C) 63.3 86.3 149.6 31.7 43.1 74.8

D. Financing Charges During Implementation

1. Interest during Construction 33.8 0.0 33.8 16.9 0.0 16.9

2. Commitment Charges 2.8 0.0 2.8 1.4 0.0 1.4

Subtotal (D) 36.6 0.0 36.6 18.3 0.0 18.3

Total Project Cost (A+B+C+D) 364.0 446.1 810.1 182.0 223.1 405.1

NRW = non-revenue water; PDA = project design advance, WWTP = wastewater treatment plant. a

Physical contingencies are computed at 10% of base cost. b Price Contingencies are computed by expenditure based on annual domestic and foreign inflation.

6 EIB's cofinancing will be on joint parallel basis not administered by ADB, however, it will finance the

same component/contracts. The blanket waiver on country eligibility will apply.

9

2. Project 1

Item FJD (millions) $ (millions)

Foreign Local Total Foreign Local Total

Exchange Currency Exchange Currency

A. Investment Costs 1. Rewa Water Intake & Water Treatment Plant

42.5 41.8 84.2 21.2 20.9 42.1

2. Rewa Water Transmission Main 61.6 60.5 122.1 30.8 30.3 61.0

3. NRW Reduction 2.7 18.4 21.1 1.3 9.2 10.6

4. Environment & Social Mitigation

5.0 5.0

2.5 2.5

5. Consulting Services 21.4 2.4 23.8 10.7 1.2 11.9

6. PDA 16.9 1.9 18.8 8.4 0.9 9.4

Subtotal (A) 145.1 130.0 275.0 72.5 65.0 137.5

B. Recurrent Costs

1. Operations & Maintenance 1.5 8.5 10.0 0.7 4.2 5.0

Total Base Costs (A+B) 146.6 138.4 285.0 73.3 69.2 142.5

C. Contingencies

1. Physical a 14.7 13.8 28.5 7.3 6.9 14.2

2. Price b 17.8 16.8 34.6 8.9 8.4 17.3

Subtotal (C) 32.5 30.7 63.1 16.2 15.3 31.6

D. Financing Charges During Implementation

1. Interest during Construction 11.8 0.0 11.8 5.9 0.0 5.9

2. Commitment Charges 0.8 0.0 0.8 0.4 0.0 0.4

Subtotal (D) 12.6 0.0 12.6 6.3 0.0 6.3

Total Project Cost (A+B+C+D) 191.6 169.1 360.7 95.8 84.6 180.3

NRW = non-revenue water; PDA = project design advance. a

Physical contingencies are computed at 10% of base cost. b Price Contingencies are computed by expenditure based on annual domestic and foreign inflation.

10

B. Detailed Cost Estimates by Year

1. Investment Program

Item Total Cost 2016 2017 2018 2019 2020 2021

2022 2023

A. Investment Costs a

1. Rewa Water Intake & Water Treatment Plant

42.1

0.0 0.7 5.5 9.9 13.6 6.6 5.8

0.0

2. Rewa Water Transmission Main

61.0 0.0 0.0 10.2 19.3 16.7 5.5

9.3 0.0

3. NRW Reduction

10.6 0.0 0.0 1.8 2.6 2.6 1.8

1.8 0.0

4. Kinoya WWTP Upgrade Part 1

22.0 0.0 0.0 3.7 6.4 6.4 1.8

3.7 0.0

5. Kinoya WWTP Upgrade Part 2

42.2 0.0 0.0 0.0 10.5 10.5 10.5

7.0 7.0

6. Wastewater Improvement

68.7 0.0 0.0 0.0 19.4 19.4 19.4

11.5 7.0

7. Environment & Social Mitigation

2.5 0.0 1.3 1.3 0.0 0.0 0.0

0.0 0.0

8. Consulting Services

19.6 1.6 3.2 2.8 3.6 3.6 3.2

1.6 0.0

9. PDA 9.4 0.8 1.6 1.3 1.7 1.7 1.6 0.7 0.0

Subtotal (A)

278.0 2.4 6.8 26.4 62.0 74.7 50.4

41.3 14.0

B. Recurrent Costs

1.Operations & Maintenance

33.9 0.0 0.0 0.0 0.0 0.0 0.0 3.4

30.5

Total Base Costs (A+B)

311.9 2.4 6.8 26.4 62.0 74.7 50.4 44.7

44.5

C. Contingencies

1. Physical b

31.2 0.2 0.7 2.6 6.2 7.5 5.0 4.5

4.5

2. Price c

43.6 0.1 0.4 2.1 6.4 9.6 7.8 8.1

9.2

Subtotal (B) 74.8 0.3 1.0 4.7 12.6 17.1 12.8

12.5 13.7

D. Financing Charges During Implementation

1. Interest during Construction 16.9 0.0 0.1 0.4 1.3 2.5 3.6 4.3 4.6

2. Commitment Charges 1.4 0.3 0.3 0.3 0.2 0,2 0.1 0.0 0.0

Subtotal (D) 18.3 0.3 0.4 0.7 1.5 2.7 3.7 4.3 4.6

Total Project Cost (A+B+C+D) 405.1 3.0 8.2 31.9 76.1 94.4 67.0 61.6 62.8

0.8% 2.2% 8.6% 20.5% 25.4% 18.1% 16.6

% 16.9 %

NRM = non-revenue water, PDA = project design advance, WWTP = wastewater treatment plant. a In Mid 2016 prices.

b Physical contingencies are computed at 10% of base cost.

c Price Contingencies are computed by expenditure based on annual domestic and foreign inflation.

11

C. Detailed Cost Estimates by Year

2. Project 1

Item Total Cost 2016 2017 2018 2019 2020 2021

2022 2023

A. Investment Costs a

1. Rewa Water Intake & Water Treatment Plant

42.1 0.0 0.7 5.5 9.9 13.6 6.6

5.8 0.0

2. Rewa Water Transmission Main

61.0 0.0 0.0 10.2 19.3 16.7 5.5

9.3 0.0

3. NRW Reduction

10.6 0.0 0.0 1.8 2.6 2.6 1.8

1.8 0.0

4. Environment & Social Mitigation

2.5 0.0 1.3 1.3 0.0 0.0 0.0 0.0 0.0

5. Consulting Services

11.9 1.3 2.7 1.7 1.7 1.7 1.7

0.9 0.0 6. PDA

9.4 1.1 2.1 1.4 1.4 1.4 1.4 1.7 0.0

Subtotal (A) 137.5 2.4 6.8 21.8 35.0 36.1 17.0 18.5 0.0

B. Recurrent Costs 1.Operations & Maintenance 5.0 0.0 0.0 0.0 0.0 0.0 0.0

2.5 2.5

Total Base Costs (A+B) 142.5 2.4 6.8 21.8 35.0 36.1 17.0

21.0 2.5

C. Contingencies

1. Physical b 4.2 0.2 0.7 2.2 3.5 3.6 1.7 2.1 0.2

2. Price c 17.3 0.1 0.4 1.7 3.6 4.6 2.6 3.8 0.5 Subtotal (B) 31.6 0.3 1.0 3.9 7.1 8.3 4.3 5.9 0.8

D. Financing Charges During Implementation

1. Interest during Construction 5.9 0.0 0.1 0.2 0.6 1.0 1.2 1.4 1.4 2. Commitment Charges 0.4 0.1 0.1 0.1 0.1 0.0 0.0 0.0 0.0

Subtotal (D) 6.3 0.1 0.2 0.3 0.6 1.0 1.3 1.4 1.4

Total Project Cost (A+B+C+D) 180.3 2.8 8.0 26.0 42.7 45.4 22.6 28.3 4.7

0.7% 2.2% 6.9%

11.5%

12.2% 6.1%

7,6% 1.3%

NRW = non-revenue water, PDA = project design advance. a In Mid 2016 prices.

b Physical contingencies are computed at 10% of base cost.

c Price Contingencies are computed by expenditure based on annual domestic and foreign inflation.

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D. Detailed Cost Estimates by Output and Financier

1. Investment Program ADB = Asian Development Bank, EIB = European Investment Bank, GCF = Green Climate Fund, GOF = Government of Fiji, NRW = non-revenue water, OCR = ordinary capital resources, PDA = project design advance, WWTP = wastewater treatment plant.

13

2. Project 1 Detailed Cost estimates by financier, Project 1

Item ADB % of Cost EIB % of Cost GCF % of Cost % of Cost Total Cost

OCR Loan Category Loan Category Grant Category Tax & Duty Non Tax Total Category

A. Investment Costs

1. Rewa Water Intake & Water Treatment Plant 6.2 15% 7.7 18% 10.2 24% 7.1 10.9 17.9 43% 42.1

2. Rewa Water Transmission Main 9.0 15% 11.2 18% 14.8 24% 10.2 15.8 26.0 43% 61.0

3. Water Supply Improvement / NRW Reduction 1.8 17% 0.8 7% 0.0 0% 1.8 6.2 8.0 76% 10.6

4. Environment & Social Mitigation 0.0 0% 0.0 0% 0.0 0% 0.0 2.5 2.5 100% 2.5

5. Consulting Services 11.9 100% 0.0 0% 0.0 0% 0.0 0.0 0.0 0% 11.9

6. PDA 2.7 29% 0.0 0% 0.0 0% 0.0 6.7 6.7 71% 9.4

Subtotal (A) 31.7 23% 19.7 14% 25.0 18% 19.1 42.0 61.1 44% 137.5

Total Base Costs (A) 31.7 23% 19.7 14% 25.0 18% 19.1 42.0 61.1 44% 137.5

B. Recurrent Costs

1. Operations & Maintenance 0.0 0% 0.0 0% 0.0 0% 0.0 5.0 5.0 100% 5.0

Total Base Costs (A+B) 31.7 22% 19.7 14% 25.0 18% 19.1 47.0 66.1 46% 142.5

C. Contingencies

1. Physical a

3.2 22% 2.0 14% 2.5 18% 1.9 4.7 6.6 46% 14.2

2. Price b

3.4 20% 2.4 14% 3.5 20% 2.3 5.7 8.0 46% 17.3

Subtotal (C) 6.6 21% 4.4 14% 6.0 19% 4.2 10.4 14.6 46% 31.6

D. Interest During Implementation

1. Interest during Construction 3.6 61% 2.3 39% 0.0 0% 0.0 0.0 0.0 0% 5.9

2. Commitment Charges 0.2 61% 0.1 39% 0.0 0% 0.0 0.0 0.0 0% 0.4

Subtotal (D) 3.8 61% 2.4 39% 0.0 0% 0.0 0.0 0.0 0% 6.3

Total Project Cost (A+B+C+D) 42.1 23% 26.6 15% 31.0 17% 23.3 57.4 80.7 45% 180.3

a Phys ci a l contingenci es a re computed a t 10% of ba se cos t

b Price Conti ngencies a re computed by expendi ture bas ed on a nnua l domes ti c and forei gn infl a ti on

US $ millions

GoF

ADB = Asian Development Bank, EIB = European Investment Bank, GCF = Green Climate Fund, GOF = Government of Fiji, NRW = non-revenue water, OCR = ordinary capital resources, PDA = project design advance, WWTP = wastewater treatment plant.

14

E. Allocation and Withdrawal of Loan and Grant Proceeds

ALLOCATION AND WITHDRAWAL OF LOAN PROCEEDS

CATEGORY ADB FINANCING

Item

Total Amount Allocated for ADB Financing

Percentage and Basis for Withdrawal from the Loan Account

($) Category Subcategory

1 Rewa water intake, water treatment plant and transmission main

15,286,115 15% of total expenditure claimed

2 Water Supply Improvement/NRW reduction

1,806,913 17% of total expenditure claimed

3 Consulting Services 11,915,055 100% of expenditure claimed

4 PDA 2,686,945

4A PDA Principal 2,650,000 100% of total amount due

4B PDA Estimated Financing Charges

36,945 100% of total amount due

5 Financing Charges 3,849,176 100% of total amount due

6 Unallocated 6,564,796

Total 42,109,000 NRW = non-revenue water, PDA = project design advance

ALLOCATION AND WITHDRAWAL OF GCF GRANT PROCEEDS

CATEGORY GCF FINANCING

Item

Total Amount Allocated for GCF

Financing

Percentage and Basis for Withdrawal from the Grant Account

($) Category

1 Rewa Water Intake. Water Treatment Plant & Transmission main

24,987,000 24% of total expenditure claimed

2 Unallocated 6,053,000

Total 31,040,000

15

F. Contract and Disbursement S-curve

1. Investment Program

-

50

100

150

200

250

300

2016 2017 2018 2019 2020 2021 2022 2023

$ m

illio

nFiji: Urban Water Supply & Wastewater Management

Investment Program

Planned Cum. Disbursements Planned Cum Contract Awards

2. Project 1

-

20

40

60

80

100

120

140

160

2016 2017 2018 2019 2020 2021 2022 2023

$ m

illio

n

Fiji: Urban Water Supply & Wastewater Management

Investment Program

Planned Cum. Disbursements Planned Cum Contract Awards

16

G. Fund Flow Diagram

17

V. FINANCIAL MANAGEMENT

A. Financial Management Assessment

11. A financial management assessment (FMA) for the proposed project was carried out in accordance with ADB’s Financial Management Guidelines7 and Financial Due Diligence Methodology Note, under a project preparatory technical assistance. The FMA considered the MOE as the proposed Investment Program executing agency and the WAF as the proposed Investment Program implementing agency. 12. The FMA consisted of: (i) completing the FMA Questionnaire; (ii) assessing the financial management Internal Control and Risk; and (iii) evaluating the implementing agency’s financial management personnel, accounting policies and procedures, internal and external audit, and information systems for financial reporting. Interviews were conducted with WAF’s finance division and senior management, officers of MOE’s Debt and Cash Flow Management Unit, and staff of the Office of the Auditor General (OAG). 13. Fiji has an adequate legal framework for public financial management and budgeting, provided for under the Financial Management Act 2004 and Finance Instructions 2005 and 2010. Public financial management (PFM) arrangements were assessed using the Public Expenditure Financial Accountability (PEFA) Public financial management assessment framework in 2013. The Public Expenditure Financial Accountability report is available.8 MOE prepared the PFM Reform Plan and is awaiting Cabinet approval. ADB’s County Program Strategy, 2014-2018 was approved by the Board in November 2014 and will focus support on strengthening public sector management capacity in core government functions, including budgeting, debt management, and other public financial management and state owned enterprise reforms. 14. WAF was established under the WAF Promulgation 2007 and from 1 January 2010, officially took over from the Water and Sewerage Department (WSD). WAF is governed by a Board of Directors appointed by government and the daily operations of WAF are delegated to the Chief Executive Officer (CEO). Reporting to the Chief Executive Officer are the Chief Operating Officer (COO) and the Chief Financial Officer (CFO). Three regional managers (central eastern, western and northern) report to the Chief Operating Officer and the finance team reports to the CFO. WAF has separate departments for human resources, internal audit, legal, strategic planning and customer services. The total workforce at WAF is 1,200 full time and 1,350 project staff, the latter who are recruited for the duration of projects being implemented. The finance division comprises of teams responsible for payments, projects, operations (reconciliations), revenue and payroll and consists of 39 staff. The IT, procurement and fleet management staff totaling 36, also report to the CFO. A major issue faced by WAF is the retention of qualified finance staff. The acting CFO is a professionally qualified accountant. 15. The financial statements of WAF’s first year of operation (2010) were audited in 2013 and a disclaimer of opinion was issued by the OAG due to: (i) inadequate internal control over journal entry system; (ii) an appropriate reconciliation of inventory was not performed; and (iii) a

7 ADB. 2005. 2010. Guidelines for the Financial Management and Analysis of Projects. Manila.

8 Under the PEFA framework, performance is assessed in relation to seven dimensions of public financial

management: credibility of the budget; comprehensiveness and transparency; degree to which the budget is prepared with due regard to government policy; predictability and control in budget execution; accounting, recording and reporting; external scrutiny and audit operations; appropriateness of development partner practices in country; and intergovernmental fiscal relationships.

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valuation of assets was not carried out when WAF took over from WSD. WAF’s 2011 financial statements were audited in 2014 and a qualified audit opinion was issued which was due to the (i) recognition of water and sewerage income by WAF which was deposited in government’s consolidated account and accounted by government as their revenue; (ii) inadequate internal control over journal entry system; (iii) an appropriate reconciliation of inventory was not performed; and (iv) a valuation of assets was not carried out when WAF took over from WSD. WAF’s 2012 financial statements were audited in 2015 while the 2013 financial statements were audited in 2016 and qualified opinions were also issued which were due to: (i) recognition of water and sewerage income which was deposited in government’s consolidated account and accounted by government as their revenue; (ii) an appropriate reconciliation of inventory was not performed; and (iii) a valuation of assets was not carried out when WAF took over from WSD. The audit of the 2014 financial statements are currently underway and once complete, the audit of the 2015 financial statements will then commence. WAF are working on resolving the issues raised by the auditors, 2 of which relate to the period when WAF took over from WSD. 16. WAF has been an implementing agency for four ADB projects - L2055-FIJ Suva-Nausori Water Supply and Sewerage Project which closed in June 2013; L2603-FIJ Suva Nausori Water Supply and Sewerage Project (Supplementary) which closed in June 2014; L2541-FIJ: Emergency Flood Recovery (Sector) Project which closed in July 2015; and G0283-FIJ: Fiji Flood Emergency Response which closed in October 2015. WAF staff prepared manual withdrawal applications, which were then forwarded for signature, to MOE where the authorized signatories are based. WAF staff also prepared the project financial statements for auditing and handled responses to the audit management letter. The WAF and MOE staff who handle this work are well-versed with ADB’s disbursements, and financial reporting and auditing requirements and have attended in-country training, conducted by ADB in 2011, 2012 and 2013. 17. WAF is currently the implementing agency for the ongoing L6004-FIJ: Project Design Advance Urban Water Supply and Wastewater Management Project, which is due to close in February 2017. WAF and MOE attended ADB’s training on the new Client Portal for Disbursement System (CPD) which was rolled-out to Fiji in July 2016. For this ongoing and for future projects, WAF will create withdrawal applications in the CPD System which will then be submitted online to the authorized signatories in MOE, for their online review and approval. 18. Unqualified opinions have been issued by the OAG for all project financial statements under L2055-FIJ, L2603-FIJ and L2541-FIJ. Under the first 4 year’s project financial statements for L2055-FIJ, the OAG noted issues relating to differences between WAF’s and MOE’s records, poor financial planning, records for a particular purchase not being available, incorrect charging of VAT and improper storage of files and in the 7th year, and an incorrect USD-FJD exchange rate was used. For the G0283-FIJ project, the OAG confirmed that the financial statements were presented fairly in accordance with the Grant but issued a disclaimer of opinion due to 9 internal control weaknesses which included: (i) some tenders not being called for services; (ii) tenders being extended by the Chief Executive Officer without Board approval; (iii) completed works certified by staff other than engineers/supervisors; (iv) contractor vehicle registration numbers not stated on WAF contract documents; (v) idle time not inputted on daily machine tally sheets; (vi) purchase order issued after invoices were received; (vii) adequate supporting documents not always attached to payment vouchers; (viii) expenses posted in the general ledger according to expenditure allocations and not according to depots; and (ix) failure to produce some documents for audit. WAF strongly disagreed with the OAG’s opinion and were disappointed that their responses were not taken into account by the OAG and several meetings were held on this. The WAF management was tasked by the Board to investigate the audit

19

findings and after a review, the Board was satisfied with the explanations given by Management. The Board also acknowledged that the relief work had to be done quickly and as there was competition for resources, some lapses in established procedures were inevitable. As a result, in October 2013, WAF incorporated new sections in its procedure manuals, outlining processes to follow, in times of natural disasters and emergencies. 19. With regards to the submission of audited project financial statements, there were significant delays with the L2055-FIJ project when it was under the responsibility of the WSD, including the loan being suspended in April 2008 because the 2005 and 2006 audited financial statements had not yet been received by ADB. These were finally received by ADB, 17 months and 5 months, after the due dates. There have been improvements in the submission dates for all projects since WAF was established, including 2 submissions being received before the due dates. 20. To assist WAF, the proposed investment program will finance a long-term national financial specialist and a short-term international financial specialist to assist the CFO in training the finance and internal audit staff, as well as to review the accounting, financial management and internal auditing policies and support the implementation of changes needed. The proposed investment program will also finance a qualified full-time project accountant, who will handle all financial work for the investment program. 21. A Financial Management Internal Control and Risk Management Assessment, based largely on International Standard on Auditing 400 Risk Assessment and Internal Control, was conducting on the existing structure, staffing, resources and procedures of the WAF. The results, including recommendations for risk mitigation measures, are summarized in Table 1. Table 1. Financial Management Internal Control and Risk Management Assessment

Risk Type Risk Assessment

Rating

Risk Description Mitigation Measures

A. Inherent Risk (the susceptibility of the project financial management system to factors arising from the environment in which it operates, such as country rules and regulations and entity working environment (assuming absence of any counter checks or internal controls)).

1. Country-specific Risks

Moderate An IMF report of 2004, noted poor public financial management.

Public financial management has improved since. Specific support on ADB’s procedures will be provided by the project.

2. Entity-specific Risks

Moderate Lack of skilled staff, especially at managerial level.

The project will finance a long-term qualified national financial specialist and a short-term international financial specialist to provide training and improve on the financial management procedures and policies.

Substantial Backlog with the preparation and submission of annual financial statements. Qualified and adverse audit opinions issued by the OAG.

The audit of the 2014 financial statements is underway and after completion, the audit of the 2015 financial statements will commence. Disclaimer of opinion issued for 2010 financial statements and qualified opinions issued for 2011-2013 financial statements. WAF are working on resolving the issues raised.

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3. Project-specific Risks

Moderate A relatively complex project with 2 financiers, including a Design-Build-Operate contract.

The project will fully fund an IPMU, including a qualified project accountant.

Overall Inherent Risk

Moderate

B. Control Risk (the risk that the project’s accounting and internal control framework are inadequate to ensure project funds are used economically and efficiently and for the purpose intended, and that the use of funds is properly reported).

1. Implementing Entity

Moderate The OAG questioned some of WAF’s accounting policies.

The project will finance a long-term national finance specialist to assist WAF develop its accounting and internal auditing functions.

2. Funds Flow Negligible Separate accounts. Separate accounts will be maintained for components financed by ADB, EIB and GoF to be audited by OAG. The project will fund a qualified full-time project accountant in the IPMU who will be responsible for this work.

3. Staffing

Moderate Difficulty in attracting and retaining qualified and experienced staff. Only the CFO is a professional accountant with experience in the preparation of financial statements.

The project will fund a full-time qualified project accountant to handle all project financial work, in accordance with ADB requirements. Regular training on ADB disbursement and financial reporting requirements will be provided. The project will finance a short-term international financial specialist and a long-term national financial specialist to provide on-the-job training to all WAF finance staff.

4. Accounting Policies and Procedures

Substantial Accounting treatment of transactions and accounting policies

The financial specialists financed under the project will conduct a detailed review of accounting policies and implement recommendations.

5. Internal Audit Substantial WAF has an internal auditing division which started off as a fraud and investigation unit and is still operating this way. The OAG commented on weak internal controls and advised that this is where the internal audit division should concentrate their work on.

An external audit firm has been contracted to carry out audit of systems and controls on an ad hoc basis, due to funding constraints. The financial specialists financed under the project will develop an internal audit program and will train staff to conduct a systems audit to enhance internal controls.

6. External Audit Substantial The Financial Management Act 2004 requires that the accounts of all government statutory authorities, be audited by the OAG. The OAG requires the project financial statements at least 2 months before ADB’s due date.

The 2014 financial statements are currently being audited and WAF is addressing issues that were raised by the OAG in previous audit reports. The financial specialists financed under the project will review, recommend and implement improvements.

7. Reporting and Monitoring

Substantial The entity financial statements are long overdue.

Project financial reporting and monitoring will be done by the proposed full-time project accountant, outside WAF’s reporting system, subject to audit by the OAG. Once the 2014 audit is completed in 2016, the 2015 audit will be completed in a shorter period of time.

8. Information systems

Substantial WAF uses an off-the-shelf AccPacc accounting software although an upgrade is needed. WAF also uses

The financial specialists funded under the project will review, provide recommendations and implement

21

separate software for billing and account receivable management (recently migrated to Gentrac software) and payroll (Payglobal software). AccPacc, Gentrac and Payglobal software are not integrated and the payroll and billing information is captured into the accounting system by using period end journal entries.

improvements to the accounting system and the billing system.

Overall Control Risk

Substantial

ADB = Asian Development Bank, CFO = Chief Financial Officer, EIB = European Investment Bank, GoF = Government of Fiji, IMF = International Monetary Fund, IPMU = Investment Program Management Unit, OAG = Office of the Auditor General, WAF = Water Authority of Fiji.

B. Disbursement

22. The loan and ADB administered co-financier grant proceeds will be disbursed in accordance with ADB’s Loan Disbursement Handbook (2015, as amended from time to time),9 and detailed arrangements agreed upon between the Government and ADB. Online training for project staff on disbursement policies and procedures is available at: http://wpqr4.adb.org/disbursement_elearning. Project staff are encouraged to avail of this training to help ensure efficient disbursement and fiduciary control. 23. Direct payment, reimbursement and commitment letter procedures will be used. An investment program management unit (IPMU), including a full-time qualified project accountant, will be established under WAF. The project accountant will be responsible for: (i) preparing disbursement projections; (ii) requesting budgetary allocations for counterpart funds; (iii) collecting supporting documents; and (iv) creating withdrawal applications in CPD and submitting them online to MOE, for approval by the authorized signatories. See Figure 2 for Fund Flow for the investment program. 24. Before the submission of the first withdrawal application, MOE will submit to ADB sufficient evidence of the authority of the persons who will sign the withdrawal applications on behalf of the borrower, together with the authenticated specimen signatures of each authorized person. The minimum value per withdrawal application is US$100,000 equivalent. Individual payments below this amount should be paid by the executing and implementing agency and subsequently claimed to ADB through reimbursement, unless otherwise accepted by ADB. 25. All disbursements under government financing will be carried out in accordance with regulations of the government and prevailing ADB guidelines. C. Accounting

26. The MOE and WAF will maintain, or cause to be maintained, separate books and records by funding source for all expenditures incurred on the investment program. The MOE and WAF will prepare consolidated project financial statements in accordance with the government's accounting laws and regulations which are consistent with international accounting principles and practices.10

9 Available at: http://www.adb.org/Documents/Handbooks/Loan_Disbursement/loan-disbursement-final.pdf.

10 WAF follows the International Financial Reporting Standards.

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D. Auditing and Public Disclosure

27. The MOE and WAF will cause the detailed consolidated project financial statements to be audited in accordance with International Standards on Auditing and with the Government’s audit regulations, by an independent auditor acceptable to ADB. The audited project financial statements together with the auditors’ opinion will be submitted in the English language to ADB within six months of the end of the fiscal year by the MOE and WAF. 28. The MOE and WAF will also cause the entity-level financial statements to be audited in accordance with International Standards on Auditing and with the Government’s audit regulations, by an independent auditor acceptable to ADB. The audited entity-level financial statements, together with the auditors’ report and management letter, will be submitted in the English language to ADB within one month after their approval by the relevant authority.

29. The annual audit report for the project accounts will include an audit management letter and audit opinions which cover: (i) whether the project financial statements present a true and fair view or are presented fairly, in all material respects, in accordance with the applicable financial reporting framework; (ii) whether loan and grant proceeds were used only for the purposes of the project or not; and (iii) the level of compliance for each financial covenant contained in the legal agreements for the project. 30. Compliance with financial reporting and auditing requirements will be monitored by review missions and during normal program supervision, and followed up regularly with all concerned, including the external auditor. 31. The Government, MOE and WAF have been made aware of ADB’s approach to delayed submission, and the requirements for satisfactory and acceptable quality of the audited project financial statements.11 ADB reserves the right to require a change in the auditor (in a manner consistent with the constitution of the borrower), or for additional support to be provided to the auditor, if the audits required are not conducted in a manner satisfactory to ADB, or if the audits are substantially delayed. ADB reserves the right to verify the project's financial accounts to confirm that the share of ADB’s financing is used in accordance with ADB’s policies and procedures. 32. Public disclosure of the project financial statements, including the audit report on the project financial statements, will be guided by ADB’s Public Communications Policy (2011).12 After review, ADB will disclose the project financial statements for the project and the opinion of the auditors on the financial statements within 14 calendar days of the date of their acceptance by posting them on ADB’s website. The Audit Management Letter will not be disclosed.

11 ADB approach and procedures regarding delayed submission of audited project financial statements:

• When audited project financial statements are not received by the due date, ADB will write to the executing agency advising that (i) the audit documents are overdue; and (ii) if they are not received within the next six months, requests for new contract awards and disbursement such as new replenishment of imprest accounts, processing of new reimbursement, and issuance of new commitment letters will not be processed.

• When audited project financial statements have not been received within 6 months after the due date, ADB will withhold processing of requests for new contract awards and disbursement such as new replenishment of imprest accounts, processing of new reimbursement, and issuance of new commitment letters. ADB will (i) inform the executing agency of ADB’s actions; and (ii) advise that the loan may be suspended if the audit documents are not received within the next six months.

12 Available from http://www.adb.org/documents/pcp-2011?ref=site/disclosure/publications.

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VI. PROCUREMENT AND CONSULTING SERVICES

A. Advance Contracting and Retroactive Financing

33. All advance contracting and retroactive financing will be undertaken in conformity with ADB’s Procurement Guidelines (2015, as amended from time to time) (ADB’s Procurement Guidelines)13 and ADB’s Guidelines on the Use of Consultants (2013, as amended from time to time) (ADB’s Guidelines on the Use of Consultants).14 The issuance of invitations to bid under advance contracting and retroactive financing will be subject to ADB approval. The borrower, MOE and WAF have been advised that approval of advance contracting and retroactive financing does not commit ADB to finance the Project. 34. Advance contracting. The government has requested ADB’s approval of advance contracting for (i) the recruitment of consultants (detailed engineering consultants); (ii) procurement of civil works; and (iii) procurement of water supply equipment. The borrower, executing and implementing agency have been advised that approval of advance contracting does not commit ADB to finance the investment program. 35. Retroactive financing. For tranche 1, ADB will finance a maximum amount of eligible expenditures up to the equivalent of 20% of the respective loan and grant for tranche 1 incurred before tranche 1 loan or grant effectiveness but not earlier than 12 months before the signing of the loan and grant agreements for tranche 1. Retroactive financing shall apply to consulting services, civil works, and goods (to include water supply equipment) under tranche 1 loan and grant. The executing and implementing agencies have been advised that approval of retroactive financing does not commit ADB to finance the project

B. Procurement of Goods, Works and Consulting Services

36. The Investment Program will follow ADB’s Procurement Guidelines (2015, as amended time to time) and tranche 1 loan includes: (i) four international competitive bids (ICBs) for water supply intake works in Rewa; (iii) one ICB procurement of water supply equipment; and (iii) recruitment of consulting services for the IPMU consultants Part B (Detailed Engineering Consultants, Construction Supervision Consultants, and Institutional effectiveness). An 18–month procurement plan indicating threshold and review procedures, goods, works, and consulting service contract packages and national competitive bidding guidelines is in Section C. Universal procurement will apply pursuant to an ADB Board blanket waiver of member country procurement eligibility restrictions where ordinary capital resources and a cofinancier’s resources are used to jointly finance individual procurement package. 37. All consultants will be recruited according to ADB’s Guidelines on the Use of Consultants (2010, as amended from time to time). The terms of reference for consulting services are detailed in Appendix 1. Consulting firms will be engaged using the quality–and cost–based selection (QCBS) method with a standard quality: cost ratio of 80:20: Detailed Engineering Design Consultants with 149 person-months, Construction Supervision Consultants with 780 person-months.

38. Bidders eligibility will be determined in accordance with ADB's Procurement Guidelines (2015, as amended from time to time). Accordingly, no bidder or potential bidder shall be

13

Available at: http://www.adb.org/Documents/Guidelines/Procurement/Guidelines-Procurement.pdf. 14

Available at: http://www.adb.org/Documents/Guidelines/Consulting/Guidelines-Consultants.pdf.

24

declared ineligible for ADB financed contracts for any reason other than those set out in ADB's Procurement Guidelines. C. Procurement Plan

Basic Data Project Name: Fiji Urban Water Supply and Wastewater Management Investment Program Project Number: 49001-002 Approval Number: Country: Fiji Executing Agency: Ministry of Economy (MOE) Project Procurement Classification: A Implementing Agency:

Water Authority of Fiji (WAF) Procurement Risk: Moderate Project Financing Amount: US$ 405,100,000 ADB Financing: US$153,200,000 Cofinancing (GCF) (ADB Administered): US$ 31,040,000 Cofinancing (EIB): US$ 70,800,000 Non-ADB Financing: US$ 145,100,000 Date of First Procurement Plan: 25 August 2016 Date of this Procurement Plan: 25 August

2016

1. Methods, Thresholds and 18-Month Procurement Plan

a. Thresholds 19. Universal procurement will apply as per the blanket waiver of member country procurement eligibility restrictions approved by the ADB Board for operations where ordinary capital resources and a cofinancier’s resources are used to jointly to finance individual procurement package. 20. Except as ADB may otherwise agree, the following process thresholds shall apply to procurement of goods and works.

Procurement of Goods and Works

Method Threshold Comments

International Competitive Bidding (ICB) for Works More than $5,000,000 Lifted as per CPA International Competitive Bidding for Goods More than $400,000 To match EIB threshold National Competitive Bidding (NCB) for Works $100,000 up to $5,000,000 National Competitive Bidding for Goods $100,000 up to $400,000 To match EIB threshold Shopping for Works Below $100,000 Shopping for “Of-the-shelf” Goods Below $100,000

21. Section 3 of the procurement plan anticipates that recruitment of consulting services under the project will be through firms only. Nevertheless the executing agency might consider recruitment of individual consultants through Individual Consultant Selection in accordance with ADB Guidelines on The Use of Consultants (2013, as amended from time to time) if and when need arises during the project implementation phase.

b. ADB Prior or Post Review 22. Except as ADB may otherwise agree, the following prior or post review requirements apply to the various procurement and consultant recruitment methods used for the investment program.

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ADB = Asian Development Bank, ICB = International Competitive Bidding, NCB = National Competitive Bidding, RFP = Request for Proposal, SBD = Standard Bidding Document, ToR = Terms of Reference

c. Goods and Works Contracts Estimated to Cost $1 Million or More

23. The following table lists goods and works contracts for which the procurement activity is either ongoing or expected to commence within the next 18 months.

Package Number

General Description

Estimated Value

Procurement Method

Review [Prior /

Post/Post (Sample)]

Bidding Procedure

Advertisement

Date (quarter/year)

Comments

1.1.1 Rewa River Water intake

and plant

US $ 60,400,000

ICB Prior 2S2E Q3/2017 PQ - DBO 10 years O&M (1)

1.1.2 Rewa River

transmission main

US $ 50,870,000

ICB Prior 1S2E Q3/2017 PQ Works SBD

1.2.1 Civil works for NRW

US $ 4,400,000

NCB Post 1S2E Q1/2018 Small Works SBD

1.2.2 Equipment for NRW

US $ 4,400,000

ICB Prior 1S2E Q1/2018 Goods SBD Several contracts

1.3.1 Kinoya WWTP Upgrade Part1

US $ 18,320,000

ICB Prior 1S2E Q1/2018 Several contracts envisaged

(1) The O&M component of the DBO contract will be a separate price item and will be financed under the

government contribution.

d. Consulting Services Contracts Estimated to Cost $100,000 or More

24. The following table lists consulting services contracts for which the recruitment activity is either ongoing or expected to commence within the next 18 months.

Package Number

General Description

Estimated Value

Recruitment Method

Review (Prior / Post)

Advertisement Date

(quarter/year)

Type of Proposal

Comments

CS01B IPMU Consultancy Institutional Support

US $ 5,940,000

QCBS 80:20 Prior Q3/2017 FTP International firm

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CS02B Supervision of Rewa WSS & Kinoya WWTP

US $ 8,180,000

QCBS 80:20 Prior Q3/2017 FTP International firm

e. Goods and Works Contracts Estimated to Cost Less than $1 Million and

Consulting Services Contracts Less than $100,000 (Smaller Value Contracts)

25. The following table groups smaller-value goods, works and consulting services contracts for which the activity is either ongoing or expected to commence within the next 18 months.

Goods and Works

Package Number

General Description

Estimated Value

Number of

Contracts

Procurement Method

Review [Prior /

Post/Post (Sample)]

Bidding Procedur

e

Advertisement Date

(quarter/ year)

Comments

1. Indicative List of Packages Required Under the Project

26. The following table provides an indicative list of goods, works and consulting services contracts over the life of the project, other than those mentioned in previous sections (i.e., those expected beyond the current period).

Goods and Works

Package Number

General Description

Estimated Value

(cumulative)

Estimated Number of Contracts

Procurement Method

Review [Prior /

Post/Post (Sample)]

Bidding Procedure

Comments

1.3.2 Kinoya WWTP Upgrade Part2

US $ 14,030,000

3 ICB Prior Q1/2018 Several contracts envisaged

1.3.3 New IDEA Plant US $ 30,100,000

1 ICB Prior Q1/2018 DBO option to be discussed

1.3.4 Existing Pumping Stations Upgrade

US $ 11,100,000

1 ICB Post Q2/2019 Several contracts envisaged

1.3.5 Existing Sewer Mains Upgrade

US $ 11,170,000

1 ICB Post Q1/2018 Several contracts envisaged

1.3.6 Sewer Extension US $ 35,010,000

3 ICB Post Q4/2019 Several contracts envisaged

Consulting Services

Package Number

General Description

Estimated Value

(cumulative)

Estimated Number of Contracts

Recruitment Method

Review (Prior / Post)

Type of Proposal

Comments

CS03B Supervision of Sewer Extension

US $ 2,660,000

1 QCBS 80:20 Q4/2018 FTP International firm

CS04 Institutional Effectiveness Support

US $ 5,000,000

1 QCBS 80:20 Q4/2018 FTP International firm

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2. List of Awarded and On-going, and Completed Contracts

27. The following tables list the awarded and on-going contracts, and completed contracts. Goods and Works

Package Number

General Description

Estimated Value

Awarded Contract

Value

Procurement Method

Advertisement Date

(quarter/ year)

Date of ADB Approval of

Contract Award

10

Comments

11

10

Date of ADB Approval of Contract Award is the date of No-Objection letter to the EA/IA. 11

Indicate the Contractor’s name and the contract signing date.

Consulting Services

Package Number

General Description

Estimated Value

Awarded Contract

Value

Recruitment Method

Advertisement Date

(quarter/year)

Date of ADB

Approval of Contract Award

Comments

CS01A IPMU Consultancy

US$ 2,300,000

US $ 2,095,297

QCBS 80:20 Q4/2015 24/06/16 GHD

Pty Ltd CS02A Design, Rewa

Water Supply Scheme and Kinoya Wastewater Treatment Plant

US$1,810,000

US$1,795,539

QCBS 80:20 Q4/2015 25/08/16 MWH (NZ) and

SMEC

CS03A Design of Wastewater extensions

US$3,070,000

US$3,013,510

QCBS 80:20 Q4/2015 05/09/16 Egis Eau

28. Completed Contracts

Goods and Works

Package Number

General Description

Estimated Value

Contract Value

Procurement

Method

Advertisement Date

(quarter/ year)

Date of ADB

Approval of

Contract Award

10

Date of Completion

13

Comments

10

Date of ADB Approval of Contract Award is the date of No-Objection letter to the EA/IA.

13The Date of Completion is the physical completion date of the contract.

Goods and Works

Package Number

General Description

Estimated Value

Contract Value

Procurement

Method

Advertisement Date

(quarter/ year)

Date of ADB

Approval of

Contract Award

10

Date of Completion

13

Comments

10

Date of ADB Approval of Contract Award is the date of No-Objection letter to the executing and implementing agency

.

13The Date of Completion is the physical completion date of the contract.

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3. Non-ADB Financing

29. The following table lists goods, works and consulting services contracts over the life of the project, financed by Non-ADB sources. Goods and Works

General Description Estimated

Value (cumulative)

Estimated Number of Contracts

Procurement Method

Comments

Consulting Services

General Description Estimated

Value (cumulative)

Estimated Number of Contracts

Recruitment Method

Comments

D. National Competitive Bidding – WAF

1. Regulation and Reference Documents 30. As a statutory authority, the WAF is not obliged to comply with the Procurement Regulation 2010, as it has its own procurement policy. 31. The procedures to be followed for NCB shall be those set forth for the WAF Policy for Purchase above F$20,000 as issued in June 2012 and amended in November 2014, and the specific Standard Operating Procedure for Purchase above F$20,000 as issued in November 2014, with the clarifications and modifications described in the following paragraphs. These clarifications and modifications are required for compliance with the provisions of the ADB Procurement Guidelines (2015, as amended from time to time).

2. Procurement Procedures

32. Application. Contract packages subject to NCB procedures will be those identified as such in the project procurement plan. Any change to the mode of procurement of any procurement package in the procurement plan shall be made through updating of the procurement plan, and only with prior approval of ADB. 33. Eligibility. The eligibility of bidders shall be as defined under Section I of the ADB Procurement Guidelines; accordingly, no bidder or potential bidder should be declared ineligible for reasons other than those stated in Section I of the ADB Procurement Guidelines, as amended from time to time. 34. Participation in Bidding. Foreign bidders shall be eligible to participate in bidding under the same conditions as national bidders. Bidding shall not be restricted to any particular class of contractors, and non-classified contractors shall also be eligible to bid. Bidding shall not be subject to preregistration of firms or to mandatory attendance to briefing meeting or site visit and such limitation shall not be stated in the bidding documents as a condition for the submission of bids.

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35. Sanctioning. Bidders shall not be declared ineligible or prohibited from bidding on the basis of barring procedures or sanction lists, except individuals and firms sanctioned by ADB, without prior approval of ADB. 36. Preferences. No preference of any kind shall be given to domestic bidders or for domestically manufactured goods. 37. Prequalification. Post qualification shall be used unless prequalification is explicitly provided for in the Procurement Plan. 38. Advertising. Bidding of NCB contracts estimated at $400,000 or more for goods and related services or $1,000,000 or more for civil works shall be advertised on ADB’s website. The borrower has the option of requesting ADB to post other notices in the ADB website. 39. Time for bid preparation. Invitations to bid shall allow sufficient time for the preparation and submission of bids but this shall be no less than a minimum allowing a minimum of twenty-eight (28) days, such period to begin with the availability of the bid documents or the advertisement, whichever is later.

3. Bidding Documents 40. Standard Bidding Documents acceptable to ADB, shall be used. The bidding documents shall provide clear instructions on how bids should be submitted, how prices should be offered, and the place and time for submission and opening of bids. 41. Qualification Criteria shall be clearly specified in the bidding documents, and all criteria so specified, and only criteria so specified, shall be used to determine whether a bidder is qualified. Qualification shall be assessed on a pass or fail basis and merits points shall not be used. Such assessment shall only take into account the bidder’s capacity and resources to perform the contract, specifically its experience and past performance on similar contracts, capabilities with respect to personnel, equipment, and construction and manufacturing facilities and financial capacity. The evaluation of the bidder’s qualifications should be conducted separately from the technical and commercial evaluation of the bid. 42. Bid Opening and Bid Evaluation. The following shall be observed: (i) Bids shall be opened in public, immediately after the deadline for submission of bids.

The name of the bidder, the total amount of each bid, and any discounts shall be read aloud and recorded in the minutes of the public bid opening.

(ii) Evaluation of bids shall be made in strict adherence to the Qualifications and Evaluation Criteria stipulated in the bidding documents.

(iii) No bidder shall be rejected merely on the basis of a comparison with the employer’s estimate and budget ceiling without ADB’s prior concurrence.

(iv) The Contract shall be awarded to the technically responsive bidder that offers the lowest evaluated price, and meets the qualifying criteria. In determining the lowest evaluated price, the following are to be considered: (i) bid price, as offered, (ii) arithmetical corrections on the bid price, if any, and (iii) other evaluation criteria stated in the bidding document that are quantified in monetary terms.

43. Rejection of all Bids and Rebidding. WAF shall not reject all bids and solicit new bids without ADB’s prior concurrence. Even when only one or a few bids is/are submitted, the

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bidding process may still be considered valid if the bid was satisfactorily advertised and prices are reasonable in comparison to market values. 44. No Negotiations. There shall be no negotiations, even with the lowest evaluated bidder, without ADB’s prior concurrence. A bidder shall not be required, as a condition of award, to undertake obligations not specified in the bidding documents, or otherwise, to modify the bid as originally submitted. 45. Publication of the Award of Contract. Publication of the contract award should include: (a) name of each bidder who submitted a bid; (b) bid prices as read out at bid opening; (c) name and evaluated price of each bid; (d) name of bidders whose bids were rejected; and (e) name of the winning bidder; upon request, WAF shall inform unsuccessful bidders of the reasons of their rejection.

46. Handling of Complaints. If any complaint is received from any bidder in a contract award procedure using ADB funds, details of the complaint and complainant shall immediately be forwarded to ADB and WAF shall cooperate fully in any action ADB deems appropriate to take to mitigate its risk. WAF shall respond promptly in writing to unsuccessful bidders who seek explanations on the grounds on which their bids are not selected.

47. Fraud and Corruption. ADB shall declare a firm or individual ineligible, either indefinitely or for a stated period, to be awarded a contract financed by ADB, if it at any time determines that the firm or individual has, directly or through an agent, engaged in corrupt, fraudulent, collusive, coercive or obstructive practices in completing for, or in executing, a contract financed by ADB. 48. Right to inspect/audit. Each bidding document and contract financed from the proceeds of an ADB financing shall include a provision requiring bidders, suppliers, contractors and subcontractors to permit ADB to inspect their accounts and records relating to the bid submission and performance of the contract and to have said accounts and records audited by auditors appointed by ADB. The deliberate and material violation by the bidder, supplier, contractor or subcontractor of such provision may amount to obstructive practice. 49. ADB Policy Clauses. A provision shall be included in all NCB works and goods contracts financed by ADB requiring suppliers and contractors to permit ADB to inspect their accounts and records and other documents relating to the bid submission and the performance of the contract, and to have them audited by auditors appointed by ADB. 50. A provision shall be included in all bidding documents for NCB works and goods contracts financed by ADB stating that the Borrower shall reject a proposal for award if it determines that the bidder recommended for award has, directly or through an agent, engaged in corrupt, fraudulent, collusive, or coercive practices in competing for the contract in question. 51. A provision shall be included in all bidding documents for NCB works and goods contracts financed by ADB stating that ADB will declare a firm or individual ineligible, either indefinitely or for a stated period, to be awarded a contract financed by ADB, if it at any time determines that the firm or individual has, directly or through an agent, engaged in corrupt, fraudulent, collusive, coercive or obstructive practices or any integrity violation in competing for, or in executing, ADB–financed contract.

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E. Consultant's Terms of Reference

52. The detailed terms of reference for the Design Supervision Consultants are in Appendix 1.

VII. SAFEGUARDS

53. The investment program components will be subject to ADB’s Safeguard Policy Statement (2009). The project 1 is classified as Category B for environment, Category B on involuntary resettlement and Category C on indigenous persons. The Environmental Assessment Review Framework (EARF) for the investment program and a draft initial environmental examination (IEE) for the program components to be delivered under tranche 1 have been prepared. A draft Land Acquisition Resettlement Plan (RP) has also been prepared for tranche 1 program components and a Resettlement Framework (RF) formulated to guide potential and unanticipated land acquisition for project 1. The WAF General Manager for Special Projects, with the support of an established Environment and Social Unit (ESU) within the IPMU, will be directly responsible for all safeguard related matters. 54. Environment. The WAF General Manager for Special Projects, supported by the ESU will manage all day–to–day environmental activities. The environment management specialist within the ESU will lead and support the IPMU and be responsible for facilitating and supervising the implementation of the Environment Management Plans of all infrastructure investments. The environment management specialist will also provide training and capacity building to WAF staff and national safeguards specialists.

55. WAF, as the implementing agency, will have overall responsibility on the investment program and project 1 compliance with safeguard requirements. WAF will also coordinate with relevant government agencies, particularly the Environment Department as needed. The ESU will be responsible to follow the government’s safeguards assessment procedures, ADB’s SPS, the project’s IEEs, and obtain safeguard clearance from ADB and the government prior to start of civil works. Monthly compliance reports (incorporated into the quarterly progress reports) and semi–annual safeguards monitoring reports will also be prepared by the ESU and submitted to the Department of Environment and ADB.

56. In coordination with the contractors, the ESU will be responsible for facilitating and supervising the implementation of the EMPs which will include: (i) revising the construction section of the EMPs and ensuring its integration along with other safeguards provisions into the bid and contract documents; (ii) providing induction to contractors on EMP requirements during construction and reviewing and approving the contractor’s Contractors Environment Management Plans; (iii) as required, supporting contractors in implementing the Contractors Environment Management Plans and monitoring requirements; (iv) undertaking compliance monitoring of the Contractors Environment Management Plan implementation; and (v) preparing monitoring reports and other reports as required.

57. Involuntary Resettlement. The IPMU within WAF will be responsible for the day–to–day management of the investment program including resettlement safeguards led by the ESU. Project 1 will support the strengthening of IPMU’s social safeguard capacity by recruiting an international social safeguard specialist and a national community outreach specialist under the IPMU. The social safeguard specialists will assist the IPMU in managing Project 1’s social safeguard activities, including: (i) preparation, updating and implementation of the RPs, if required, and (ii) facilitation of consultations at various stages of project 1 and individual

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subprojects. During the land acquisition and resettlement (LAR) process, if required, they will ensure that entitlements and compensation measures established in the RP are consistent with the RF and suitable budgetary provisions are made for timely RP implementation. They will also ensure that funds for compensation and entitlements under the RP are fully provided to affected persons prior to the commencement of civil works under relevant subprojects. For potential subprojects under the wastewater component of the project, the social safeguard specialists will prepare either: (i) a satisfactory RP as per the RF if subprojects involved unanticipated LAR; or (ii) a due diligence report documenting the screening and consultation process when there are no LAR requiring a RP. 58. It is noted that the government is expected to allocate crown or state land for the wastewater subproject prior to project implementation. However, if the subproject entails unanticipated LAR impacts during project implementation, a RP will be prepared following the RF (refer to Report and Recommendation to the President list of linked documents). To ensure that any unanticipated LAR activities are carried out according to the requirements of ADB SPS, the Government will follow the measures included in the RF: entitlements and valuation process (Section III of the RF), impact assessment and preparation of RP (Section IV of the RF), consultation and disclosure (Section V of the RF), compensation and income restoration (Section VI of the RF), grievance readdress mechanisms (section VII of the RF) and implementation and monitoring (Section VIII of the RF). 59. Indigenous peoples. The investment program is not expected to impact vulnerable group of indigenous people. In the GSA 50% of the population are iTaukei (Melanesians), 40% are of Indian ethnic origin and 5% are of other ethnic origin. The investment program beneficiaries in the project areas will be composed of similar distribution. While a separate Indigenous Peoples Plan is not required, the mandatory Indigenous Peoples Planning Framework (IPPF) for the MFF investment program has been prepared. WAF in coordination with Department of Housing, Department of Social Welfare and other relevant government agencies will continue to organize adequate consultations with the affected local communities and ensure that there is broad local community support for the project.

VIII. GENDER AND SOCIAL DIMENSIONS

60. A poverty reduction and a social assessment has been carried out as part of investment program preparation. However, additional consultations throughout the project cycle will strengthen participation of the poor and vulnerable in project implementation. Affected people will be consulted through: (i) village meetings, social surveys, and informant interviews: (ii) during detailed design and project preparatory work; (iii) before and during construction; and (iv) during operation, maintenance, and monitoring. The IPMU consultants will support WAF and the Ministry of Health to carry out a water supply, hygiene and sanitation campaign in project areas and particularly in informal settlements benefiting from the project. In addition, WAF will appoint dedicated staff to improve service delivery for informal settlements and other vulnerable groups and will establish a technical working group with participation from the Department of Housing and Department of Social Welfare among others. This technical group will avoid duplication of efforts and develop a coherent strategy to ensure informal settlements benefit–possibly guided by the findings of the Pacific Regional Infrastructure Facility (PRIF) water and sewerage tariff review study–from the investment program by identifying subsidies and/or payment terms to help with connection fees, agreeing on criteria and common procedures to access WAF subsidized services, and coordinating community facilitation and implementation of works in informal settlement areas. Two national community education and training officers and an international communications specialist will be recruited under the investment program.

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12. A gender action plan (GAP) has been developed for the investment program. An international gender specialist within the IPMU will review the project gender action plan and establish a baseline for monitoring and reporting for the Investment Program with sex disaggregated indicators and will organize a workshop with WAF management to ensure they are familiar with the GAP. 13. See Linked Document 13 (Summary Poverty Reduction and Social Strategy) and the Gender Action Plan Linked Document 14.

A. Gender Action Plan

14. The investment program will ensure women will equally and meaningfully share in the program benefits and decision–making. Key strategies for promoting gender equality in the program will be through capacity building and institutional development, facilitating gender analysis of issues and women’s participation, and capturing and reporting on gender outcomes. The following strategies are proposed to address gender disparities in the investment program:

i) Improve awareness of gender at all levels in WAF, the IPMU, and among project contractors and consultants. Focus will be on increasing sensitivity to the relative issues of men and women in the GSA and of institutional gender issues, of understanding of the proposed social strategies of the program and ADB gender policies. ii) Assist WAF to develop strategies to increase the number of women employed in technical and management roles to increase women’s economic opportunities in the water supply and wastewater management sector. Ensure that women and men benefit equitably from program–related capacity building.

iii) Encourage the active involvement of women’s organisations and networks whose members can contribute to project related issues. Support women’s participation in key decision-making and implementation structures.

iv) Collect sex–disaggregated and gender data essential for planning and monitoring, including for assessing the progress of the GAP. Establish and adopt systems for recording data in this format.

Project Outputs Proposed Actions and Targets Responsible

Agency

1. Output 1 - Supply and access to safe water in the GSA improved.

Design and construction of water infrastructure and systems

• Provide orientation and guidance on gender issues to all sub-project contractors at commencement of work and monitor implementation

• Explicitly include gender equitable practices in contracts and all phases of project implementation, including equal employment opportunities and working conditions for women and men, guaranteed equal pay for work of equal value, and adequate facilities for healthy and safe work, i.e., separate rest areas and toilets

• Earmark at least 25% of unskilled labor contracts in project-generated infrastructure works for women

IA/DSC

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Project Outputs Proposed Actions and Targets Responsible

Agency

• Set a 30% target for women’s employment and gender-responsive working conditions as requirements in contractor bidding documents

• Ensure 50% of participants in all public consultations and sewage connection activities are women

• Analyse and include women’s concerns and priorities, established through consultation with women and women’s groups and at least 30% women’s representation on related planning teams, in the design and development of district metering and demand management plans

• If access to services is provided through connection fee subsidies or other mechanisms, identify and prioritise women headed and vulnerable households, and ensure communication on criteria and fees targets both women and men

• Analyse gender impacts and ensure these inform plans for any increase in service fees or related costs

• Ensure monitoring of sub-projects collects and uses sex-disaggregated data and measures gender impacts

OUTPUT 2 - Wastewater treatment and management capacity in the GSA increased

Wastewater design,

construction and service management

• Promote women’s employment opportunities and economic security through infrastructure development and upgrading;

⇒ Advertise new project-related jobs with a statement encouraging women to apply

⇒ Ensure at least 30% of new roles or additional staff are women

⇒ Promote women’s employment across higher-skill and technical roles and provide on-the-job training as needed

⇒ Earmark at least 30% of new field-based positions, i.e., meter reading, for women

⇒ Ensure women’s wages are paid directly to them and support the establishment of bank accounts

• Collect sex–disaggregated data of beneficiaries, ensure women headed households are given priority in service extension

IA/DSC

Output 3 – Improved WAF management and service delivery capacity

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Project Outputs Proposed Actions and Targets Responsible

Agency

Project implementation and institutional capacity development support

• Provide training to increase gender sensitivity, knowledge and skills on gender and intersecting dimensions related to urban water and sanitation to all WAF management and staff

• Promote and monitor gender equality principles and practices, the formulation of a gender strategy, and the status of women within WAF using tailored guidelines and tools

• WAF allocates sufficient funds and resources to ensure gender is mainstreamed in its project operations and processes, and women are supported as needed to achieve positive gender outcomes

• Track Gender Action Plan implementation and measure overall project gender results, challenges, and solutions, and report two times per year

• Appoint 50% women to comprise the Grievance Redress Mechanism (GRM) that addresses 100% of project related complaints, including sexual harassment

• Support the development of gender-responsive WAF recruitment and promotion policies, ensuring they provide for an increasing percentage of female staff in all divisions, their retention, and for women’s promotion at rates equal to men in all levels and divisions

• Promote professional advancement of women staff, ensuring at least 30% female participants in training on accounting, utility management, technical and project and sector management-related skills

• Promote WAF attachments to both boys and girls at secondary and tertiary school level

• Secure an international Gender and Social Development Specialist to support implementation and monitoring of the GAP.

EA/IA/DSC

IMPLEMENTATION ARRANGEMENTS

The GAP will be implemented by the WAF who will employ a Gender and Social Impact Specialist to oversee execution and compliance of the gender dimensions of the project, and social safeguards. The DSC will include one full-time national safeguards specialist for the duration of project implementation under the supervision of an international gender and social development specialist and an international social safeguards specialist who will both work intermittently. The specialists will be responsible for incorporating the GAP into project planning and implementation programs, including awareness training and establishment of sex-disaggregated indicators for project performance and monitoring. The progress of GAP activities will be included in regular progress reports on overall project activities submitted to ADB and the Government of Fiji.

DSC = Design Supervision Consultants, EA = executing agency, GAP = gender action plan, IA = implementing agency,

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IX. PERFORMANCE MONITORING, EVALUATION, REPORTING AND COMMUNICATION

A. Investment Program Design and Monitoring Framework

DESIGN AND MONITORING FRAMEWORK FOR THE INVESTMENT PROGRAM

Impact the Investment Program is Aligned with: The impact will be sustainable urban growth and improved public health in the greater Suva area.

a

Investment Program Results Chain

Performance Indicators with Targets and

Baselines

Data Sources and Reporting

Risks

Outcome Access to sustainable water supply and sewerage services in GSA improved

The government is unwilling to provide sufficient funding for the Investment Program.

a. Proportion of GSA population serviced by water supply network increased to 98% by 2023 (baseline 2014: 95%)

a. Department of Town and Country Planning

b. Number of households with interrupted water service reduced to 500 by 2022 (baseline 2015: 2,690)

b

c. Proportion of GSA urban population serviced by reticulated sewerage network increased to 60% by 2023 (baseline 2014: 36%

d. Estimated 290,854 people have improved, potable water supply by 2022, of whom 49% (142,518) are women

b. WAF reporting

c. Department of Town and Country Planning

Outputs 1. Supply of and access to safe water in the GSA improved

1a. Water production and treatment capacity increased by 40,000 m

3/day by 2019

(baseline 2014: 151,000 m

3/day)

1b. NRW in GSA reduced to 36% by 2022 (baseline 2014: 50%)

1a.WAF reporting

1b.WAF reporting

The WSS systems created under the investment program are not based on good operating practices, and services are delivered inefficiently.

2. Wastewater treatment and management capacity in the GSA increased

2a. Wastewater treatment capacity of Kinoya WWTP increased to 277,000 equivalent persons by 2021 (baseline 2014: 128,000 equivalent persons)

2b. 4,500 additional households connected to the sewerage network in GSA by 2022 (baseline 2014: 29,000)

2c. WAF pretreatment of commercial septage waste increased to 37,000 m

3/year

2a. WAF reporting 2b. WAF reporting 2c. WAF reporting

Households are not willing to connect to the water supply system and the sewerage system. The WAF’s current weak capacity for managing procurement processes in accordance with ADB’s guidelines results in delays.

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(baseline 2014: 0 m3/year)

2d. 100% of effluent flows discharged from Kinoya WWTP during dry weather attain 80% compliance with environmental regulatory discharge standards by 2022 (baseline 2014: effluent generally noncompliant for BOD, COD, TSS, E. coli parameters)

2e. 1,500 women participate in WASH programs delivered in peri-urban and informal settlements (baseline 0)

2d. WAF reporting, Department of Town and Country Planning 2e. WAF reporting and Department of Environment

3. WAF management and sustainable service delivery capacity improved

3a. Uncollected tariffs reduced to 6% by 2022 (baseline 2014: 12%)

3b. Water demand management program implemented by 2020

3c. 80% of commercial customers meet BOD discharge standards approved under trade waste program by 2020

3d. Environmental regulatory framework for municipal wastewater treatment discharge standards reviewed and enforced by 2020

3e. By 2020, at least 10% of new WAF technical recruits are women (baseline 2014 3%), and at least 20% of WAF staff participating in training opportunities are women (baseline 10%)

3a. WAF annual reports

3b. WAF annual reports

3c. WAF annual reports and Department of Environment reports

3d. Department of Environment and MOIT reports

3e. WAF annual reports

The WAF is not permitted to raise tariffs, and service delivery is severely constrained because tariff revenues continue to be too low to meet operation and maintenance costs, which will increase with system expansion. Weak capacity at the WAF and lack of skilled staff to undertake such tasks as business planning and tariff setting hinder the improvement of service delivery.

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Key Activities with Milestones 1. Supply and access to safe water in the GSA improved 1.1 Design and build a new water intake in the Rewa River, an associated water treatment plant, a pumping

station, and a reservoir to increase production by 40,000 m3 per day.

1.2 Implement a meter replacement program. 1.3 Implement a program to improve leak detection and repairs by the WAF. 1.4 Establish district metering areas and pressure management systems in GSA. 1.5 Improve customer databases and billing systems. 1.6 Implement upgrading works recommendations from asset condition assessment undertaken for all water

pipes greater than 15 cm within the GSA. 2. Wastewater treatment and management capacity in the GSA increased 2.1 Increase wastewater treatment capacity of Kinoya WTP to about a 277,000 person equivalent rating by

designing and building new treatment facilities—two primary sedimentation tanks and a new digester—and upgrading the dewatering plant.

2.2 Install technology to enable future beneficial re-use of methane gas for energy at the Kinoya WTP. 2.3 Upgrade 31 existing wastewater pumping stations to allow more flow to the treatment plant. 2.4 Replace 8 km of wastewater trunk mains and reline 13 km of wastewater trunk mains that are reaching the

end of their asset life. 2.5 Design and build new wastewater infrastructure to service an additional 15% of the households in 4,500 lots

in backlog areas and in new development areas (2,000 new lots). 3. WAF management and sustainable service delivery capacity improved 3.1 Develop and implement a water demand management program. 3.2 Train WAF personnel on leak detection and reduction of NRW. 3.3 Develop and implement a strategy for the WAF to monitor and enforce the national liquid trade waste

program. 3.4 Carry out WAF’s corporatization activities, including transfer of assets, governance arrangements,

improvement of financial sustainability, and the retention of revenue. 3.5 Develop water catchment management plans and water safety plans to protect the quantity and quality of

the water at the intakes for all the water sources in the investment program area. 3.6 Review WAF financial management practices and policies and develop a strategy to address

recommendations to improve the WAF’s financial reporting and management. 3.7 Promote gender equity in the WAF’s business practices by providing training and reviewing policies. Program Management Activities

Establish the IPMU and IPSC. Advance development of bidding documents for major project contracts. Advance recruitment of supervision consultants. Develop project performance monitoring system.

Inputs

ADB: $153.2 million (loans) GCF: $31.04 million (grant) (subject to negotiation) Government: $150.1 million Assumptions for Partner Financing

EIB: $70.8 million (loan) (subject to approval)

ADB = Asian Development Bank; BOD = biological oxygen demand; cm = centimeter; COD = chemical oxygen demand; E. coli = Escherichia coli, EIB = European Investment Bank; GCF = Green Climate Fund; GSA = greater Suva area; IPMU = investment program management unit; IPSC = investment program steering committee; km = kilometer; m

3 = cubic meter; MOIT = Ministry of Infrastructure and Transport; NRW = nonrevenue water; TSS = total

suspended solids; WAF = Water Authority of Fiji; WASH = water, sanitation, and hygiene; WTP = wastewater treatment plant. a Government of Fiji. 2016. Draft National Development Plan, 2016–2033. Suva.

b “Interrupted water service” is defined as a water customer receiving less than 10 meters head of pressure at the point

of connection under average day demand conditions. Source: Asian Development Bank.

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B. Monitoring

61. Project performance monitoring The IPMU is tasked with quarterly reporting on the progress of the project implementation. Disaggregated baseline data for output and outcome indicators gathered during Investment Program processing will be updated and reported quarterly through the WAF and MOE quarterly progress reports and after each ADB review mission. These quarterly reports will provide information necessary to update ADB's project performance reporting system.15 62. Compliance monitoring: Compliance with covenants will be monitored through regular ADB review missions on a quarterly basis in discussions with the MOE.

63. Safeguards monitoring: Compliance with project covenants will be monitored quarterly in the project progress reports and during ADB bi-annual review missions. During investment program implementation, WAF will prepare bi-monthly and semi-annual monitoring reports that describe the progress of environment and resettlement activities. The IPMU will undertake internal monitoring of safeguard covenants’ compliance to be included in the quarterly/semiannually project progress report. An ADB Staff Consultant will validate the internal monitoring reports and evaluate compliance of Investment Program activities with the ADB’s Safeguard Policy Statement (2009). 64. Gender and social dimensions monitoring: See Appendix 1 on DMF and the GAP for monitoring indicators.

C. Evaluation

65. Within 6 months of physical completion of the Investment Program the MOE will submit a project completion report (PCR) to ADB.16

D. Reporting

66. The WAF through MOE will provide ADB with: (i) quarterly progress reports in a format consistent with ADB's project performance reporting system; (ii) consolidated annual reports including (a) progress achieved by output as measured through the indicator's performance targets, (b) key implementation issues and solutions; (c) updated procurement plan and (d) updated implementation plan for next 12 months; and (iii) a project completion report within 6 months of physical completion of the Project. To ensure projects continue to be both viable and sustainable, project accounts and the executing agency Audited Financial Statements, together with the associated auditor's report, should be adequately reviewed. d) updated implementation plan for next 12 months; and (iii) a project completion report within 6 months of physical completion of each tranche of the Investment Program. To ensure that the Investment Program is efficiently managed, accounts of every tranche of the facility together with the associated auditor's report, should be adequately reviewed. E. Stakeholder Communication Strategy

67. The IPMU is tasked with developing a stakeholder and communication strategy for the

15

ADB's project performance reporting system is available at: http://www.adb.org/Documents/Slideshows/PPMS/default.asp?p=evaltool

16 Project completion report format is available at: http://www.adb.org/Consulting/consultants-toolkits/PCR-Public-Sector-Landscape.rar

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project. Stakeholder consultations will be carryout in relation to the proposed National Trade Waste Program, the water and sewerage tariff review and the preparation of catchment plans. The resettlement team at WAF, with support from the IPMU consulting services will carry out extensive consultations during detailed design to ensure people affected by the investment program are consulted and aware of the redress mechanisms. A technical group has been set up by WAF with participation of the Department of Housing and Department of Social Welfare to coordinate project activities in informal settlement areas. The IPMU consulting team will support this technical group in carrying out consultation and establishing user groups. As part of the water demand management strategy to be implemented under the project, WAF will develop an awareness campaign with use of media to increase awareness on appropriate use of water as an scarce resource. WAF will maintain and regularly update its website with information on the investment program, and regularly consult with the public and civil society organizations in respect of each of the foregoing matters.

X. ANTICORRUPTION POLICY

68. ADB reserves the right to investigate, directly or through its agents, any violations of the Anticorruption Policy relating to the program.17 All contracts financed by ADB shall include provisions specifying the right of ADB to audit and examine the records and accounts of the executing agency and all Project contractors, suppliers, consultants and other service providers. Individuals/entities on ADB’s anticorruption debarment list are ineligible to participate in ADB-financed activity and may not be awarded any contracts under the Project.18 69. To support these efforts, relevant provisions are included in the framework financing agreement, loan and project agreements, loan regulations, and the bidding documents for the Investment Program. The Government will disclose to the public, and update annually the current status of the Investment Program and how the proceeds of the facility are used. For each contract financed under the Investment Program, the MOE and WAF will disclose on their respective websites information on, among others, the: (a) list of participating bidders; (b) name of the winning bidder; (c) basic details on bidding procedures and procurement methods adopted; (d) amount of contract awarded; (e) list of goods/services, including consulting services procured; and (f) intended and actual utilization of the facility proceeds.

XI. ACCOUNTABILITY MECHANISM

70. People who are, or may in the future be, adversely affected by the program may submit complaints to ADB’s Accountability Mechanism. The Accountability Mechanism provides an independent forum and process whereby people adversely affected by ADB-assisted projects can voice, and seek a resolution of their problems, as well as report alleged violations of ADB’s operational policies and procedures. Before submitting a complaint to the Accountability Mechanism, affected people should make a good faith effort to solve their problems by working with the concerned ADB operations department. Only after doing that, and if they are still dissatisfied, should they approach the Accountability Mechanism.19

XII. RECORD OF FAM CHANGES 71. All revisions/updates during course of implementation should be retained in this Section

17

Available at: http://www.adb.org/Documents/Policies/Anticorruption-Integrity/Policies-Strategies.pdf 18

ADB's Integrity Office web site is available at: http://www.adb.org/integrity/unit.asp 19

For further information see: http://www.adb.org/Accountability-Mechanism/default.asp.

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to provide a chronological history of changes to implemented arrangements recorded in the FAM.

Appendix 1 42

A. DETAILED TERMS OF REFERENCE

BACKGROUND OF THE ASSIGNMENTS 1. Fiji has a population of approximately 868,000, of which 57% reside in the Greater Suva Area (GSA).20 GSA accounts for 40% of the country’s gross domestic product, but despite its economic importance, urban infrastructure and services have not kept pace with growth. This is contributing to environmental degradation and increased health risks, and acts as a binding constraint on social and economic development. The improved delivery of urban water supply and sanitation services is a high priority of government.21 Rapid urban growth requires expansion of existing capacity and improvement of the water and sewerage service delivery and wastewater regulatory framework. In April 2014 ADB approved a capacity development technical assistance22 in the amount of $1.15 million to support the Government of Fiji to develop an urban master plan for the GSA as well as to support the Water Authority of Fiji (WAF) to prepare a project based on priority investments in the WAF draft water supply and sewerage master plan 2013-2033.23 The following priorities and outputs have been identified as priority investment to be financed in a future project: 2. Component 1: WAF increases access to reliable and safe water supply in the GSA. The Waimanu River is the major raw water source for both the Waila and Tamavua water treatment plants which currently serve the GSA. Both water treatment plants are running 24 hours at full capacity and at times cannot meet peak demands. This output will (i) increase potable water production by 40,000 m3 per day from a new independent source on the Rewa River; and (ii) reduce Non-Revenue Water (NRW) due to technical and non-technical losses. 3. Component 2: WAF increases sewer coverage, capacity and reliability of Wastewater Treatment processes in the GSA. Current planning regulations ban high-density urban development in unsewered areas. Existing sewerage infrastructure covers only 36% of the GSA and the main waste water treatment (WWT) facility in the GSA is currently working at full capacity. This output will (i) increase WWT capacity of Kinoya to approximately 277,000 equivalent population (EP); (ii) upgrade around 31 existing wastewater pumping stations; (iii) upgrade / duplication of around 18km of wastewater trunk mains and the relining / replacement of around 13.4km of wastewater trunk mains; and (iv) extend sewerage services to an additional 15% of households (approximately 4500 lots). 4. Component 3: WAF management and sustainable service delivery capacity. WAF manages both water and wastewater services across Fiji in accordance with its delegated functions and powers. Since becoming a statutory authority in 2010, WAF has been focusing on operational improvements but has yet to be fully corporatized and key areas need to be

20

United Nations Statistics Division. Country Profile: Fiji. http://data.un.org/CountryProfile.aspx?crName=FIJI (accessed 20 September 2013)

21 Government of Fiji. 2009. Roadmap for Democracy and Sustainable Socio-Economic Development, 2010–2014. Suva. Government of Fiji. 2014. A Green Growth Framework for Fiji: Restoring the Balance in Development that is Sustainable for our Future. Suva.

22 ADB. 2013. Technical Assistance to Fiji for Urban Development Planning and Institutional Capacity Building. Manila.

23 The master planning exercise was carried out by WAF with the noted technical support from ADB. Identification of growth areas and development of population growth scenarios were carried out in close collaboration with the Department of Town and Country Planning, and were based on the draft Urban Growth Master Plan for GSA 2013-2033. It is important to note that these documents are projected from the year 2013 employing the existing state of infrastructure from 2013 as the baseline. The Water and Sewerage Master Plan 2013-2013 remain in draft form pending completion of consultation and endorsement by WAF Board and pertinent government authorities.

Appendix 1 43

strengthened to be able to improve its financial sustainability and to be more accountable to regulatory bodies. In addition, government will address water and sewerage tariff reform, liquid trade waste and municipal waste water regulations. Both the former and latter initiatives will be conducted through a series of robust policy/regulation impact analysis studies where implications for reforms are carefully considered and appropriate remedial measures are put forward alongside justifications for the agreed (by the government and all relevant parties) course of action. 5. A Project Design Advance (PDA) loan for $2.65 million has been requested by the Government of Fiji to support: (i) detailed engineering design for the ensuing project; (ii) preliminary design and advance procurement for the proposed Design-Build Operate (DBO) contracts under the ensuing contract; (iii) completion of social and environmental safeguards due diligence and pre implementation work; and (iv) capacity building to improve wastewater policies and regulations. 6. The PDA will allow the government to finance consulting services to help complete preliminary and detailed engineering designs and tender documentation for the ensuing project. Consulting services required to support implementation of the ensuing project will be financed from a different source. For this reason, the consulting services will be split into 2 separable portions for the contracts.

7. Part A: which includes concept design, detailed design, tendering of works and project preparatory work to be financed under PDA; and

8. Part B: contract management and supervision of construction works contracts, DBO contracts and provision of general support to project implementation activities be financed under the ensuing project 9. The Government of Fiji will evaluate both Part A and B of the consulting service proposals. Part A is to be financed under the PDA. Financing and award of Part B will be subject to approval of the investment project by the Government of Fiji. 10. The three consulting packages required are:

Package 1: Project Preparatory Work, Implementation Support and Capacity Building Part A: Project Preparatory Work and Capacity Building Part B: Project Implementation Support and Capacity Building

Package 2: Concept design and DBO contract management and supervision of Rewa

River Water Supply Scheme and Kinoya Wastewater Treatment Plant Upgrade Part A: Concept design and tendering of DBO Contract for Rewa

River Water Supply Scheme and Kinoya Wastewater Treatment Plant Upgrade

Part B: Peer review of detailed designs, DBO contract management and supervision of Rewa River Water Supply Scheme and Kinoya Wastewater Treatment Plant Upgrade

Package 3: Detailed Design and Supervision of Wastewater System Upgrades &

Extension

44 Appendix 1

Part A: Detailed Design of Wastewater System Upgrades & Extension

Part B: Contract Management and Supervision of Wastewater System Upgrades & Extension

Appendix 1 45

PACKAGE 1 (Part A): Project Preparatory Work and Capacity Building Contract No. CS01A

TERMS OF REFERENCE

1. There are a total of three (3) major consulting services packages required for the PDA. The Implementing Agency (WAF) will evaluate Expressions Of Interest (EOI) submissions for both ‘Part A’ and ‘Part B’ of the consulting services packages to enable Shortlisting of suitably qualified and experienced consultants. 2. ‘Part A’ consulting services contracts will be financed under the PDA. Shortlisted consulting firms will be invited to submit a Full Technical Proposal (FTP) for the respective ‘Part A’ consulting services contract and selection for recruitment will be via a Quality & Cost Based Selection (QCBS) procedure. Financing and award of ‘Part B’ consulting services contract is contingent upon approval of the investment project by the Government of Fiji. Continuity in technical approach, retention of acquired experience, and continued professional liability across both phases of the consulting assignment is a preferred outcome for WAF and subject to satisfactory performance of the consultant initially recruited for the ‘Part A’ consulting services contract, it is proposed to employ a Single Source Selection (SSS) procedure for the respective ‘Part B’ consulting services contract.

A. SCOPE OF CONSULTING SERVICES

3. A Project Management Unit (PMU) will be established within WAF and it will oversee overall implementation of project preparatory activities supported by the PDA as well as activities to be financed under the ensuing project. It will work in close collaboration with the Project Steering Committee and other key stakeholders. The project director of the PMU will be the appointed WAF General Manager for Special Projects (GMSP). 4. The consulting services package will be split into 2 phases as follows:

Part A: Project Preparatory Work and Capacity Building Part B: Project Implementation Support and Capacity Building

5. A consulting firm will be recruited to support the PMU to complete project preparatory work and provide capacity building and to implement the ensuing project. The consulting firm is expected to be mobilized in July 2016 and complete Part A of the assignment by July 2017. Part B of the assignment will then commence mid to late 2017. 6. Scope of the Assignment for Part A - Project Preparatory Work and Capacity Building: (i) Support WAF with the design of a water demand management program, NRW program

and the national liquid trade waste program; (ii) Support the Department of Environment with the review of the environmental regulatory

framework for municipal WWT discharge as well as sludge treatment and disposal practices and standards;

(iii) Assist the government and WAF to prepare a road map to complete the corporatization of WAF, including transfer of assets, governance arrangements, greater financial sustainability and the retention of revenue within WAF;

(iv) Assist the Ministry of Local Government, Housing and Environment (MLGHE) and WAF

46 Appendix 1

with formulation of water safety plans to protect the quantity and quality of the water at the intakes for all the water sources in the project area (this should consist of developing land use plans and ensuring required protective measures are in place for all water source locations);

(v) Review policies used by WAF in financial reporting and supporting the implementation of changes to WAF accounting policies and financial management, including the provision of accounting training;

(vi) Prepare a strategy to support the promotion of gender equity within WAF business practices and establish baseline for monitoring and reporting for the ensuing project;

(vii) Finalize Initial Environmental Examinations (IEEs) and Environmental Management Plans (EMPs) for proposed investments in the ensuing project in accordance with ADB Guidelines;

(viii) Finalize the Land Acquisition & Resettlement Plan (LARP) for the proposed investments in the ensuing project in accordance with ADB Guidelines;

(ix) Prepare a communication strategy for the ensuing project, and particularly to support any reviews to water and sewerage tariff;

(x) Design a public awareness campaign and community participation strategy in informal settlements to be affected by the project;

(xi) Coordinate PDA activities and consolidate reports to be submitted to the EA and ADB; (xii) Monitor the quality and timeliness of all projects/activities and ensure that the PDA and

ensuing project Steering Committee (PSC) is aware of progress and able to influence program;

(xiii) Assist WAF with management and resolution of any contractual claims and / or disputes arising under the consultant engagements;

(xiv) Develop and deliver training to PMU on grant disbursement, withdrawal applications and accounting procedures;

(xv) Ensure the PDA project is implemented in accordance to the PDA project covenants and assurances as described in the PDA loan agreement and the PDA Project Administration Manual (PAM);

(xvi) Ensure that all inputs to the program are directed toward achieving objectives, in line with the PDA PAM and PDA loan agreement;

(xvii) Represent the PMU on the PDA project procurement committee and liaise with WAF Board, CEO and GMSP on facilitating decisions;

(xviii) Deploy effective coordination arrangements with all PDA project activities; and (xix) Support WAF through capacity building in PMU personnel specialisms; organizing

workshops and training opportunities as appropriate to build up the expertise of WAF staff where appropriate

Appendix 1 47

7. The consultants will deliver the following for Part A:

Task Deliverables Deadline

(weeks from commencement)

Provide technical assistance to WAF to reduce NRW

- Prepare a report with recommendations and an implementation road map to establish DMAs within GSA. - Prepare a report with recommendations and an implementation road map to improve leak detection and reduction of technical losses within GSA. - Provide training courses to WAF staff to improve capacity on leak detection and reduction of technical losses.

Week 12 Week 24 Week 36

Support WAF with implementation of National Liquid Trade Waste Program

- Review the National Liquid Trade Waste Program and prepare a report with recommendations and an Implementation Strategy which identifies resourcing requirements to ensure ongoing monitoring and enforcement. - Prepare a report identifying most polluting industries and commercial entities recommending a strategy to support them in reducing pollutants.

Week 8 Week 16

Review current monitoring and enforcement procedures and strengthen the capacity of WAF Environment Unit and the Department of Environment to monitor Kinoya WWTP and municipal discharges

- Prepare a report recommending an implementation strategy for the WAF Environment Unit and the Department of Environment to strengthen capacities and improve current practices for sampling, testing and reporting of liquid and solid waste streams and regulation / enforcement of Waste Discharge Permit conditions.

Week 22

Support corporatization of WAF - Prepare a report with a road map to complete corporatization of WAF including transfer of assets, governance arrangements, greater financial sustainability and the retention of revenue within WAF. The road map should consult all key stakeholders and include organizational changes and resources required to implement these changes as well as a timeline and TORs for any experts needed to support government with this process.

Week 12

48 Appendix 1

Task Deliverables Deadline (weeks from commencement)

Support WAF and Department of Town and Country Planning with formulation of water catchment plans to protect intakes water quality and quantity.

- Prepare a status report on development of 2 water catchment plans and draft regulations to be gazetted to protect the quantity and quality of the water at the intakes for the two raw river water sources in the project area (this should consist of developing land use plans and ensuring required protective measures are in place for all water source locations). The report shall cover identification of landowners, current land uses, draft regulations on catchment management and recommendations for completion of 2 catchment management plans.

Week 12

Strengthen WAF financial management.

- Review policies used by WAF in financial reporting and prepare a report with recommendations and a strategy to implement necessary changes to WAF accounting policies and financial management. - Provide accounting and financial management training to key WAF departments to build necessary capacity.

Week 8 Week 24

Support the promotion of gender equity within WAF business practices.

- Review the project gender action plan and establish a baseline for monitoring and reporting for the ensuing project with sex disaggregated indicators. - Organize a workshop with WAF management to ensure they are familiar with the gender action plan.

Week 8 Week 12

Support WAF meeting ADB environmental due diligence for the loan project.

- Review draft IEEs and EMPs for proposed investments in the ensuing project in accordance with ADB Guidelines.

Week 8

Support WAF meeting ADB land acquisition and resettlement due diligence for the loan project.

- Review and finalize the draft RP for the proposed Rewa river intake, water treatment plant, pumping station and water reservoir. - Prepare a Land Acquisition and Resettlement Framework (LARF) for anticipated land acquisition in the loan project in accordance with ADB Guidelines;

Week 12 Week 22

- Prepare a project-wide communication strategy for the ensuing project. Preparation shall include workshop style consultation with stakeholders to confirm priorities and particularly to support any reviews to the water and sewerage tariff.

Week 36

- Design a public awareness campaign and prepare a community participation plan in particular for informal settlements to be affected by the project.

Week 22

Appendix 1 49

Task Deliverables Deadline (weeks from commencement)

Coordinate PDA activities and prepare consolidated reports to be submitted to the EA and ADB.

- Prepare PDA quarterly monitoring reports and brief all stakeholders.

Quarterly

Monitor the quality and timeliness of all projects/activities and ensure that the PDA and ensuing project steering committee (PSC) is aware of progress and able to influence program.

- Conduct PDA Coordination Committee meetings every 2 months and in consultation with the Chair and key stakeholders prepare the agenda and minutes of the meeting.

Every 2 months

PDA project is implemented in accordance with the PDA loan agreement and PAM.

- Monitor covenants and assurances as described in the PDA loan agreement and PAM and report on compliance in the quarterly monitoring reports.

Quarterly

Support WAF with technical evaluation of bidding proposals and represent the PMU on the PDA project procurement committee.

- Prepare a report with technical evaluation of bidding proposals for the project emphasizing risks and procurement issues. - Prepare Draft Bid Evaluation Reports for project bids.

Within 4 weeks of close of tenders

Support WAF through capacity building in PMU personnel specialisms; organizing workshops and training opportunities as appropriate to build up the expertise of WAF staff where appropriate.

- Deliver a training every month for WAF staff on a pre-agreed topic with WAF General Management.

Monthly

Support WAF with design of a Demand Management Program

Report on Demand Management including monitoring indicators

Week 14

50 Appendix 1

NOT INCLUDED IN SCOPE OF ASSIGNMENT FOR PART A

8. Scope of the Assignment for Part B: Project Implementation Support and Capacity Building: 9. The consultants will continue to support WAF with policy and capacity building activities that were commenced in Part A and with the implementation of the ensuing project. In addition, the consultants will: (i) Support WAF with the implementation of the water demand management program, NRW

program and the national liquid waste trade program; (ii) Support the Department of Environment with the monitoring and enforcement of the

environmental regulations for municipal WWT discharge as well as sludge treatment and disposal practices and standards;

(iii) Assist the government and WAF with implementation of measures to complete the corporatization of WAF, including transfer of assets, governance arrangements, greater financial sustainability and the retention of revenue within WAF;

(iv) Assist the MLGHE in implementing land use plans and ensuring required protective measures are in place for all water source locations;

(v) Support WAF with the implementation of changes to WAF accounting policies and financial management, including additional accounting training sessions if needed;

(vi) Support implementation of the gender equity strategy within WAF business practices and review baseline for monitoring and reporting for the project;

(vii) Ensure effective implementation of EMPs and the LARP for proposed investments in the project in accordance with ADB Guidelines;

(viii) Implement the communication strategy for the project, and particularly to support reviews to the water and sewerage tariff;

(ix) Implement the public awareness campaign and community participation strategy in informal settlements affected by the project;

(x) Coordinate all project activities and consolidate reports to be submitted to the EA and ADB;

(xi) Monitor the quality and timeliness of all projects/activities and ensure that the project Steering Committee (PSC) is aware of progress and able to influence program;

(xii) Ensure the project is implemented in accordance with the project covenants and assurances as described in the loan agreement and the PAM;

(xiii) Ensure that all inputs to the program are directed toward achieving objectives, in line with PAM and loan agreement;

(xiv) Represent the PMU on the project procurement committee and liaise with WAF Board and CEO on facilitating decisions as required;

(xv) Deploy effective coordination arrangements with all project activities; (xvi) Support WAF through capacity building in PMU personnel specialisms; organizing

workshops and training opportunities as appropriate to build up the expertise of WAF staff;

(xvii) Undertake spot checks with Works Unit of works quantities presented for payment, and report on the quantity and quality of all works;

(xviii) Report regularly to the PMU on progress and performance of civil works, and identify any critical issues which require attention;

(xix) Identify any QA issues in the project arising from the design and construction of physical works, and bring these to the attention of the PMU, if they are not able to be promptly and effectively resolved at site;

Appendix 1 51

(xx) Undertake regular field visits to all project sites to monitor implementation and supervision of project physical works, to confirm that specified quality, safety and environmental standards are being achieved and contribute to resolving any QA issues arising;

(xxi) Assist to manage/participate in programs for on-site audit checks during the execution of physical works (construction and maintenance), of quality control, and provide advice on remedial actions as required;

(xxii) Conduct independent site audits of quantities and quality of works certified by the Design and Supervision consultants appointed as Employer’s Representative / Engineer of contract;

(xxiii) Assist WAF with management and resolution of any contractual claims and / or disputes arising under the consultant engagements and works contracts;

(xxiv) Support PMU on all activities relating to contract administration; (xxv) Develop and deliver training to PMU on grant disbursement, withdrawal applications and

accounting procedures; (xxvi) Assist the PMU to effectively manage the financial aspects of the project in a timely

coordinated manner; (xxvii) Liaise with WAF and MOE and report on all financial and accounting aspects of the

project as required; (xxviii) Establish monitoring and evaluation systems for each output and activity and report

results at regular intervals to the PMU, the PSC and ADB; (xxix) Support the PMU in preparing annual and quarterly work plans, budgets and their

revisions, semi-annual safeguards monitoring reports, and quarterly and annual progress reports; and ensure quarterly reports reflect project progress and comply with Government and ADB reporting requirements;

(xxx) If required, act as the international liaison between ADB, the PMU and the PSC; (xxxi) On a quarterly basis, discuss with PMU progress and performance of all projects

components and identify any critical issues which require attention; (xxxii) Develop and manage a comprehensive database to monitor indicators and results of the

individual components based on the Design and Monitoring Framework (DMF), in collaboration with respective project teams; and,

(xxxiii) Identify performance targets and indicators, including gender disaggregated indicators, for the individual subproject investments.

52 Appendix 1

Project Management Unit: Estimated Person’s months

Position Part A person months

International Consultants

Project Management Unit Team Leader 12

Environmental Management Specialist 10.5

Trade Waste Specialist 1.5

Financial Specialist 5

Senior Resettlement Specialist 12

Human Resource Specialist 1.5

Demand Management Specialist 12

NRW Specialist 12

SOE Reform Specialist 3

Gender Specialist 2

Communications Specialist 3

Data Management Specialist (Provisional) 4

SUB TOTAL (International) 78.5

National Consultants

Financial Specialist 12

Project Accountant 12

Computer Design Specialist 2

Community Education & Training Officer (2 people) 24

SUB TOTAL (National) 50

GRAND TOTAL 128.5

Project Team Profile and Specific Tasks Project Management Unit Team Leader 10. Qualifications and experience: The Project Management Unit Team Leader will have a degree in civil engineering, environmental science or equivalent degree and at least 15 years experience in water supply and wastewater management with government and private sector. He or she will have at least 5 years of experience managing infrastructure projects for ADB or World Bank (WB) and preferably at least 3 years of experience working in Pacific countries.

11. Specific Tasks: The Project Management Unit Team Leader will be responsible for the management of the specialist’s team, overall coordination and communication with WAF, and ADB/EIB as well as quality and timely delivery of the team outputs. The Project Management Unit Team Leader responsibility includes:

(i) Engagement, coordination and management of PMU specialist consultants and associated resources

(ii) Participate in ADB’s Fact Finding Mission and assist with review and preparation of the Report and Recommendations (RRP) to ADB’s President

(iii) Management of TA engagement/s for institutional capacity building and project management support to WAF

Appendix 1 53

(iv) Coordination and management of all procurement activities in accordance with the Project procurement plan and general ADB / EIB procurement requirements

(v) Advise & support WAF GMSP and Project Manager counterparts on project scoping, preparation of pre-qualification and bidding documents,

(vi) Monitor WAF tender processes and assist with clarification of proposals / bids. (vii) Oversee WAF evaluation of bids and preparation of bid evaluation report submissions to

ADB (viii) Monitor overall progress of the Project against implementation program and maintain

updated master program of all Sub-projects (ix) Monitor expenditure against overall Project budget and prepare updated expenditure

forecasts on a monthly basis (x) Monthly project reporting (works & capacity building) to Implementing Agency (WAF

GMSP) (xi) Advise and support WAF in fulfillment of its contractual roles of ‘Client’ (as defined in

ADB’s standard form contract documents) (xii) Verification of payment certificates and consultant invoices prior to submission to WAF

GMSP. (xiii) General oversite and management of the CS02A and CS03A consultants, including

assistance with any contractual disputes which may arise. (xiv) Quality Control (including independent peer review of all key CS02A and CS03A

deliverables) – deliverable for each review will comprise of detailed comments inserted in WAF’s Quality Review Form (QRF) which shall be submitted no later than 5 working days from receipt of submission.

(xv) Participation as independent expert in Value Management workshops, CHAIR 1 & 2/3 reviews, HAZOP, Procurement Workshops for all Sub-projects.

(xvi) Risk/Opportunity Management – identification and management Project wide risks/opportunities identified in R&O workshop as described in Clause 1.5 above.

(xvii) AquaRating assessment review: WAF has committed to complete an AquaRating assessment, including independent auditing by the International Water Association (indicative date for completion June 2016). The Team Leader (or suitably qualified delegate) shall undertake an initial review of WAF’s progress on its AquaRating assessment and provide high level guidance and support to WAF for its completion. The AquaRating process will inevitably highlight key issues/deficiencies with WAF’s current organisational structure/procedures/processes and the Consultant shall convert this feedback into solid recommendations for institutional capacity building.

Environmental Management Specialist

12. Qualifications and experience: The environmental Management Specialist will have a degree in biology, environmental science or equivalent degree and at least 10 years’ experience in a similar role with government, private sector or with international development agencies. He or she will have previous experience with environmental monitoring for ADB or WB projects and preferably at least 3 years of experience in Pacific countries and with water utilities.

13. Specific Tasks: The environmental management specialist will ensure compliance with the project’s environmental covenants and assurances and will support PMU to monitor implementation of the environmental management plans by the contractors. He/she will be responsible for preparing environmental reports required by the project monitoring arrangements.

14. Specific tasks for the Environmental Specialist shall include:

54 Appendix 1

(i) Review of Initial Environmental Investigations (IEE) & Safeguard Categorisation - The Environmental Specialist shall undertake a detailed review of all Initial Environmental Examination (IEE) reports (including those already furnished) for the sub-projects. The Environmental Specialist shall work collaboratively with the WAF environment team, Package 2 & 3 design consultants and Department of Environment to update IEEs (with respect to outcomes of further field investigations, survey and design development) and confirm scoping requirements for any subsequent Environmental Impact Assessment/s (EIA) that may be required by Department of Environment. As part of the IEE reviews, assess the screening and categorization process used to categorize each sub-project under the ensuing Project. In due course, the Environmental Specialist shall complete and submit the environmental categorization form to ADB Sustainable Development Environment and Safeguards (SDES) for review and subsequent approval of the category by the Chief Compliance Officer. For further details on safeguard categories refer to http://www.adb.org/site/safeguards/safeguard-categories

(ii) Audit of existing facilities/sites - Besides construction of new infrastructure much of the

scope of the ensuing Project involves upgrading work on existing facilities. In order to ensure that the project is not adding to any existing environmental issue, the Environmental Specialist shall undertake an audit on the existing premises/activities including identification of any corrective action measures prior to commencement of design activities - refer to para 10 of ADB’s Safeguard Policy Statement (SPS 2009 for details).

(iii) Review of Kinoya WWTP Waste Discharge Permit (WDP) - The Environmental

Specialist shall undertake a comprehensive review of the Design Definition Report for the Kinoya WWTP Upgrade (prepared by Opus) and subsequent design development for the Kinoya WWTP Upgrade. “The single biggest risk in defining the design parameters for the Kinoya WWTP, 277,000 EP Augmentation, is the incomplete characterisation of the influent. Both in terms of concentrations, fractionation of key analytes and the flows. The recommended characterisation programme does need to be completed.” (Design Definition Report Kinoya WWTP Augmentation Stage 1 (Draft), Opus 2016) The Environmental Specialist is required to assist WAF NWQL with completion of ongoing sewage sampling and testing program at Kinoya WWTP for accurate wastewater characterisation.

15. Furthermore, the Government of Fiji Environmental Management (Waste Disposal & Recycling) Regulations 2007, National Liquid Waste Standards General Release Standards currently specifies quite stringent limits for Phosphorus (< 5 mg/L) and faecal coliforms (< 400 CFU/100mL) which apply to the Kinoya WWTP marine outfall discharge to Laucala Bay. Treatment of wastewater to this high standard would require WAF to invest in a significantly more expensive and technologically complex tertiary treatment process of filtration and either UV or chlorination disinfection. 16. The Environmental Specialist shall review all previous environmental studies on Laucala Bay and facilitate ongoing discussions and negotiations between WAF and its environmental regulator (Department of Environment) with respect to:

(i) review of the current Waste Discharge Permit (WDP) conditions and applicable

General Release Standards; (ii) marine outfall release environment (Laucala Bay) and possible extension to the

outer reef;

Appendix 1 55

(iii) technologically appropriate and sustainable wastewater treatment processes in the context of Fiji; and,

(iv) development of a staged program of compliance for the Kinoya WWTP to the specifiedGeneral Release Standards for acceptance by Department of Environment.

17. Kinoya WWTP Odour Management - Increased odour generation from Kinoya WWTP is also a significant environmental risk associated with the proposed Augmentation Works. The Design Definition Report by Opus consultants includes recommendations for further investigation and assessment of odour management works that will be required as part of the Kinoya WWTP Upgrade. In the event that a specialized odour impact study is required by Department of Environment as part of the proposed Kinoya WWTP Upgrade Works, the Environmental Specialist shall assist WAF with preparation of a consultancy brief, tendering and project management of an odour management consultant. 18. Monitoring Implementation of Environmental Plans - The environmental role of Contractors is a key to successful management of project construction. As a partner with WAF in this endeavor, the selected Contractor will undergo an environmental orientation to the principals and practices of both ADB and the Government of Fiji, to be provided by the Environmental Management Specialist together with the WAF Environmental Unit. Following this initial period, key Contractor activities would include: (i) Initial presentation: It is recommended that before beginning their work the Contractor

meet with WAF Environment Unit and present environmental management plans for the scope of work under their contract, following guidance in the ADB IEE & EMP (a copy of the ADB IEE EMP will be attached to the bidding documents and Contractor’s contract). The WAF Environment Unit will review the Contractor’s plan at that time and recommend any necessary changes;

(ii) Schedule: The Contractor’s plan will provide a schedule for reporting against each EMP

mitigation activity, with exact dates report is due – daily, weekly, monthly. Progress and review meetings on mitigation activities with WAF engineers and WAF Environment Unit will also be scheduled;

(iii) Reports: The format will include as a minimum (and will be approved by WAF

Environment Unit) the following, which may be modified to suit each mitigation activity: (i) Name of report writer and contact information; ii) Description of mitigation activity; (iii) Status of activity (as relevant) – preparation, construction, monitoring; iv) Issues to be addressed and recommended solutions; v) Photos of site, progress, problems and other relevant factors;

(iv) Management: The Contractor will provide sufficient personnel to manage the mitigation

activities at all sites. The full-time supervisor of all these personnel will be qualified with a Bachelor’s degree in an appropriate environmental/natural science/physical science discipline;

(v) Monitoring: WAF Environmental Section (or independent Environmental Management

Representative) undertake a regular site audit (every 2 or 4 weeks) and prepare a report on Contractor’s conformance with CEMP and list of corrective actions. Key issues are usually discussed with the Contractor’s environmental representative on site and a copy of the inspection report should be issued within 1 day of the visit. The Contractor shall be obligated to rectify all non-conformances/complete all corrective actions and return a

56 Appendix 1

copy of the report with details of all measures undertaken (usually photographic including details) within 3–5 days.

19. Strengthening WAF Environment Unit - For carrying out the responsibilities for the project, as well as a facilitator of recommendations of the IEE, the WAF Environmental Unit will require support, not only in staff resources, but in knowledge, supplies and equipment.

(i) The environmental specialist will deliver training on the following range of topics: technical

report writing, data base development and maintenance, correct sampling techniques, principals of integrated water resource management, estuarine and riverine systems – physical, chemical and biological, water safety plan and others, environmental practices (using draft WAF document on same) and to Contractors on safeguards during construction.

(ii) Ensure that Contractor contracts contain all necessary safeguards and monitoring EMP

for effectiveness during construction. (iii) Provide support for the National Water Quality Laboratory (NWQL) under which the

Environment Unit falls, to complete international accreditation and the purchase of instruments for heavy metal analysis, dissolved oxygen (in the field) and special sampling devices for commercial and industrial trade waste.

(iv) To successfully carryout environmental management work for construction and for routine

sampling and monitoring, it is critical that the Environment Unit be provided with dedicated new vehicles, at least two (2), since many responsibilities must be carried out simultaneously.

20. Trade Waste Specialist 21. Qualifications and experience. The proposed Trade Waste Specialist will have specific technical knowledge and practical experience in trade waste management including at least 2 years work experience with a water utility or related industry. 22. Specific Tasks. To accommodate the increase in waste water generation and collection from both existing and newly connected commercial and industrial customers, the new WAF trade waste staff and program must be supported in policy, effective awareness and in technical knowledge. Existing procedures documents of staff will be reviewed and adjusted as needed to effectively carry out further work:

(i) Provide recommendations on logistics support of staff and sampling programs

(particularly from other urban centers of Fiji) and development of new ideas for rapid toxicity testing of waste in the field;

(ii) Treatment system: to effectively manage the use of the trade waste facilities at all

wastewater treatment plants including Kinoya WWTP – staff will require training in operations as well as monitoring and troubleshooting and technical guidance for the staff in sampling as well as becoming knowledgeable in pre-treatment of commercial and industrial waste should be prepared with an overall framework of instruction to be documented in training manual;

(iii) Review of existing Trade Waste Policy documents to suit the needs of Liquid Trade

Appendix 1 57

Waste Program;

(iv) Awareness: Ensure extensive awareness raising about the program is continued before and after the once Cabinet has approved the Trade Waste Policy document and gazetted the program, a major awareness program will be instituted, using all forms of communication (media, workshops, association meetings) and providing information to the public as well as potential clients on purpose, procedures, requirements and regulations;

(v) Policy: closely monitoring the status of the policy, before submission to Cabinet and

preparing briefings, answering queries and otherwise building support within the business community for the program.

23. In cooperation with the Fiji Government Department of Water & Sewerage, WAF has recently finalized a policy on trade waste entitled “National Liquid Trade Waste Policy – For Discharges to Wastewater Systems Owned and Operated by Water Authority of Fiji”. 24. WAF have identified a requirement to focus on practical measures and strategies for implementation/roll‐out of the new National Liquid Trade Waste Policy. This will include direct consultation and dealings with trade and industry whereby specific technical and practical knowledge of Trade Waste Management is required to introduce a range of pre‐treatment systems (ie grease traps, oil‐water separators, aeration separators etc). 25. Kinoya WWTP is the designated place of discharge for septic and trade waste tankers in the Greater Suva Area. The existing facilities are currently inadequate for safe receival, sampling and effective treatment of septic and trade waste. (i) As part of the proposed Upgrade of Kinoya WWTP, a new Septic Waste Receival

Facility is proposed that will receive and pre‐treat tankered septic and trade waste. Detailed design of Kinoya WWTP Septic Waste Receival Facility will be undertaken by others (under consulting services Package CS02A). The consultant shall undertake peer review of the detailed design of these facilities including participation in related HAZOP and CHAIR 1 & 2/3 workshops.

(ii) The Trade Waste Specialist shall provide technical assistance to the WAF Liquid Trade

Waste Team in the following specific areas: - pre‐treatment (prescribed pre‐treatment for businesses), this is the most challenging

task for the unit now. - sampling and sampling devices, - installation of sampling points, - understanding of engineering concepts for businesses contingency plans, - tankered trade waste treatment, - review of existing of SOP’s, forms, management plans, - assisting DWS in preparing the cabinet papers for TW policy submission, - assisting the trade waste in public awareness, - providing trainings on quantifying the level of trade waste impact on the waste

treatment facility from a business.

58 Appendix 1

26. Financial Specialist 27. Qualifications and experience. The Financial Specialist will hold an internationally recognized accountancy qualification preferably with an advanced degree in finance and have at least 10 years’ experience in a senior finance role in government, private sector or with international development agencies, i.e. ADB/World Bank. Experience in the Pacific or with water utilities will be preferred.

28. Specific Tasks. With the support of the national financial specialist and accountant, the financial specialist will:

(i) Supervise the preparation of the project budget and project financial statements (ii) Recommend suitable software requirements for project accounting (iii) Supervise and train the Project Accountant in the preparation of Withdrawal Applications (iv) Review all accounting policies used by WAF in financial reporting and recommend

changes to accounting policies to be implemented in accordance with International Financial Reporting Standards (IFRS)

(v) Together with the Financial Specialist (national), document accounting processes at WAF through such methods such as flow charts and internal control questionnaires (ICQ)

(vi) Based on the findings above recommend any changes to current accounting processes to enhance internal control

(vii) Lead the development of internal audit work plans (viii) Lead discussions with WAF Board and regarding the write-off of customer receivables not

deemed recoverable (ix) Lead the process in the valuation of fixed assets at the time of hand over to WAF through

either a Board of Survey or independent valuation. Lead discussions with the Office of the Auditor General in this regard.

29. Resettlement Specialist 30. Qualifications and experience. The resettlement specialist will have an internationally recognized degree in anthropology, social science degree or equivalent and must have demonstrated expertise in all phases of resettlement planning and implementation including experience managing resettlement in projects for ADB or the WB and with Pacific countries. He/she will have excellent oral and written English. 31. Specific Tasks. The resettlement specialist will be responsible for establishing and overseeing all elements in resettlement implementation while working in collaboration with the WAF counterpart and other officers and staff, including:

(i) Offering introductory workshops and leading capacity development for staff in WAF,

Department of Lands (DOL), and iTaukei Land Trust Board (TLTB) on resettlement as required

(ii) Assisting with preparation of handouts to disseminate information about the project ensuring inclusion of details for contacting staff of the safeguards/resettlement unit in the PMU, and information on the grievance redress mechanism

(iii) Planning and supervising all phases of the census and socio-economic survey in conjunction with land surveying upon completion of detailed engineering design, including preparing job descriptions for personnel, designing their training, and monitoring the quality of the work

(iv) Planning and supporting outreach to communities, local organizations, NGOs, and

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schools (v) Contributing to oversight of implementation of the inventory of losses (vi) Collaborating with WAF staff as requested to carry out the valuation of losses (vii) Establishing all details of the grievance redress mechanism including creation of standard

procedures for investigation of complaints and training WAF counterpart(s) in these, including record keeping so they are fully prepared to carry out this work in the absence of the SRS

(viii) Supervising establishment of detailed record keeping systems and training staff to maintain these accurately and keep them up to date–including alphanumeric codes for each property, data on residents and vulnerable peoples, data on relevant sector issues, dates and names of all contacts between WAF and citizens, records of community meetings including attendees names and addresses, details of inventory of losses and valuation for each property, details on negotiations over compensation to be paid, dates of payment of compensation, records of all pertinent communications with DOL or/and TLTB, detailed records of complaints, investigations and negotiations carried out, and responses to complaints, and filing systems for all related documents references to the on-line data base including copies of receipts for compensation payment

(ix) Preparing semi-annual reports to ADB on resettlement issues 32. Human Resources Specialist 33. Qualifications and experience. The human resource specialist will have an internationally recognized degree in human resource, business management or equivalent and must have demonstrated expertise in similar role in a government organization with at least 10 years’ experience, preferably in a utility. Experience with Pacific countries will be valued. He/she will have excellent oral and written English. 34. Specific Tasks. The Human Resources Specialist to conduct an assessment of WAF human resources management and conduct a workshop to present the results to WAF management and WAF Board. The assessment will include a staff survey on gender attitudes and behaviors, including data for retrospective report, and prepare sex-disaggregated report on WAF hiring, salaries, promotions, and resignations from 2010 to the present based on HR records as well a survey results. He/she in collaboration with the Gender Specialist will prepare a strategy to improve WAF gender policy and conduct gender training with WAF high and mid–level management on the results of the gender assessment and recommendations. 35. Gender Specialist (Capacity Building) 36. Qualifications and experience. The Gender specialist will have an internationally recognized degree in social development, anthropology or equivalent and must have demonstrated expertise in similar role in a government or private organization with at least 10 years’ experience. Experience with Pacific countries will be highly valued. He/she will have excellent oral and written English. 37. Specific Tasks: (i) Gender Specialist will conduct gender training needs analysis, and carry out basic all staff

and management training units for WAF and special short programs for women staff on, for example, job/office realities, public speaking, assertiveness, requesting raises/promotions. He/she will develop training program and will train WAF training specialists and collaborate with them to deliver first programs.

(ii) He/she will review the design and monitoring framework baseline indicators and support

60 Appendix 1

WAF in establishing mechanisms to gather gender disaggregated data for those indicators that require it.

(iii) He/she will prepare a gender plan to be included in civil work contracts, particularly were civil works are carried out in close contact with communities and he/she will provide training to contractors and WAF contractor supervisors on the objectives and on the implementation and monitoring of the gender plan.

(iv) He/she will ensure that women are actively involved in consultation during project preparation and implementation, particularly in informal settlements and vulnerable areas.

38. Demand Management Specialist - WAF has adopted a water demand scenario for strategic planning of the Greater Suva Area water supply infrastructure whereby household consumption under this scenario is assumed to reduce gradually from 210 litres per person to 180 litres per person by 2033, with further reductions expected beyond 2033. In line with this key strategic planning assumption, the Demand Management Specialist shall support WAF with improvement and continued implementation of its current water saving initiatives and campaigns as well as development of a new water Demand Management Program. Further details of WAF’s current water demand management program captioned “Saving Water: The time to SAVE water is NOW!!! Every Drop is Precious!!!” can be seen at http://www.waterauthority.com.fj/en/water-saving-guide/ 39. Qualifications and experience: The Demand Management specialist will have an internationally recognized undergraduate degree and must have demonstrated expertise in similar role in a water utility with at least 15 years’ experience. Experience with Pacific countries will be highly valued. He/she will have excellent oral and written English. 40. Specific Tasks:The Demand Management Specialist responsibility includes: (i) Review previous work undertaken in association with Sydney Water, Hunter Water

Australia and JICA / City of Fukuoka, Japan under previous Twinning Agreement / Water Operator Partnerships

(ii) Research and review the success or otherwise of Demand Management Programs in other Pacific countries

(iii) In close consultation with WAF, prepare a framework for Demand Management and obtain endorsement from WAF and GoF

(iv) In consultation with WAF, prepare a comprehensive and tailored Demand Management Program to cover WAF’s area of operations

(v) Direct support to WAF on implementation of demand management activities, including general oversight of community education programs

(vi) Setup performance and monitoring framework and periodic review of progress

41. NRW Specialist (Capacity Building) - WAF has adopted a water demand scenario for strategic planning of the Greater Suva Area water supply infrastructure24 whereby the NRW level is reduced from 51% to 27% by 2033. In line with this key strategic planning assumption, the NRW Specialist shall support WAF’s NRW Section to achieve a net reduction in NRW in the Greater Suva Areas from the current levels of around 50%, to 36% by 202225. Furthermore, WAF has recently set a very ambitious NRW reduction target of 20%26 by end 2017 to promote intensive short term efforts geared at identifying “low hanging fruit” such as major pipeline

24

WAF’s Master Plan for the Greater Suva Area, Section 6.7.5 25

Project target set in Project Administration Manual, Section VIII Project Design and Monitoring Framework 26

WAF’s NRW Action Plan 2016‐2018

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leakages, illegal connections and other significant technical losses including meter errors. Refer to WAF’s NRW Strategy & Forward Program which was included in the RFP reference documents. The Consultant shall review WAF’s NRW Action Plan 2016‐2018 and develop specific recommendations for implementation of each key action area. Recommendations shall specify the optimum blend of funding/resourcing to maximise the benefits of WAF’s NRW Action Plan over the implementation period given the above noted NRW reduction targets. 42. Qualifications and experience: The NRW specialist will have an internationally recognized degree in civil engineering or equivalent and must have demonstrated expertise in NRW, particularly technical losses. He will have at least 10 years of experience in a similar role as permanent staff in a water utility with experience managing a team and reporting to management. Experience working with public utilities in Developing Member Countries (DMCs) will be considered advantageous. He/she will have excellent oral and written English. 43. Specific Tasks: The NRW Specialist responsibility includes: (i) In close consultation with WAF, prepare a framework for NRW Management and obtain

endorsement from WAF (ii) In consultation with WAF, prepare a comprehensive and tailored NRW Management

Program to cover WAF’s area of operations (iii) Review WAF water main condition assessment and confirm rationale and priorities for

water main replacement program (iv) Direct support to WAF on implementation of three core NRW activities

• Main replacement • Meter replacement • Pressure management

(v) Setup performance and monitoring framework and periodic review of progress 44. SOE Reform Specialist (Capacity Building) 45. Qualifications and experience: The specialist will have extensive experience in SOE reform and enterprise development, particularly in the water and sewerage sector, across a range of geographic and political settings and have demonstrated strong political, negotiation and process facilitation skills specifically in a pacific island setting. He will have at least 10 years of experience in a similar role. He/she will have excellent oral and written English. 46. Specific Tasks: The SOE Reform Specialist responsibility includes: (i) Lead discussions with relevant Ministries including the Ministry of Economy on WAF tariff

reform, especially developing a tariff setting mechanism through an organization such as the Consumer Commission

(ii) Lead discussions with relevant Ministries regarding the retention of the water and wastewater revenues by WAF and the mechanism to do so with revisions (if any) to the existing grants to WAF

(iii) Assist the government and WAF in the implementation of the above policies (iv) Make recommendations as to the constitution and operation of the WAF Board of

Directors to enable WAF to function as a true corporatized entity.

47. Communication Specialist 48. Qualifications & Experience: The Communications Specialist (International) will have a degree in communications or similar degree from a recognized university with at least 8 years’

62 Appendix 1

experience with a public / privately owned water utility or similar public utility agency. Previous experience in a senior communications management role involving delivery of large scale public infrastructure projects, working in informal settlements and working with women groups will be highly valued as well as experience with WASH programs in developing countries in the South East Asia-Pacific region. 49. Specific Tasks: Under the direction of the PMU team leader, the Communications Specialist will: (i) Identify and consult with WAF, GoF (including relevant Ministries and Departments) and

all other Project stakeholders to develop the Project-wide Communication Strategy. (ii) Develop specific Communications Plans for delivery of each Sub-Project and assist with

implementation of the Communications Plans by PMU, WAF Special Projects staff and all other resources with actionable communication related tasks.

(iii) Monitor and regularly update progress of actions listed in the Communications Plans and undertake all necessary amendments according to the requirements of the individual Sub-projects as the design stage progresses.

(iv) Provide communications support to the WAF Communications Team and PMU in various areas, including demand management, NRW management, trade waste, general project information.

(v) Develop, implement and oversee community education and training programs in key capacity building areas of demand management, NRW management and trade waste.

(vi) Support PMU with communication and liaison with the community regarding the various projects, with a strong focus on working with sections of the community that are impacted by the projects, and particularly informal settlement and vulnerable groups.”

50. National Financial Specialist (Capacity Building) 51. Qualifications and experience: The National Financial specialist will have a degree in accounting or business administration and will be a member of the Fiji Institute of Accountants. He/she will have at least 5 years post qualification experience in the private/public sector or in practice. 52. Specific Tasks: Under the guidance of the international financial specialist he/she will: (i) Supervise the preparation of project accounting documentation and the preparation of

project accounts and budgets (ii) Ensure that project accounts are audited on time (iii) Assist Financial Specialist (international) in the review of WAF accounting policies and

their conformity to International Financial Reporting Standards (IFRS) (iv) Document all accounting processes at WAF through such methods such as flow charts

and internal control questionnaires (ICQ) (v) Ensure that the accounting processes documented above are practiced by observation

and techniques such as introducing dummy transactions to the system and observing the outcome

(vi) Organize and lead training sessions with staff involved in various accounting processes at WAF head office and in the regions

(vii) Develop internal audit plans and train the officers of the WAF internal audit department in implementing those plans

(viii) Review internal audit working papers and train internal audit staff to develop audit working papers to a high standard.

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(ix) Ensure completeness and accuracy of the customer billing system; ensure that all collections are posted correctly

(x) Together with the relevant account officer/s at WAF, assess adequacy of the provision for bad and doubtful debts and ensure billing system comprises only of current accounts. Once Board approval received ensure that such accounts are deleted from the system.

(xi) Inspect store cards and inventory ledgers and train WAF officers in proper maintenance of inventory records

(xii) Participate in stock-takes at least once in every major storage facility of WAF to ensure proper procedures followed and ledgers/sub-ledgers updated

(xiii) Ensure that completed projects are properly capitalized. Train relevant WAF account officers in the transfer of completed projects to fixed assets as soon as Completion Certificates obtained. Liaise with technical staff in expediting the process of obtaining Completion Certificates.

(xiv) Ensure completeness and accuracy of the Fixed Asset Register and train relevant staff in updating the register and capitalizing all costs associated with the purchase of assets

(xv) Ensure accuracy of month-end and year–end cut–off procedures Train relevant WAF in proper accounting and reversal of cut-offs

(xvi) Inspect register of Journal Entries and ensure that all journals are properly supported and train WAF accounting staff in the use and abuse of journal entries

(xvii) Inspect the preparation of bank reconciliations and ensure they are properly carried out. Train relevant WAF officers in preparation of bank reconciliations.

(xviii) Inspect VAT returns and ensure that the reconciliation is carried out properly.

53. National Project Accountant 54. Qualifications and experience: The Project Accountant will have a degree in accounting from a recognized university with at least 5 years’ experience in a reputed government or private sector organization. 55. Specific Tasks: Under the guidance of the national financial specialist he/she will:

(i) Prepare project budget with projections for use of loan proceeds and counterpart funds (ii) Prepare Withdrawal Applications with accompanying supporting documents and submit to

Ministry of Economy for approval and forwarding to ADB (iii) Manage day to day financial administration related to the project. (iv) Prepare project financial statements in a format acceptable to the ADB. (v) Liaise with auditors during the audit of the project financial statements 56. National Computer Design Specialist (Capacity Building) 57. Qualifications and experience: The National Computer Design Specialist will have a degree in computer science, data base management or similar degree from a recognized university with at least 5 years’ experience in a similar position with government or private sector organization. Previous experience with financial management software will be required. 58. Specific Tasks: Under the guidance of the national financial specialist he/she will: (i) Design, integrate with existing computerized records systems, and test system to

generate sex-disaggregated data for HR department for annual reporting (ii) Provide support if required to link customer data bases with financial systems.

64 Appendix 1

59. National Community Education & Training Officers (2 positions) 60. Qualifications and experience: The National Community Education and Training Officers will have a degree in social science, community service or similar degree from a recognized university with at least 5 years’ experience in a similar position with government or civil society organization. Previous experience working in informal settlements or working with women groups will be highly valued as well as experience with WASH programs.

61. Specific Tasks: Under the guidance of the PMU team, they will:

(i) Provide communications support to the PMU in various areas, including demand

management, NRW management, trade waste, general project information (ii) Develop and implement community education and training programs in key capacity

building areas of demand management, NRW management and trade waste. (iii) Support PMU with communication and liaison with the community regarding the various

projects, with a strong focus on working with sections of the community that are impacted by the projects, and particularly informal settlement and vulnerable groups.

62. Client’s Input and Counterpart Personnel. Services, facilities and property to be made available to the Consultant by the Client: (i) Office accommodation including a dedicated meeting room facility (approx.12 person

capacity) will be provided by the Client. (ii) Professional and support counterpart personnel to be assigned by the Client to the

Consultant’s team: none. (iii) Professional counterpart personnel to be assigned by the Client to the Project:

a. General Manager Special Projects (1) b. Project Manager Water (1) c. Project Manager Wastewater (1) d. Graduate Engineers (5) – assigned to CS02A/CS03A consulting firms

63. Client will provide the following inputs, project data and report:

(i) ADB PDA Project Administration Manual (PAM) (ii) Initial Environmental Evaluation for Water & Wastewater Sub Projects (ADB/Water

Authority of Fiji 2015) (iii) Land Acquisition & Resettlement Plan (ADB/Water Authority of Fiji 2015) (iv) WAF NRW Strategy & Forward Program (v) Report on WAF Tariff Review (PRIF) 64. Other Clarifications of TOR Requirements Per Addendums 1 & 2 of the RFT

65. Scope of CS02A and CS03A Consultancy Engagements

66. In general, all concept and detail design work will be completed by the consultants engaged for CS02A and CS03A with the exception of the proposed Intake and Water Treatment Plant under the Rewa river water supply scheme assignment which is currently assumed to be delivered under a Design–Build–Operate procurement model.

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67. Further details of the scope of design consulting services engagement under CS02A (Design, Documentation and Tendering of Rewa river water supply scheme and Kinoya Wastewater Treatment Plant Upgrade) and CS03A (Survey, Investigation, Detailed Design and Tendering of Wastewater System Upgrades) are included in the reference documents attached to the RFP for CS01A.

68. Coordination and Facilitation of PPCC 69. In addition to the scope of work listed in the Outline TOR, the CS01A consultant will be responsible for assisting the PMU with general coordination and facilitation of the Project Preparation Coordination Committee (PPCC) comprising of: Ministry of Infrastructure and Transport (chair); Ministry of Economy, Ministry of Local Government Housing and Environment, Ministry of Foreign Affairs, Water Authority of Fiji, Fiji Commerce Commission, Itaukei Land Trust Board, Ministry of Lands and Mineral Resources, and ADB (members). It is currently assumed that regular bi–monthly meetings of the PPCC will be held. As noted, Ministry of Economy will be the official chair for the meeting. However, the CS01A consultant will be responsible for assisting the PMU with managing the meeting schedule, sending invitations, and facilitating the meeting including preparation and distribution of meeting minutes. 70. Risk and Opportunity Management. Risk Management may be defined as the systematic application of management policies, procedures and practices to the tasks of establishing, identifying, analysing, planning and managing risks in a way that will enable WAF to minimise threats and maximise opportunities in a cost-effective way. Definition of the Risk or Opportunity is the combination of the probability of an event occurring and its consequences on specific tasks. It allows a more informed judgement to be made on the degree of risk and/or opportunities in the project scope, and provides confirmation that the balance struck between performances, project cost, time schedule, and risk represent value for money. 71. The CS01A consultant shall facilitate a Risk & Opportunity (R&O) workshop to assist WAF with compilation of a Project-wide R&O Register. The R&O register should be subdivided into the following categories to better differentiate risk source and its impact on the particular stage of the sub-projects:

a. Scope b. Program/Delays c. Interface with External Agencies/Authorities/Stakeholders d. Financial Management & Accountability e. Environmental Conditions/Impacts f. Quality g. Site Conditions/General Site Hazards h. Safety/Movement of People, Plant & Materials i. Working Environment j. Civil & Mechanical Works k. Electrical Works l. Commissioning m. Project Close Out & Handover n. Operation (if applicable under the proposed DBO contract)

72. Key mitigation measures for each risk/opportunity shall be identified and assigned to the most relevant/qualified party to manage the risk/opportunity. Regular update of the R&O register including progress of risk mitigation activities shall be undertaken by the CS01A consultant.

66 Appendix 1

73. Data Management Specialist 74. The following TOR provides the basis for the Specialist’s role. Some tasks and deliverables may vary by agreement following the inception period investigations and discussions on outcomes. 75. Background. Water Authority of Fiji (WAF) is a Commercial Statutory Authority responsible for the overall operation and management of water and wastewater services in Fiji. Established by government in 2010, WAF took over this role from the Government Department of Water and Sewerage under the WAF Promulgation 2007. Since becoming a statutory authority in 2010, WAF has been focusing on operational improvements but has yet to be fully corporatized and key areas need to be strengthened to be able to improve its financial sustainability and to be more accountable to regulatory bodies. The process of transferring infrastructure assets from the Department of Water and Sewerage to WAF included handover of associated asset records and documentation including Work As Constructed (WAC) drawings, Operation and Maintenance (O&M) manuals etc. However, it appears that the handover of data was incomplete and a large number of records were lost in the transition. Those records that were provided are currently stored in less than satisfactory conditions without any document register/s. 76. Current Data Management Issues. WAF has a number of sites around Fiji where large volumes of hard copy data (including plans and drawings) are stored, the majority at its depots, or regional offices. However, these records are highly disorganised and without any register/catalogue system to assist with locating relevant information. Furthermore, these valuable records are at risk of further rapid deterioration due to the tropical environment (high temperature and humidity) levels as well as vermin. To minimise the risk of losing important historical asset data, there is an urgent need for WAF to systematically collate, register and preserve all available plans, drawings and documents. The current record and data management systems at WAF are generally inadequate and there is inconsistency with the type of records kept, and the manner in which they are stored. At this time there is no centralised repository of electronic records (such as a common network drive) available for WAF staff to store and access project data. With ongoing staff turnover, electronic data is often “lost” as it is normally stored on stand-alone PC hard drives and there is no requirement for employees to arrange for a proper handover of project data. Typically, hardcopy project reports, plans and drawings are kept with the relevant WAF project staff member and there is no formal archiving system. 77. Geographical Information System (GIS). WAF has established a GIS system which includes asset data for both water and wastewater assets in the main urbanised areas of Fiji however, this GIS data set is incomplete and in many cases, inaccurate. Access to the WAF GIS for staff is provided via an intranet facility which is also utilised for dissemination of general information including directories, notices to employees and standard forms. In general, the existing WAF GIS data does not appear to have been updated with actual WAC drawing data. As such, the GIS data set contains substantial amounts of estimated information. For example, many sewer reticulation mains do not have accurate levels at access chamber locations, nor pipe material data or pipe diameters. This indicates that WAC sewer line sheets have not been directly converted to GIS data following completion of construction.

78. Proposed Improvements to Data Management - In line with WAF’s stated corporate objectives stated below, there are significant drivers for improvement of WAF’s current data management systems.

- Strategic Objective 2: Effective Planning and Project Management, and,

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- Strategic Objective 5: Sustainable and Efficient Service Delivery, 79. Ready access to key project documentation including Work As Constructed (WAC) drawings, Operation & Maintenance (O&M) manuals, design reports and preliminary studies and all other related asset data would be advantageous for WAF in terms of planning & design and also network operations. WAF also recognises the broader need for increased coverage and improved accuracy of its GIS information to assist with development of water and wastewater models. 80. To compliment the expected impacts of the Fiji Urban Water and Wastewater Management Project which includes various aspects of institutional capacity building within WAF and improved sustainable service delivery, it is proposed to implement a new Data Management System to replace all hardcopy record filing systems currently in use. 81. The Data Management System would provide the following benefits for WAF: • Preservation of historical hard copy records (including all existing plans, drawings and

documentation) through conversion to an electronic image/pdf file format; • Integrity of all stored data and ability to maintain offsite “back up” of archives. • Ready access to all historical project documentation including WAC information and

O&M manuals via a searchable electronic data base or “Plan Room”. • Improved efficiency of data retrieval and reduction of time lost searching for relevant

documentation; • Improved response time to emergency situations; • Improved standards of WAC data and completeness of GIS data set; • Increased accuracy of financial reporting through progressive update of WAF Asset

Register with new asset data/removal of decommissioned assets; and, • Improved audit performance through structured quality assurance and document control

systems.

82. Implementation Arrangements. Under CS01A (Part A) – Project Preparatory Work and Capacity Building, the Data Management Specialist (DMS) would undertake initial scoping, project design, preparation of tender documents, assist with tendering and evaluation of consultant/contractor proposals for subsequent delivery/roll out of the Data Management System under the ensuing loan.

83. Objectives of the Data Management Specialist (DMS) Assignment. The main objectives of the DMS assignment are: (i) To undertake a comprehensive review of WAF’s current data management systems and

identify areas for improvement/intervention; (ii) Undertake project design for development and implementation of an integrated Data

Management System (DMS) for WAF; (iii) Provide assistance for advance procurement of consultants/contractors for

implementation of the DMS works; (iv) Strengthening of institutional capacity across all departments of WAF with respect to

data management and quality assurance.

84. Scope of Assignment 85. Task 1: Inception Phase - During the Inception Phase, the DMS will:

68 Appendix 1

(i) Undertake inspection of all WAF office facilities and other locations where data/hard copy records are stored and prepare a summary register of records for each site. Conduct interviews with WAF Senior Management and staff to ascertain the location of all available records.

(ii) Review WAF’s current data management/storage procedures and inspect all of WAF’s existing hardcopy/electronic record systems including computer networks, intranet and Gentrack systems.

(iii) Review the existing WAF asset data records including GIS database to identify the extent of missing and/or inaccurate data.

(iv) Review WAF’s Capex Procedures Manual to identify key data submission stages across the project management cycle for input of data to the proposed Data Management System.

(v) Investigate and confirm WAF’s receptiveness to introduction of a full electronic records management system to replace its current mix of hardcopy/soft copy systems.

(vi) Review WAF’s current progress of its AquaRating assessment and identify all feedback/lessons learned with respect to data and records management.

86. The DMS will prepare an Inception Report documenting the current status of WAF data management systems together with high level recommendations for improvement. The Inception Report shall also include recommendations for any high priority data acquisition/protection requirements and any immediate procedural/systematic improvements to WAF’s current data management systems that can be implemented in the short term with in-house resources. 87. Task 2: Define Interventions for Integrated Data Management System Following completion of Task 1, the DMS will undertake detailed consultation with WAF sections/departments (and all other key stakeholders) to define interventions for the proposed integrated Data Management System that will indicatively include: (i) Acquisition of all existing WAC drawings, sorting, conversion to suitable electronic

format, assignment of unique drawing numbers (comprising asset class, catchment/location, asset type and asset number), compilation of electronic drawing sets, registration of all electronic drawing files in a searchable database system and archiving of hardcopy drawings/documents,

(ii) Introduction of standard procedures for consultant/contractor submissions, quality review, classification, cataloguing, and permanent storage of new asset data and associated project records;

(iii) Establishment of an electronic “Plan Room”/Library or similar facility as a permanent repository of all WAC drawings, O&M manuals and associated project documentation.

(iv) Assessment of data security requirements for the Plan Room/Library facility and proposed access controls to suit WAF’s requirements.

(v) Identify requirements for integration with the WAF Capex Procedures/project management systems and make recommendations for revision of such documents to reflect implementation of the DMS.

(vi) Introduction of a corporate wide proprietary electronic records management software and/or other systems based on an assessment of WAF requirements.

88. The DMS will prepare a Draft Report on integrated Data Management System Requirements and present it to WAF Senior Management and other internal stakeholders. WAF will then undertake a review the Draft Report and provide detailed comments from all internal stakeholders within two (2) weeks of submission. Following receipt of WAF’s comments, the

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DMS will prepare detailed responses to each comment raised by WAF and prepare the Final Report incorporating all relevant feedback. Submit the Final Report to WAF for approval.

89. Task 3: Prepare Tender Documentation and Assist with Tendering & Evaluation - Based on the recommended scope of work for implementation of the new Data Management System (as approved by WAF), the DMS will assist WAF with development of the Terms of Reference, preparation of tender documentation for advance procurement of consultancy services and technical evaluation of proposals pursuant to Guidelines on The Use of Consultants by Asian Development Bank and Its Borrowers (March 2013 as amended from time to time); and ADB Procurements Guidelines (April 2015 as amended from time to time), as follows: (i) prepare comprehensive Terms of Reference and proposed budget for a call for

Expressions of Interest (EOI) (ii) prepare comprehensive specifications and consulting services tender documentation

package based on ADB’s Standard Request for Proposal (SRFP) documentation package inclusive of Tender Data Sheet, technical and financial proposal submission forms, draft Contract (Lump-Sum form of contract), proposed budget, narrative evaluation criteria and draft Payment Schedule;

(iii) provide assistance to WAF throughout the advance procurement and bidding process, including communication and project advertisement at international level, identification and contacting potential bidders, call for EOI and shortlisting of 6 qualified firms and issuance of RFP, responding to tender enquiries;

(iv) assist WAF with detailed technical review and evaluation of proposals for the contract/s including preparation of detailed and exhaustive technical and financial proposal evaluation report/s with recommendations to WAF. The evaluation report/s will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of any alternative proposals received, using the Net Present Value methodology;

90. Submit draft EOI and RFP packages for review by WAF. WAF will then undertake a review the draft submissions and provide detailed comments from all internal stakeholders within one (1) week of submission. Following receipt of WAF’s comments, the DMS will prepare detailed responses to each comment raised by WAF and prepare the finalised tender documentation incorporating all relevant feedback. Submit detailed tender evaluation report/s within 4 weeks of close of tenders.

91. Task 4: Capacity Building and Training on Data Management System/s - WAF will assign a team to work under the guidance of the Information Management Specialist as follows:

• 1 x Team Leader (Data Management System & QA) • 1 x Assistant 92. Provide training and capacity building for the assigned team plus an additional six (6) other WAF staff members from other regional offices. Training shall be specific to the interventions and proposed Data Management System/s identified during Task 2 and comprise of no less than four (4) separate workshop style training sessions, each with a duration of no less than 4 hours (ie half day). Provide all necessary training materials and refreshments for participants.

70 Appendix 1

93. Reporting and deliverables arrangements - The Consultant shall report to the Team Leader of the PMU. However, for their day-day operation, they will work with the concerned WAF staff. All written deliverables shall be in plain English, using words that are simple and specific as possible, avoid ambiguity, and identify in all cases who is doing what. All documents shall use language appropriate to their intended audience. Usage of technical terms shall be accurate and precise. Charts, maps, figures, pictures and tables shall be used wherever appropriate to assist the intended audience in understanding the intended meaning. All reports shall be submitted in electronic soft copy and 3 hard copy versions. The work is expected to begin in August 2016 and shall be completed within 4 months. The expected reporting schedule is shown in the following table, pending agreement after the outcome of investigations in the Inception period.

No. Deliverable Status Submission week number (week

after Commencement of Services)

1 Inception Report Final 4

2 Report on Data Management System Requirements Draft 8 Final 10

3 Tender Documentation (EOI) Draft 12 Final 13

4 Tender Documentation (RFP) Draft 15 Final 16

5 Tender Evaluation Reports Draft 24 Final 26

94. Logistical Arrangements - Logistical arrangements for this assignment are as per CS01A Project Preparatory Work and Capacity Building. In addition, WAF shall provide IT training room equipped with PC facilities (8 PCs) for the purpose of this Project free of charge. Every effort will be made on request to provide readily available access to key WAF personnel when necessary provided that this does not disrupt excessively with their routine activity.

95. Qualification of Key Professionals - The following are the key qualifications required under each key person. The estimated person month input for each key person are indicative only and need to be specified in the Consultants Technical Proposal.

Key Expert/estimated input in person month

Professional qualifications and experience required

Data Management Specialist/4 Person Months

• An internationally qualified expert with strong data management skills and experience implementation of data management projects for public utility companies (preferably in the water sector)

• He/she must be a university graduate (preferably with a postgraduate degree) in engineering / asset management / information technology, with at least 10 years total experience in projects involving data management, asset management, GIS and implementation of electronic record management systems

• He/she will have at least 5 years’ experience working with water utilities or similar public utility service provider/s as team leader in a related data management / asset management / information technology role

• Should have worked for more than 2 years in developing countries with some of it in the Asia region; Pacific experience contracts will be highly regarded

• Previous experience with ADB or WB project administration and procurement is required.

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Package 2 (Part A): Design, Documentation & Tendering of Rewa River Water Supply Scheme and Kinoya Wastewater Treatment Plant Upgrade

Contract No. CS02A

TERMS OF REFERENCE I. SCOPE OF CONSULTING SERVICES Consulting services for Package 2 includes two (2) sub-projects:

(i) Rewa River Water Supply Scheme; and, (ii) Kinoya Wastewater Treatment Plant (WWTP) Upgrade. 1. The consulting services package will be split into 2 contracts as follows: (i) CS02A - Package 2 (Part A): Design, Documentation & Tendering of Rewa River

Water Supply Scheme and Kinoya Wastewater Treatment Plant Upgrade (ii) CS02B - Package 2 (Part B): Contract Management and Supervision of Rewa River

WSS and Kinoya WWTP Upgrade

II. REWA RIVER WATER SUPPLY SCHEME SUB-PROJECT

A. BACKGROUND OF SUB-PROJECT

2. The Water Authority of Fiji (WAF) for many years has proposed a new source on the Rewa River to extract and treat run of river flows to supplement bulk water supply to the Suva-Nausori water supply system. Originally the new source was intended to pump to the existing Waila Water Treatment Plant (WTP), however, due to concerns with future salinity levels in the lower reaches of the Rewa River and the potential for mining activity within the Waidina River catchment, it is proposed to construct a new source of bulk water supply further upstream on the Rewa River. Key components of the proposed Rewa River Water Supply Scheme include a new river intake and raw water pumping station on the Rewa River approximately 600m upstream of the Waidina River junction, a new 40ML/d WTP (ultimate capacity 80 ML/d), a 3ML clear water reservoir and pumping station, a 10ML reticulation reservoir and 26km of DN900 transfer main with connection to the eastern end of the Suva-Nausori water supply system. The project will have the following key benefits: (i) Address an existing shortfall in bulk water supply and water treatment during peak

demand periods, therefore improving water supply reliability/continuity across the Suva-Nausori water supply system during extended dry periods.

(ii) Provide additional bulk water supply and water treatment capacity to allow the servicing of areas not currently supplied with reticulated water and also to service future growth within the Suva-Nausori water supply system.

(iii) Improve security of supply for the Suva-Nausori water supply system. 3. WAF has engaged a consulting firm to undertake a detailed feasibility study including:

• preliminary site investigations (geotechnical investigation, topographic survey and flood study);

• options assessment (intake configuration, WTP process, pipeline materials, river crossings and possible staging of pipeline construction);

• preliminary design of the Rewa River Water Supply Scheme; and,

• liaison with key stakeholders including Fiji Roads Authority and Fiji Electricity Authority.

72 Appendix 1

4. The key outputs of this current consultancy including a Detailed Feasibility Study Report are expected to be available by end October 2015. WAF intend to procure detail design services and construction of works for the Rewa River Water Supply Scheme via a ‘Design–Build–Operate’ (DBO) form of contract. The DBO contract is proposed to include an initial operation period of 5 years, with an option to extend by 5 years. B. OBJECTIVES OF THE SUB-PROJECT

5. The main objective of the consulting assignment for this sub-project is to provide comprehensive design services, tendering and contract management support to WAF for effective delivery of the proposed Rewa River Water Supply Scheme with supply of an additional 40ML/day of safe, treated water to the existing Suva–Nausori water supply system by December 2018. Sub-objectives of the above main objective are to: (i) identify and address any gaps or deficiencies with previous feasibility studies,

preliminary designs and / or related site investigations; (ii) confirm selection of appropriate water treatment technology to:

a) achieve water treatment objectives; b) ensure sustainable operation and maintenance of Intake and WTP by local

WAF operators; and, c) minimise long term operation and maintenance costs;

(iii) confirm treatment process and delivery system performance requirements and sizing/rating of each component to supply an additional 40ML/day to the existing Suva – Nausori water supply system with provision to upgrade to an ultimate capacity of 80ML/day;

(iv) maximise value of the proposed scheme to WAF via a structured value management process;

(v) maximise safety in design via consultation with WAF technical and operations staff throughout the design development and review process;

(vi) address any outstanding environmental issues and / or EIA process scoping requirements and define construction environmental mitigation measures;

(vii) identify and address any outstanding land acquisition and resettlement issues; (viii) provide quality assurance for detailed designs and documentation prepared under

the delivery contract; (ix) facilitate early identification of construction requirements and constructability issues; (x) maintain continuity of process objectives, design intent and functionality from concept

design stage through to detail design, construction, commissioning and operation; (xi) provide effective contract management and quality assurance supervision of contract

works; and, (xii) provide technical and project management support to WAF throughout the design

development, construction and initial operation phase. 6. The Water Authority of Fiji has recently adopted the Water Services Association of Australia (WSAA) Design Codes for Water Supply, Gravity Sewerage and Sewage Pumping Stations. Accordingly, the consultant shall undertake all planning and design of new water infrastructure under this sub-project in accordance with the relevant WSAA standards.

C. SCOPE OF SERVICES, TASKS (COMPONENTS) AND EXPECTED DELIVERABLES

7. The required scope of work for this sub-project includes:

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8. Part A - Design, Documentation and Tendering of DBO Contract for Rewa River Water Supply Scheme (WSS) (i) review outputs of ‘Investigation, Preliminary Design and Feasibility study for Rewa

River Water Supply Scheme’ prepared by others and address any gaps or deficiencies;

(ii) review Initial Environmental Examination (IEE) and identify any further specialist environmental investigations / studies that are required;

(iii) review project Land Acquisition & Resettlement Plan (LARP) and carry out any further investigations necessary to update entitlement matrix;

(iv) undertake all necessary land surveys and site investigations (including but not limited to geotechnical investigations) as required for the purposes of design development and preparation of tender documentation;

(v) finalise water treatment objectives, assess treatment process options and select preferred option in the context of current WAF water treatment operations capability and operator skill level;

(vi) development of advanced concept designs (to equivalent 50% detailed construction drawings) for the Intake, Water Treatment Plant and Clear Water Pumping Station (note: excludes design of external high voltage power supply upgrades which will be undertaken by others);

(vii) detailed design and documentation of bulk water delivery pipelines, reservoirs, access roads and all associated civil, electrical and mechanical works;

(viii) facilitate workshops with WAF technical and operations staff during design development including: a) Value Management (VM); b) Hazard & Operability (HAZOP) study; c) Operational access review (intake, WTP and reservoir sites); and, d) Construction Hazard Assessment Implication Reviews (CHAIR 1 & 2/3).

(ix) facilitate a procurement risk workshop with WAF technical and operations staff to identify preferred delivery contract model (note: current assumption is for DBO form of contract for the Intake, WTP and Clear Water Pumping Station components);

(x) prepare comprehensive DBO tender documentation package based on FIDIC ‘Conditions of Contract for Design, Build and Operation Projects’ (‘Gold Book’) including ‘Employers Requirements’, detailed performance specifications and conditions of tender;

(xi) prepare outline Construction Environmental Management Plan (CEMP); (xii) review ‘Water Safety Plan for Rewa River Water Supply Scheme’ (drafted by others)

and provide specific inputs on water treatment process risks and other risks associated with delivery infrastructure;

(xiii) prepare cost estimates for completion of detailed design, construction and operation phases of the scheme together with a program for delivery of the works via a DBO form of contract;

(xiv) prepare a comprehensive list of Contractor’s Documents to define the scope of design inputs and documentation by the DBO Contractor;

(xv) provide assistance to WAF throughout the bidding process, including communication and project advertisement at international level, identification and contacting potential bidders, call for EOI and shortlisting of 6 eligible bidders and issuance of RFP, responding to tender enquiries;

(xvi) assist WAF with detailed technical review and evaluation of tenders for the DBO contract including preparation of a detailed and exhaustive tender evaluation report with recommendations to WAF. The evaluation report will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of

74 Appendix 1

each proposal received, using the Net Present Value methodology with discounted rate and including the 5 years operation period;

(xvii) monitoring of project progress and reporting to the assigned WAF Project Manager throughout the concept design development and advance procurement phase; and,

(xviii) provision of project related technical assistance and project management support to WAF and PMU as required.

9. Additional Assignment Specific Requirements - Rewa River Water Supply

Scheme

(i) Climate Change Adaptation & Mitigation Aspects - On 6 November 2015, the Green Climate Fund approved grant funding of US$31m for the ADB’s planned Fiji Urban Water Supply & Wastewater Management Project. Refer to link: http://www.adb.org/news/adb-project-fiji-among-those-first-financed-green-climate-fund As part of the proposed value management workshop review/s, the consultant shall assist WAF with identification of strategies, opportunities and alternative proposals that will maximise the benefits of the climate change adaptation & mitigation aspects of the proposed Rewa River Water Supply Scheme.

(ii) Geotechnical Investigation & Assessment Requirements - The geotechnical

investigation and assessment requirements under the CS02A assignment shall include, but not be limited to the following activities:

a) Inspection of Core Samples - core samples obtained during the previous geotechnical investigations conducted by MWH are stored at WAF’s Wailoku Water Treatment Plant. The Consultant shall review the previous geotechnical investigation reports (including bore logs) and undertake an inspection of the core samples. b) Seismic Liquefaction Susceptibility Assessment - the consultant shall complete a full quantitative check on liquefaction susceptibility during the detail design for the pipeline and reservoir. A full quantitative check on liquefaction susceptibility shall also be completed for the Intake and WTP sites. c) Slope stability/global stability analysis - the consultant shall undertake a comprehensive slope stability/global stability analysis for the Intake, WTP and Reservoir sites with consideration for the finished levels following proposed bulk earthworks. A slope stability analysis shall also be completed for specific sections of the pipeline including but not limited to: the entire pipeline route along Viria Road where there is a moderate/high landslide risk, all river/stream crossing pipe bridge abutments, all areas of known geotechnical instability or where significant land slips are evident and all locations indicated in Appendix F ‘Geotechnical Risk Register’ (refer page 347) of the RWSS Geotechnical Investigation Interpretive Report (Final) by MWH dated November 2015.

(iii) Electrical Hazards on Metallic Pipelines - During detailed design of the rising

main/gravity main, undertake a full hazard analysis/risk assessment in accordance with AS/NZS 4853:2012 Electrical Hazards on Metallic Pipelines in liaison with FEA.

(iv) Cathodic Protection of Pipelines - During detailed design of the pipeline, the

consultant shall undertake a formal assessment and testing of soil resistivity, chloride, sulphate and pH of the existing ground and determine requirements for cathodic protection of the pipeline. The assessment shall be undertaken by a specialist in cathodic protection.

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(v) Durability Planning & Specifications - A key long term risk for WAF is operational failure of its water treatment and distribution network assets due to high rates of corrosion. Corrosion of key materials/fittings often results through incorporation of inappropriate materials/coatings either during design, or through poor construction contract supervision. These sub-standard materials/coatings, coupled with infrequent inspection/maintenance activities by WAF can lead to early operational failures. As part of the Employer’s Requirements for the proposed DBO contract, prepare a site specific Durability Plan for the proposed new Intake Structure, Water Treatment Plant, Pipelines (including pipe bridge crossing structures, air valves installations etc) and Reservoir. The Durability Plan (DP) should contain the following sections: (i) Executive Summary (ii) Introduction (iii) Scope (iv) Definition of Service Life (v) Details of Environment (severity) (vi) Exposure Classification (vii) Details of Material (viii) Maintenance Schedule (ix) References (x) Appendices – include results of bore holes or the severity of environment,

details of modelling, calculations and other similar information.

10. Refer to the guide for preparation of durability plans at: http://www.rms.nsw.gov.au/business-industry/partners-suppliers/lgr/downloads/documents/guidefordurabilityplan.pdf 11. Submit copies of the draft Durability Plan with design/detailed design reports for the respective project components. WAF will provide review comments which shall be incorporated in the final Durability Plan, which will then be used as the basis of specifying appropriate materials and coatings for subsequent delivery contract/s.

(vi) Survey Drawings (Preliminary Design Stage) - All survey drawings produced under

the previous Preliminary Design consultancy will be made available to the successful firm. Drawings are in *.dwg AutoCAD drawing format.

12. The expected duration of concept/detailed design and development of DBO tender documentation for this sub-project under Part A is 24 weeks. D. SUB-PROJECT TEAM COMPOSITION & QUALIFICATION REQUIREMENTS FOR THE KEY EXPERTS

13. Senior Project Manager/Team Leader – 15 years experience in design, delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scope is preferred. Operational experience with water treatment and supply schemes and delivery of works under D&C / DBO forms of contract will be considered advantageous. 14. Senior Process Engineer – 10 years experience in process design of water and/or wastewater treatment plants including completion of at least 2 projects of similar scope is preferred. Commissioning and operational experience with water treatment plants will be considered advantageous. 15. Senior Civil Engineer (design and construction supervision) – 15 years experience in design and delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scope is preferred. Prior experience with D&C/DBO forms of contract will be considered advantageous.

76 Appendix 1

E. REPORTING REQUIREMENTS AND TIME SCHEDULE FOR DELIVERABLES

16. Report and documentation submission requirements include but are not limited to:

(i) technical memo summarising review of previous reports, studies and background information with comments on relevance, accuracy and identification of missing data – submit within 2 weeks of commencement.

(ii) Geotechnical investigation report – submit within 8 weeks (iii) value management report – within 2 weeks of value management workshop. (iv) design report including process design, draft functional specification and automation

& control philosophy for overall scheme, civil, electrical and mechanical design – submit draft report no later than 20 weeks after commencement.

(v) design safety report including HAZOP and CHAIR workshop minutes – submit with design report,

(vi) advanced concept design drawings (to equivalent 50% detailed construction drawings) for the Intake, Water Treatment Plant and Clear Water Pumping Station including Process Flow Diagrams (PFDs), Piping & Instrumentation Diagrams (P&IDs), hydraulic profile, site arrangement plan, plans and sections of all major process structures (including wall thicknesses, major reinforcement details and foundation details), preliminary selection of major mechanical plant and equipment items, electrical design, layout plans of all access roads and personnel access arrangements – submit with design report;

(vii) full detailed design drawings for bulk water delivery pipelines, pipe bridge structures, reservoirs, access roads and all associated civil works - submit detailed design drawings no later than 24 weeks after commencement

(viii) technical memo summarising procurement risk assessment with recommendations on preferred procurement approach – within 1 week of procurement workshop;

(ix) DBO tender documentation package including ‘Employers Requirements’, detailed performance specifications and conditions of tender – submit draft tender documentation package no later than 24 weeks after commencement;

(x) cost estimates and programme of work – submit 22 weeks after commencement; (xi) outline Construction Environmental Management Plan (CEMP) – submit 18 weeks

after commencement; (xii) tender evaluation report – submit within 6 weeks of close of tenders (xiii) monthly consultant progress report – submit no later than the 5th calendar day of

each month.

F. CLIENT’S INPUT AND COUNTERPART PERSONNEL

(i) Services, facilities and property to be made available to the Consultant by the Client: none.

(ii) Professional and support counterpart personnel to be assigned by the Client to the Consultant’s team: up to 2 graduate engineers (at no cost).

G. CLIENT WILL PROVIDE THE FOLLOWING INPUTS, PROJECT DATA AND REPORTS TO FACILITATE PREPARATION OF THE PROPOSALS:

(i) Water & Wastewater Master Plan for Greater Suva Area (Water Authority of Fiji

2015) (ii) Initial Environmental Evaluation for Rewa River Water Supply Scheme Sub Project

(ADB/Water Authority of Fiji 2015) (iii) Draft Land Acquisition Resettlement Plan and Entitlement Matrix (ADB/Water

Authority of Fiji 2015)

Appendix 1 77

(iv) Outputs generated as part of the current Investigation, Preliminary Design and Feasibility study for Rewa River Water Supply Scheme which may include: a. Survey drawings b. Geotechnical investigation report c. Flood study d. Preliminary options assessment (water treatment process, pipelines) e. Preliminary design report (availability may depend on timing) f. Feasibility study report (availability may depend on timing)

III. KINOYA WASTEWATER TREATMENT PLANT UPGRADE SUB-PROJECT

A. BACKGROUND OF SUB-PROJECT

16. Kinoya Wastewater Treatment Plant (WWTP), located at Laucala Beach, Viti Levu, Fiji, is the largest wastewater treatment facility operated by the Water Authority of Fiji (WAF). Kinoya WWTP consists of primary screening, grit removal and two separate treatment trains comprising: (i) Trickling filter – Primary sedimentation tanks (PST) (shared with the sequencing

batch reactor), plastic media tricking filters, Humus clarification (ii) Sequencing Batch Reactor (SBR) – Primary sedimentation (shared with the trickling

filter), Selector, 4 basin pivot decant reactors.

17. The SBR is currently out of service and only operated for approximately one year after it was constructed in 2003 due to lack of operator training and technical support. The existing Kinoya WWTP capacity is currently estimated to be approximately 128,000EP (with all upgraded trickling filters and humus clarifiers operational), while current loadings are estimated to be somewhere between 130,000EP and 160,000EP. The WWTP is currently operating below its design capacity (of 150,000EP) due to the SBR being out of service. WAF has engaged a consulting firm to undertake a detailed assessment of the existing Kinoya WWTP and site master planning including:

• Assessment of background information and data including influent wastewater characterization

• On-site asset condition assessment • Assessment of existing hydraulic and process capacities, limitations and

constraints • Identification of immediate operational improvements • Assessment of options to restore the existing SBR facility and / or convert it to a

continuous IDEA process • Development of a program of consolidation works to optimize the efficiency and

performance of the existing WWTP infrastructure • Development of a waste management plan for waste streams including effluent

and bio-solids • Development of an odour control program including short term mitigation actions

and monitoring plan • Options development and feasibility analysis of future upgrade (augmentation)

works up to a potential 500,000 EP ultimate capacity including development of a staging and implementation plan

• Development of a design brief and performance specification for the first planned stage of upgrade to a total capacity 277,000 EP.

18. The key outputs of this current consultancy including a Design Definition Report and Feasibility Assessment Report, are expected to be available by end November 2015.

78 Appendix 1

A major upgrade of Kinoya WWTP is proposed for 2016 - 2017 to increase the plant capacity to 277,000 EP, which will allow the servicing of priority backlog sewerage areas, along with projected growth (new development areas) over the next 10–15 years. The upgrade works are likely to include construction of two new SBR units or equivalent, two primary sedimentation tanks, a new sludge digester and upgrade of the sludge dewatering plant. The works may also include construction of a new septic / trade waste tanker reception area and pre-treatment facility. 19. The project will have the following key benefits:

(i) Address an existing shortfall in wastewater treatment capacity, which will improve

overall effluent quality and help to minimize the incidents of treatment plant bypassing, thereby improving water quality of receiving waters.

(ii) Provide additional wastewater treatment capacity to allow the servicing of backlog sewerage areas and also to service future growth within the Suva wastewater system.

20. WAF intend to procure a contract for construction of the Kinoya WWTP Upgrade via a conventional ‘Construct Only’ form of contract. Consulting services will therefore be required for preparation of detailed designs and tender documentation for the upgrade works. B. OBJECTIVES OF THE SUB-PROJECT: 21. The main objective of the consulting assignment for this sub-project is to provide comprehensive detailed design, tendering and contract management support to WAF for effective delivery of the proposed Kinoya WWTP Upgrade to increase the overall plant capacity to 277,000 EP by June 2018. Sub-objectives of the above main objective are to: (i) identify and address any gaps or deficiencies with previous feasibility studies,

preliminary designs and related site master planning investigations; (ii) confirm final effluent quality targets for receiving waters and selection of appropriate

wastewater treatment technology; (iii) confirm treatment process performance requirements and sizing / rating of each

process component to meet final effluent quality discharge requirements; (iv) maximise value of the upgrade works to WAF via a structured value management

process; (v) maximise safety in design via consultation with WAF technical and operations staff

throughout the design development and review process; (vi) address any outstanding environmental issues and / or EIA process scoping

requirements and define construction environmental mitigation measures; (vii) identify and address any outstanding land acquisition and resettlement issues; (viii) facilitate early identification of construction requirements and constructability issues; (ix) maintain continuity of treatment process objectives, design intent and functionality

from concept and detail design stage, through to construction, commissioning and operation; and,

(x) provide technical and project management support to WAF throughout the design development, construction and initial operation phase.

C. SCOPE OF SERVICES, TASKS (COMPONENTS) AND EXPECTED DELIVERABLES 22. The required scope of work for this sub-project includes: 23. Part A - Detailed design and tendering of Kinoya WWTP Upgrade (i) review outputs of previous studies and related background information;

Appendix 1 79

(ii) review Initial Environmental Examination (IEE) and identify any further specialist environmental investigations / studies that are required;

(iii) review project LARP and carry out any further investigations to update entitlement matrix;

(iv) undertake all necessary land surveys and site investigations (including but not limited to geotechnical investigations) as required for the purposes of detailed design and preparation of tender documentation;

(v) review and confirm selection of appropriate wastewater treatment technology option and undertake detailed process design to: a) achieve compliance with the Government of Fiji’s environmental regulatory

requirements including Waste Discharge Permit (WDP) conditions and approved Waste Management Plan for all waste streams;

b) ensure sustainable operation and maintenance of Kinoya WWTP by local WAF operators following Taking Over;

c) minimise long term operation and maintenance costs; (vi) detailed design of staged upgrade of Kinoya WWTP to 277,000 EP total capacity

including: a) civil works, b) mechanical works, c) electrical works (note: excludes design of external high voltage power supply

upgrades which will be undertaken by others) d) draft functional specification and automation & control philosophy (note: PLC

programming, SCADA development and site-wide integration to be completed by others)

(vii) facilitate workshops with WAF technical and operations staff during design development including: a) Value Management (VM); b) Hazard & Operability (HAZOP) study; c) Operational access review d) Construction Hazard Assessment Implication Review (CHAIR 1 & 2/3); and, e) Preliminary cut-in / cut-over sequence and commissioning planning.

(viii) facilitate a procurement risk workshop with WAF technical and operations staff to identify preferred delivery contract model (note: current assumption for procurement is for a conventional detailed design, tendering and ‘Construct Only’ form of contract)

(ix) prepare comprehensive detailed designs, specifications and tender documentation package based on FIDIC ‘Conditions of Contract for Building & Engineering Works Designed by the Employer’ (Multilateral Development Bank Harmonised Edition 2010 – “Pink Book”);

(x) prepare outline Construction Environmental Management Plan (CEMP); (xi) prepare detailed cost estimates and a program for delivery of the works under

’Construct Only’ form of contract; (xii) prepare a comprehensive list of Contractor’s Documents to clearly define the scope

and quality of outputs & deliverables by the Contractor; (xiii) provide assistance to WAF throughout the advance procurement and bidding

process, including communication and project advertisement at international level, identification and contacting potential bidders, call for EOI and shortlisting of 6 eligible bidders and issuance of RFT, responding to tender enquiries ;

(xiv) assist WAF with detailed technical review and evaluation of tenders for the contract/s including preparation of detailed and exhaustive tender evaluation report/s with recommendations to WAF. The evaluation report/s will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of any

80 Appendix 1

alternative proposals received, using the Net Present Value methodology with discounted rate;

(xv) monitoring of project progress and reporting to the assigned WAF Project Manager throughout the design development and advance procurement phase; and,

(xvi) provision of technical assistance and project management support to WAF and PMU as required.

24. The expected duration of concept design, detailed design and preparation of tender documentation for this sub-project under Part A is 36 weeks. 25. Additional Assignment Specific Requirements – Kinoya WWTP Upgrade

26. Additional Scope of Work for Augmentation Stage 1 Works

27. In addition to the scope of work described in the Design Definition Report for Augmentation Stage 1 Works at Kinoya WWTP (Final) dated March 2016, the consultant shall undertake detailed design and specification of the following items of work under CS02A:

a) Modification and Upgrade of Old & New High Lift Pumping Stations including: (i) Enclose both existing buildings and provide adequate ventilation and odour

extraction systems, to a common new biofilter (ii) Concrete repair and coating works

(iii) Safety upgrades (including handrails) (iv) Replacement of the gantry structure at the Old Lift Pump Station (which must

also accommodate potentially larger pumps as part of the upgrade works) b) New sludge thickening plant at the Sludge Dewatering Building to thicken raw

Waste Activated Sludge from the existing SBR (once converted to an IDEA plant), including: (i) Diversion of the existing sludge line from the sludge pump station to the

sludge buffer tank (located outside the Sludge Dewatering Building). The existing discharge to the sludge pump station is to be also retained for emergency bypass purposes (for short term bypass of the sludge thickening process only).

(ii) Installation of a sludge feed pump station, to feed sludge from the sludge buffer tank to each gravity belt thickener.

(iii) Installation of duty/standby gravity belt thickeners or rotary drum thickeners and associated flocculation vessels in a designated area within the existing sludge dewatering building.

(iv) Installation of a proprietary polymer make-up and dosing system adjacent to

the sludge thickening equipment. (v) Retrofitting of bunding to the concrete floor around the perimeter of the sludge

thickening and polymer dosing equipment in accordance with HSNO requirements.

(vi) Installation of a gravity drainage system to receive filtrate flow from each gravity belt thickener (together with wash down water and spillages within the bunded area), to enable direct free drainage to the High Lift Pump Station.

(vii) Installation of a pump system on the sludge discharge hopper of each thickener, and associated sludge discharge pipework, to enable discharge of thickened sludge to the sludge pump station.

c) Modifications to the existing Sludge Dewatering Building to enclose it with suitable access provisions for operation and maintenance of equipment within it. A new odour extraction and ventilation system shall be provided, together with a new biofilter, to extract and treat odour from the Sludge Dewatering Building.

Appendix 1 81

28. Critical Interfaces Between the Consolidation Works and Augmentation Stage 1

Works

29. The critical interfaces between the Consolidation Works (By Others) and the Augmentation Stage 1 Works (ie. CS02A, Assignment 2 Design, Documentation & Tendering of Kinoya Wastewater Treatment Plant Upgrade) include but are not limited to: (i) Tie-in of the augmentation works to hydraulic structures that are designed under the

consolidation works programme, particularly to supply wastewater to the new augmentation works primary sedimentation tank and the new augmentation works Intermittently Decanted Extended Aeration (IDEA) Plant. In addition, flows from the new IDEA plant will discharge to the outlet channel (upstream of the outfall).

(ii) Sludge thickening upgrades – it is expected that sludge thickening required under the augmentation works will be located within the existing sludge dewatering building. This is also where sludge thickening for the consolidation works will be located and there is a need to coordinate this infrastructure. The Consolidation Works design consultant will be responsible for the process and hydraulic design of existing SBR (converted to IDEA process) and will provide key design parameters including WAS production rates. The CS02A consultant will then undertake detail design of sludge thickening process upgrades for both the existing SBR (converted to IDEA process) and the new IDEA process trains.

(iii) Digesters – the augmentation works will require the installation of new digesters, tying into the existing sludge digestion system, and the “Old Digester” (which will be refurbished under the consolidation works programme for re–use as a digested

sludge buffer tank).

30. Coordination Requirements – Consolidation Works

31. It is a requirement of the CS02A consultancy that the consultant fully and properly collaborates and co-ordinates the design of the Augmentation Stage 1 Works with the consolidation works. This shall be primarily achieved by: (i) Regular communication (including but not limited to design co-ordination meetings)

between the consolidation works and augmentation works designers. (ii) Sharing of design information as necessary to enable proper integration of the works. (iii) Submission of design deliverables that will be reviewed to confirm integration of the

works has been accounted for.

32. Durability Planning & Specifications

33. A key long term risk for WAF is operational failure of its wastewater treatment and transportation network assets due to high rates of corrosion. Corrosion of key materials/fittings often results through incorporation of inappropriate materials/coatings either during design, or through poor construction contract supervision and subsequent exposure to highly aggressive micro–environments. These sub–standard materials/coatings, coupled with infrequent inspection/maintenance activities by WAF can lead to early operational failures. The consultant shall prepare a site specific Durability Plan for the Kinoya WWTP Upgrade works. 34. The Durability Plan (DP) should contain the following sections:

(i) Executive Summary (ii) Introduction (iii) Scope

82 Appendix 1

(iv) Definition of Service Life (v) Details of Environment (severity) (vi) Exposure Classification (vii) Details of Material (viii) Maintenance Schedule (ix) References (x) Appendices – include results of bore holes or the severity of environment,

details of modelling, calculations and other similar information.

35. Submit copies of the draft Durability Plan with design/detailed design reports for the respective project components. WAF will provide review comments which shall be incorporated in the final Durability Plan, which will then be used as the basis of specifying appropriate materials and coatings for subsequent delivery contract/s. D. SUB-PROJECT TEAM COMPOSITION & QUALIFICATION REQUIREMENTS FOR THE KEY EXPERTS

36. Senior Project Manager / Team Leader – 15 years experience in design, delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scope is preferred. Operational experience with wastewater treatment facilities will be considered advantageous. 37. Senior Process Engineer – 10 years experience in process design of water and/or wastewater treatment plants including completion of at least 2 projects of similar scope is preferred. Commissioning and operational experience with wastewater treatment plants will be considered advantageous. 38. Senior Civil Engineer (design and construction supervision) – 15 years experience in design and delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scope is preferred. Prior experience with ‘brown-field’ wastewater treatment plant upgrades will be considered advantageous.

E. REPORTING REQUIREMENTS AND TIME SCHEDULE FOR DELIVERABLES 39. Reporting and documentation submission requirements include, but are not limited to: (i) technical memo summarising consultant’s review of previous reports, studies and

background information with comments on relevance, accuracy and identification of missing data – submit within 2 weeks of commencement.

(ii) Geotechnical investigation report – submit within 8 weeks (iii) concept design report documenting process design, civil, mechanical and electrical

design– submit concept design report 16 weeks after commencement; (iv) concept design drawings including Process Flow Diagrams (PFD), Process &

Instrumentation Diagrams (P&IDs), site arrangement plan, plans and sections of all major process structures, layout plans of all access roads – submit with concept design report;

(v) design safety report including HAZOP, CHAIR 1 and access review workshop minutes – submit within 2 weeks of completion of relevant workshops;

(vi) value management report – within 2 weeks of value management workshop (to be held following submission of concept design outputs);

(vii) technical memo summarising procurement risk assessment with recommendations on preferred procurement approach – within 1 week of procurement workshop;

(viii) detailed design drawings and technical specifications for process, civil, mechanical and electrical works as well as draft functional specifications and automation & control philosophy– submit 32 weeks after commencement;

Appendix 1 83

(ix) final design safety report including final HAZOP and CHAIR 2/3 workshop minutes – submit with detailed design drawings;

(x) cost estimates and programme of work – submit 32 weeks after commencement; (xi) outline Construction Environmental Management Plan (CEMP) – submit 32 weeks

after commencement; (xii) tender documentation package including: drawings, general and technical

specifications, particular conditions of contract and conditions of tender – submit 36 weeks after commencement;

(xiii) tender evaluation report – submit within 6 weeks of close of tenders (xiv) monthly consultant progress report – submit no later than the 5th calendar day of

each month.

F. CLIENT’S INPUT AND COUNTERPART PERSONNEL 40. Services, facilities and property to be made available to the Consultant by the Client. (i) A meeting room facility (approx.16 person capacity) is available at Kinoya WWTP for

workshop and training activities. (ii) Professional and support counterpart personnel to be assigned by the Client to the

Consultant’s team: up to 2 graduate engineers (at no cost).

G. CLIENT WILL PROVIDE THE FOLLOWING INPUTS, PROJECT DATA AND REPORTS TO FACILITATE PREPARATION OF THE PROPOSALS: (i) Water & Wastewater Master Plan for Greater Suva Area (Water Authority of Fiji

2015) (ii) Initial Environmental Evaluation for Wastewater Sub Projects (ADB/Water Authority

of Fiji 2015) (iii) Land Acquisition Resettlement Plan (ADB/Water Authority of Fiji 2015) (iv) Outputs generated as part of the current detailed assessment of the existing Kinoya

WWTP infrastructure and site master planning which may include: a. Summary of data analysis b. Summary of historical reports c. Asset condition assessment d. Proposed immediate operational improvements e. Hydraulic profile (existing plant) f. Options assessment for recovery of SBR and other consolidation works g. Design brief for preferred consolidation works h. Standard operating procedures (current plant) i. Waste management plan j. Short term odour mitigation action plan k. Strategy and program for implementation of odour monitoring l. Design Definition Report for Augmentation Stage 1 Works at Kinoya WWTP

(Final) dated March 2016 III. ADDITIONAL CRITERIA FOR FIRM

Note that the selected consulting firm (and associated sub-consultants) will not be eligible to tender for any subsequent Design – Build – Operate contract for delivery of the works either as a single entity, or as a joint venture with another firm. IV. GENERAL REQUIREMENTS FOR LAND SURVEY AND GEOTECHNICAL INVESTIGATION SERVICES 41. All surveys to be completed by a Registered Surveyor (Fiji). All survey data shall be in Fiji Map Grid (projection) Coordinates. Undertake cadastral surveys for definition of existing property boundaries and the proposed extents/boundaries of all land acquisitions

84 Appendix 1

required for construction and operation of the works. Prepare survey drawings of all proposed sub–divisions and land acquisitions in a format suitable for submission to the Ministry of Lands & Mineral Resources, Department of Lands. 42. A detailed geotechnical investigation is required to confirm site geology and final selection of sites for key structures and routes of pipelines. Geotechnical testing data is also required for confirmation of soil and rock engineering parameters to inform detailed designs and cost estimates. 43. Undertake geotechnical investigations at the sites of all proposed main structures and along the alignment of major pipelines. The location of the geotech boreholes shall be on the centreline of structures where practicable. Boreholes shall extend to a minimum depth of 15m, 3m below the underside of structure foundation levels, or to the level of rock stratum (refusal) plus an additional 3m depth (ie rock coring), whichever is lesser. 44. For pipelines, geotech bores shall be located at all major bends and fittings (ie thrust block locations), at each pipeline aerial crossing/bridge structure and at all major geological interfaces. Boreholes on the pipeline to extend to a minimum depth of 3m below grade or minimum 3m below underside of structure foundation level, whichever is lesser. 45. Survey the location of each borehole site as executed and record the ground surface level. Record presence and depth of groundwater if encountered. 46. Prepare geotechnical investigation report/s documenting each of the key sites with borehole logs and detailed assessment of geotechnical conditions and soil classification. Identify depth and extent of any rock strata present and make recommendations of structure foundation requirements. V. GENERAL REQUIREMENTS FOR DRAWINGS AND SPECIFICATIONS 47. The consulting firm will produce all engineering drawings for reproduction and distribution using A3 size paper. Text styles to comply with the following requirements: Table - Text Styles for A3 Drawings

Text height Application Font 1.8mm Notes and Dimensions ISOCP 2.5mm Labels and Sub Headings ISOCP 3.5mm Main Headings ISOCP 5.0mm Drawing & Index numbers ISOCP

48. Submit a sample A3 drawing template incorporating the above text style requirements in AutoCAD format for review and approval by WAF prior to proceeding with production of drawings. 49. Engineering drawings shall provide sufficient information and detail to be used for further design development. Prepare and submit all drawings in both of the electronic formats listed below:

• AutoCAD (*.dwg or *.dxf file); and; • Adobe PDF

50. Submit one (1) electronic copy (AutoCad and PDF) and three (3) bound hardcopies of all draft submissions. 51. Submit two (2) electronic copies (AutoCad and PDF) on CD/DVD and five (5) bound

Appendix 1 85

hardcopies of all final submissions. AutoCAD file submissions shall be compatible with AutoCAD 2016 Auto Desk Infrastructure Suite Application and must include all x–references and base layer drawings within an appropriately structured folder system to enable full and complete opening of AutoCAD drawings. All drawing production and modelling software must be fully licensed with a version release date within the last 5 years. 52. Where standard specifications and other tender documentation are used they must be thoroughly reviewed and amended to suit the specific requirements of the project including the physical, social, economic and political environment in Fiji. VI. CLARIFICATION OF OTHER MATTERS 53. Client Review Process. Client review of all key deliverables under CS02A will be undertaken by WAF internal stakeholders including water and wastewater treatment operations and network operations representatives. Independent high level quality and risk review will also be undertaken by international experts assigned under the CS01A Package 1 (Part A) Project Preparatory Work and Capacity Building consulting services assignment. The WAF project manager will compile a consolidated set of Client review comments within a Quality Review Form (QRF) spreadsheet and issue this to the Consultant within two (2) weeks of receipt of the complete draft deliverable. WAF’s preference is for progressive submission of a series of technical memos at key stages (including major decision points) throughout the design process. This approach has been found to improve WAF stakeholder engagement and minimize duration of review periods for key deliverables. The Consultant shall address all Client comments in writing by returning a copy of the QRF inclusive of detailed responses (including any action/s taken) which shall be submitted with the updated/finalized deliverable. 54. LARP. The Consultant is expected to identify all land acquisition requirements for construction and operation of the works in a summarized schedule including details of Lot/DP number, Land Owner contact details, and details of acquisition requirements (ie outright purchase/easement and land area required). Coordinate with WAF’s Lands Team and the PMU Resettlement Specialist to ensure early identification of all land acquisition requirements and update of the LARP. 55. Detail Design Exclusions. The following items are excluded from the scope of work under this ToR:

• Additional influent quality sampling • Water quality in receiving waters.

56. However, the Consultant shall provide guidance and technical assistance as required by the Client (and its agents) to develop the scope of further water quality sampling programs and receiving water quality studies relevant to this engagement. 57. Advance Procurement of Major Mechanical Items. The Consultant shall assist with advance procurement of major mechanical items via novated vendor packages (or similar contracting arrangement in line with ADB procurement procedures). Prepare technical specifications, tender schedules and provide technical assistance including responding to RFIs and technical evaluation of bids. 58. Contract Tender Documentation & Tendering. The Consultant shall allow for preparation of contract tender documentation based on ADB/FIDIC standard contract documents including the conditions of contract and the preliminaries. For any non-standard (ie. hybrid) contract type, the Client shall provide the conditions of contract and the preliminaries. The scope of work under CS02A involves preparation of the following sets of tender documents:

86 Appendix 1

• Rewa River WSS - 1 set for the delivery pipeline & reservoir and 1 for Intake, WTP and pumping station; and,

• Kinoya WWTP Upgrade - 1 set.

Appendix 1 87

Package 3 (Part A) - Survey, Investigation, Detailed Design & Tendering of Wastewater System Upgrades & Extension

Contract No. CS03A

Terms of Reference A. SCOPE OF CONSULTING SERVICES 1. Consulting services for Package 3 involves three (3) key Sub-Projects:

• Sub-project 4: Existing Pumping Station Upgrades (31 no.) • Sub-project 5: Existing Sewer Main Upgrades • Sub-project 6: Sewer Extension to Additional 15% Of Households

B. BACKGROUND OF SUB-PROJECTS 2. The Water Authority of Fiji currently operates a wastewater system servicing the Greater Suva Area (GSA) which includes seven major and seventy nine small/medium wastewater pumping stations (WWPS), about 44 km of rising sewer and trunk main and over 330km of sewerage reticulation. Reticulated wastewater services are available to around 36% of the population in the GSA. The remaining households generally have on–site wastewater facilities, including many with septic tanks. On-site wastewater systems however pose several problems in relation to environmental pollution from seepages and overflow to local waterways. In 2014, WAF embarked on the process of updating the 1999 Water & Wastewater Master Plan for the GSA. Basic computer models of the existing wastewater system were developed to enable analysis of the steady state capacity of the network under average dry weather, peak dry weather and wet weather flow conditions. Several staged scenarios were examined, namely Existing System, Existing System with Backlog areas, and Existing System with Backlog Areas and Future Development. 3. A key outcome of the wastewater network analysis was that much of the existing infrastructure is already operating at, or near capacity and many existing pumping stations require significantly larger pumps in order to meet current loadings. Some stations require additional upgrades in order to cater for future loadings. A significant number of additional assets are also required in order to connect backlog and future growth areas to the existing network, including additional pumping stations, rising mains and trunk gravity mains. 4. The proposed Fiji Urban Water Supply and Wastewater Management Project (the Project), co-financed by ADB and EIB, will support the Government of Fiji via its implementing agency, the Water Authority of Fiji (WAF), to deliver reliable and durable water supply and sewerage infrastructure to support sustainable urban growth in the GSA. Improved delivery of water and sanitation services is essential for ongoing economic development and is a high Government priority. 5. Three (3) key Sub-projects have been identified to upgrade and extend the existing wastewater network to overcome existing capacity limitations, enable connection of an additional 15% of households in ‘backlog’ sewer areas and to provide additional capacity for future growth. Further details of these 3 sub-projects are provided below. 6. Sub-project 4: Existing Pumping Station Upgrades This sub-project involves upgrading 31 existing wastewater pumping stations (WWPS) that are under capacity. The pumping station upgrade requirements are based on a comparison of current duty flow against required theoretical design peak wet weather flows. The upgrades will generally

88 Appendix 1

involve replacement/upgrade of pumps, upgrade of electrical equipment, installation of SCADA & telemetry systems and associated minor civil & structural works within the existing pumping station sites. Close coordination and management of design and construction of associated high voltage power supply upgrades by Fiji Electricity Authority (FEA) will also be required for successful delivery of the upgrade works. 7. Sub-project 5: Existing Sewer Main Upgrades This sub-project involves the upgrade/duplication of around 18km of wastewater trunk mains and the replacement/relining of around 13.4km of wastewater mains that are either under capacity or are reaching the end of their asset life. WAF has released a tender for condition assessment of all major sewer mains in GSA, which is expected to be undertaken in 2015/16. The condition assessment will identify existing sewer mains with sufficient hydraulic capacity that require replacement/relining due to their condition. 8. Sub-project 6: Sewer Extension to Additional 15% Of Households WAF has a long-term goal to increase the percentage of users connected to the sewer network within the GSA from 36% to 90%. This sub-project involves the construction of new wastewater system infrastructure to directly service around 37 backlog sewerage areas (which will provide connection for an additional 15% HH in backlog areas – 4,500 lots) and a new regional pumping station to service future development in the Waila/Nakasi region (regional infrastructure that will support future development of around 13,500 lots). WAF intend to procure contracts for construction of subsequent work packages required for delivery of the Wastewater System Upgrades & Extension Sub–projects via traditional ‘construct only’ form of contract.

C. OBJECTIVES OF THE ASSIGNMENT

9. The main objective of the consulting assignment is to provide comprehensive survey, investigation and design services together with tendering support, contract management and supervision of contract works for effective delivery of the proposed 3 Sub-projects. Implementation of Sub-projects 4, 5 & 6 will have the following key benefits:

• A significant reduction in sewage overflows during wet weather as a result of significant improvements in wastewater system capacity. Existing capacity constraints directly contribute to sewage overflows that impact adjacent and downstream property owners as well as having major impacts on downstream receiving waters – resulting in both environmental and social impacts.

• A reduction in operating and maintenance costs as a result of replacing ageing infrastructure (particularly mechanical/electrical equipment subject to regular failure and sewer mains in poor condition and/or with high infiltration) with new, upgraded infrastructure. Replacement of ageing infrastructure will also result in a reduction in sewage overflows (particularly in dry weather) due to asset failures.

• Increased system capacity to accept additional loadings from backlog sewerage areas, redeveloped settlement areas and new development areas that are expected to connect to the existing Suva wastewater system over the next 5-10 years.

• Direct servicing of a large proportion of ‘backlog’ sewerage areas within the GSA that currently rely on unreliable/unsuitable on-site septic systems, resulting in improved outcomes for both the downstream receiving environments and social health.

10. However, commissioning of the pumping station upgrade works and backlog sewerage schemes cannot commence until a planned upgrade of Kinoya WWTP (Sub-Project 3) is completed and commissioned. The upgrade, which will increase the hydraulic and process capacity of Kinoya WWTP to 277,000 EP, is scheduled for completion by mid 2018.

Appendix 1 89

Sub-objectives of the above main objective are to: (i) identify and address any gaps or deficiencies with previous master planning and hydraulic

analysis investigations, condition assessments and feasibility studies; (ii) address any outstanding environmental issues and/or EIA process scoping requirements and

define construction environmental mitigation measures; (iii) maximise value of the sewerage network upgrade/extension works for WAF via a structured

value management process; (iv) maximise safety in design and construction via consultation with WAF technical and

operations staff throughout the design development process; (v) identify potential climate change impacts on WAF’s wastewater collection and transportation

network and develop adaptation strategies to increase the resilience of proposed wastewater infrastructure under the scope of the Project;

(vi) provide quality assured detail designs and tender documentation in accordance with the procurement requirements of WAF and the ADB/EIB;

(vii) facilitate early identification of construction requirements and constructability issues; (viii) facilitate the timely delivery of the project in compliance with standards acceptable to the

government and ADB and within the project budget; (ix) minimise Involuntary Resettlement (IR) impacts on the community; and, (x) provide technical and project management support to WAF throughout the design

development, tendering and construction phase. C. SCOPE OF SERVICES, TASKS (COMPONENTS) AND EXPECTED DELIVERABLES 11. The consultant will be responsible for all site surveys, investigations, condition assessments, development of servicing strategies, concept plans, detailed designs, specifications and tender documentation packages, procurement assistance, contract management and supervision of works. The consultant will provide technical assistance and general project management support to the WAF Project Manager and Project Management Unit (PMU) and will also liaise with the appointed Resettlement Specialist under the PMU to ensure early identification of all potential impacts in accordance with the objectives of the updated Land Acquisition & Resettlement Plan (LARP) and Entitlement Matrix. 12. The Consultant is expected to identify all land acquisition requirements for construction and operation of the works in a summarised schedule including details of Lot/DP number, Land Owner contact details, and details of acquisition requirements (ie outright purchase/easement and land area required).

13. Coordinate with WAF’s Lands Team and the WAF Project Management Unit (PMU) Resettlement Specialist to ensure early identification of all land acquisition requirements and update of the LARP.

14. Successful implementation of the proposed wastewater system upgrades and extension will require further close liaison with MLGUDHE Ministry of Local Government, Urban Development, Housing and Environment in relation to plans for integration of Informal Settlements, and Ministry of Lands & Mineral Resources Lands, Survey & Valuation Divisions, among others. These discussions will be led by the WAF Project Management Unit (PMU), however the Consultant is required to actively participate and assist with resolution of all coordination issues relating to the scope of design work under CS03A. All negotiations with informal settlers and landowners regarding land acquisitions and easements for sewerage services will be led by the Project Management Unit (PMU), Land Acquisition & Resettlement Specialist and WAF Lands Team.

90 Appendix 1

15. The consultant will develop the program of work for design, procurement and delivery of the works in consultation with the WAF Project Manager and Project Management Unit (PMU). The program of work must reflect key program constraints for each Sub-project as noted below. 16. The Water Authority of Fiji has recently adopted the Water Services Association of Australia (WSAA) Design Codes for Water Supply, Gravity Sewerage and Sewage Pumping Stations. Accordingly, the consultant shall undertake all planning and design of new wastewater infrastructure under this assignment in accordance with the relevant WSAA standards. 17. Specific requirements for each Sub-project are listed below:

18. Sub-project 4: Existing Pumping Station Upgrades (31 no.). The scope of work under

Part A of Sub-project 4 will include: (i) detailed inspection and condition assessment of existing WWPS sites including: internal

inspection of wet wells, valve chambers, all civil, mechanical and electrical infrastructure including control and switchgear, rising main discharge access chambers;

(ii) survey & detailed measure-up of existing WWPSs and rising mains including: incoming sewer levels, WWPS operating levels, WWPS overflow levels, rising main pipe diameters & material types, horizontal and vertical pipeline profiles and rising main discharge levels;

(iii) assessment of existing dimensional, structural, hydraulic and general functional attributes of existing WWPS and rising main installations against the general design provisions of the WSSA Sewage Pumping Station Code – Planning & Design (WSA 04 - 2005-2.1) including but not limited to: wet well sizing (ie. control volume, depth), duty/standby pump arrangements, ventilation requirements, emergency storage provisions, constructed overflow lines and rising main discharge arrangements – identify and assess all existing limitations and deficiencies;

(iv) hydraulic analysis of WWPS rising main systems and mechanical selection of pumps to meet upgrade flow/head duty requirements;

(v) develop recommendations for scope of upgrade and refurbishment works for each WWPS site and review scope of proposed works in consultation with WAF technical staff;

(vi) consultation with local authorities including but not limited to: WAF (existing services, sewer loadings etc), FRA (road reserve boundaries and access requirements) and FEA (high voltage power supply upgrade requirements);

(vii) engage FEA for design of high voltage power supply upgrade works associated with WWPS upgrades including liaison, management, technical review and coordination of design outputs (note: a provisional sum will be included for FEA design inputs as a nominated sub-consultant);

(viii) define extent of land acquisition and other involuntary resettlement impacts associated with proposed WWPS upgrade works;

(ix) detailed designs and specifications for WWPS upgrade and refurbishment works including all civil, mechanical and electrical works;

(x) develop draft functional specification and automation & control philosophy for each WWPS to be upgraded (note: PLC programming, SCADA development and integration to be completed by WAF’s nominated sub-contractor);

(xi) develop outline operation & maintenance manuals for each WWPS (to be completed by installation contractor)

(xii) construction Hazard Assessment Implication Reviews (CHAIR) and preliminary cut-in / cut-over sequence planning for upgrade works;

Appendix 1 91

(xiii) planning and documentation of temporary sewer diversions / bypass pumping / tankering arrangements required for execution of the upgrade works including & operational and safety risk assessments;

(xiv) conduct a procurement risk workshop for the upgrade works in consultation with WAF & PMU and prepare a procurement plan for delivery of the works packages;

(xv) prepare tender documentation for WWPS upgrade work packages; (xvi) prepare cost estimates and program for delivery of the works; (xvii) provide assistance to WAF throughout the advance procurement and bidding process,

including communication and project advertisement at international level, identification and contacting potential bidders, call for EOI and short listing of 6 eligible bidders and issuance of RFT, responding to tender enquiries;

(xviii) assist WAF with detailed technical review and evaluation of tenders for the contract/s including preparation of detailed and exhaustive tender evaluation report/s with recommendations to WAF. The evaluation report/s will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of any alternative proposals received, using the Net Present Value methodology with discounted rate.

(xix) monitoring of project progress and reporting to the assigned WAF Project Manager throughout the design development and advance procurement phase; and,

(xx) provision of technical assistance and project management support to WAF and PMU as required.

19. WWPS Access and Preparation Works (By WAF) - WAF will undertake clearing of vegetation within its existing WWPTS sites. WAF will provide ground level access to the WWPS sites and arrange for temporary diversion of sewer flows including isolation of upstream WWPS, installation of sewer blocking plugs and vacuum tankers (where necessary) to dewater the wet wells. Once flows have been isolated, WAF will arrange for high pressure water blasting to enable clear inspection of all internal concrete surfaces. The Consultant shall coordinate with the nominated WAF representative to arrange a time for access to each WWPS site. After completing shutdown and isolation of a WWPS site, WAF will maintain the wet well in a dewatered state (or with water levels as low as practicable) for a period of up to 2 hours to enable internal inspections to be completed by the Consultant. 20. Updated WWPS Data and Further Details

92 Appendix 1

SPS NameWet Well Dia.**

(m) Notes

Amra 13 L/s @ 2.7 1.80 24 L/s @ 6.5

Sonoma 2.5 L/s @ 0.7 1.80 9 L/s @ 6.2

Parade 97 L/s @ 1.2 4.85 122 L/s @ 1.9

Robertson 157 L/s @ 6.1 3.6w (rectangular) 280 L/s @ 12.3

Wet well / dry well set up. Pumps are

installed in dry well.

Desbro 106 L/s @ 9.7 4.85 336 L/s @ 12.7

Tokalau 31 L/s @ 6.6 1.80 83 L/s @ 25.4

Existing WWPS wet well may not have

sufficient control volume to support

upgrade. Rising main upgrade 77m of

DN250 also required.

Kumi 42.5 L/s @ 10.0 1.80 97 L/s @ 41.0

Existing WWPS wet well may not have

sufficient control volume to support

upgrade.

N. Gym XX L/s @ YY 2.94 180 L/s @ 14.9

Draw-down test to be done again to

confirm existing pump capacity.

Raiwaqa 34.9 L/s @ 2.5 6.78 (rect) 85 L/s @ 7.3 WAC wet well dimensions to be confirmed.

Viria Industrial 3 L/s @ 0.5 1.80 17 L/s @ 7.8

Nabua Main XX L/s @ YY 5.96 (rect) 825 L/s @ 25.6

Nabua 2 13.2 L/s @ 16.6 1.80 22 L/s @ 37.4

Naveiwakau 2 9.5 L/s @ 6.6 1.80 22 L/s @ 11.6

Davuilevu 1 49 L/s @ 10.9 1.80 75 L/s @ 13.8

Existing WWPS wet well may not have

sufficient control volume to support

upgrade.

Davuilevu 2 3.6 L/s @ 8.0 1.80 17 L/s @ 21.0

Davuilevu 4 10 L/s @ 40.5 1.80 17 L/s @ 45.5

Davuilevu 5 6.4 L/s @ 19.9 1.80 32 L/s @ 43.8

Nakasi 2 3.4 L/s @ 2.3 1.80 52 L/s @ 31.9

Existing WWPS wet well may not have

sufficient control volume to support

upgrade.

Nakasi 1 23 L/s @ 6.7 1.80 70 L/s @ 11.8

Existing WWPS wet well may not have

sufficient control volume to support

upgrade. Rising main upgrade 225m of

DN200 also required.

Nakasi 3 23 L/s @ 1.8 3.00 82 L/s @ 10.4

Tuirara 1 5.9 L/s @ 7.2 1.80 22 L/s @ 17.2

Narere Main 80 L/s @ 15.1 5.86 210 L/s @ 23.4

Narere 8 2.7 L/s @ 6.6 1.80 12 L/s @ 9.1

Navosai 3.9 L/s @ 11.1 1.80 13 L/s @ 17.0

Narere 7 3.2 L/s @ 8.5 1.80 21 L/s @ 11.1

Narere 4 16.2 L/s @ 17.4 1.80 27 L/s @ 21.6

Narere 3 10.4 L/s @ 11.9 1.80 55 L/s @ 16.6

Existing WWPS wet well may not have

sufficient control volume to support

upgrade.

7 miles 70 L/s @ 21.8 2.45 x 2.45 (rect) 90 L/s @ 28.3

Nadawa 4 4.9 L/s @ 3.1 1.80 12 L/s @ 6.2

Nadawa 1 CRM 3.7 L/s @ 31.1 1.80 18 L/s @ 35.3

Nadawa 3 CRM 3.7 L/s @ 31.2 1.80 24 L/s @ 38.3

*Based on results of draw down testing and / or WAC information where available.

** Unless otherwise indicated

Current Estimated Pumping

Capacity*Pump Upgrade To

21. Extent of Required Works for WWPS Upgrades - The exact extent of WWPS refurbishment works and civil/mechanical /electrical upgrade works will vary from site to site and shall be identified by the Consultant during the inspection/condition assessment. Typical minor civil/mechanical/electrical works and general safety upgrades that may be required at the WWPS sites in addition to the proposed mechanical & electrical upgrades include, but are not limited to: (i) Construction of new external valve chambers and relocation of discharge pipework and

valves; (ii) Installation of induct vents on the roof slab, educt vent lines and vent stacks; (iii) Modification of cover slab hatchway openings and installation of new lockable cover

arrangements to accommodate larger pumps; (iv) Removal/modification of existing sewage screen installations within some WWPS; (v) Removal of corroded concrete and reinforcement bars, reinstatement of original concrete

surface profile and coating of internal concrete surfaces; (vi) Installation of new pump discharge bends, guiderails and re-benching of wet well base; (vii) Installation of a knife gate valve (to enable isolation of lows) and drop tube (where required)

on the inlet to the WWPS to reduce turbulence; (viii) Miscellaneous safety upgrades including installation of safety screens, handrails, fencing

and lockable gates where required; (ix) Refurbishment/upgrade of existing structural steel gantry rails to ensure adequate capacity

to remove upgraded pumps; (x) Construction of new reinforced concrete plinths to support upgraded electrical cabinets; (xi) Integration of recently installed RTU/SCADA/Telemetry standalone panels within new

electrical switchboard cabinets.

22. Major civil works that may also be required to support the proposed WWPS upgrades:

Appendix 1 93

(i) Construction of an entire new pumping station wet well (due to limitation of pumping station

control volume and / or pump spacing requirements) - 6 sites expected. (ii) Construction of a single Collection Access Chamber at each WWPS and diversion of local

sewers. (iii) Construction of additional emergency storage facilities at critical WWPS to increase

emergency storage capacity to provide between 2 – 4 hours storage above Alarm Level at ADWF. Such emergency storage facilities may include: inline storage (ie upsized incoming gravity mains), upsized collection manhole, offline storage etc. Actual emergency storage capacity requirements (i.e. hours of storage at ADWF) and configuration shall be reviewed on a case by case basis with WAF network operations team.

(iv) Construction of emergency flow relief structures where these are non-existent or under capacity;

(v) Rising main upgrades: allow for design of new rising mains as follows. • Tokalau WWPS: 80m of DN250 rising main • Nakasi 1 WWPS 225m of DN200 rising main

23. Refer to updated Schedule of WWPS Upgrades which provides the existing wet well sizes and an indication of which sites are likely to require major civil works to support upgrade of the WWPS. In addition to the proposed mechanical & electrical upgrades, the Consultant shall allow for design of: (i) minor civil / mechanical / electrical works, (ii) general safety upgrades and (iii) major civil works as outlined above.

24. The expected duration of concept design, detailed design and preparation of tender

documentation under Part A of the assignment is 26 weeks. Specific deliverables for Part A of Sub-project 4 include: • Condition assessment report on 31 existing wastewater pumping stations – submit within

12 weeks of commencement of Sub-project 4; • Survey drawings of WWPSs sites (including detail measure-up) and rising main

pipelines – submit within 12 weeks of commencement of Sub-project 4; • Design report on proposed upgrade works for 31 existing wastewater pumping stations –

submit draft report within 22 weeks of commencement of Sub-project 4; • Outline operation and maintenance manuals – submit with design report; • Procurement plan – submit within 1 week of procurement risk workshop (held 1 week

after submission of draft design report). • Detailed design drawings, specifications and tender documentation package/s for

upgrade works – submit within 26 weeks of commencement of Sub-project 4. • Tender evaluation report/s – submit within 2 weeks of close of tender;

25. Sub-project 5: Existing Sewer Main Upgrades. The scope of work under Part A of Sub-project 5 will include: (i) undertake a detailed review of sewer main hydraulic capacity analysis together with outputs

of the pipeline condition assessment contract, assess priorities and develop schedule of proposed sewer main upgrades/duplication and relining/replacement works in consultation with WAF;

(ii) consultation with authorities including WAF (existing services, sewer loadings), FRA (existing road reserve boundaries and services allocations), FEA (existing services), etc;

(iii) survey & investigation of proposed upgrade/duplication pipeline routes, including verification of existing pipeline alignment, diameter & pipe materials;

(iv) preliminary selection of pipeline routes and development of concept plans;

94 Appendix 1

(v) undertake all geotechnical investigations and other site investigations as required for design of the sewer main upgrades;

(vi) identify, locate and survey all existing services including but not limited to: FEA overhead and underground power cables, WAF water and sewer mains, stormwater drainage lines, gas reticulation (if any) and telecommunications cables.

(vii) detailed design of sewer main upgrade/duplication works (work package WP05-1); (viii) develop scope of works and detailed specifications for relining / replacement works (work

package WP05-2); (ix) define extent of land acquisition and other involuntary resettlement impacts associated with

sewer main upgrade / relining works; (x) Construction Hazard Assessment Implication Reviews (CHAIR) and preliminary cut-in/cut-

over sequence planning for the pipeline upgrade/duplication and relining/replacement works; (xi) planning for temporary sewer diversions (ie. bypass pumping or tankering arrangements)

required for execution of the works including operational and WHS risk assessments; (xii) prepare outline Construction Environmental Management Plan (CEMP); (xiii) conduct a procurement risk workshop for the pipeline upgrade / duplication and

relining/replacement works in consultation with WAF & PMU and prepare a procurement plan for delivery of the works packages;

(xiv) prepare tender documentation for pipeline upgrades, duplications and relining/replacement work packages;

(xv) prepare cost estimates and program for delivery of the works packages; (xvi) provide assistance to WAF throughout the advance procurement and bidding process,

including communication and project advertisement at local and international level, identification and contacting potential bidders, call for EOI and short listing of 6 eligible bidders and issuance of RFT, responding to tender enquiries;

(xvii) assist WAF with detailed technical review and evaluation of tenders for the contract/s including preparation of detailed and exhaustive tender evaluation report/s with recommendations to WAF. The evaluation report/s will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of any alternative proposals received, using the Net Present Value methodology with discounted rate;

(xviii) monitoring of project progress and reporting to the assigned WAF Project Manager throughout the design development and advance procurement phase; and,

(xix) provision of technical assistance and project management support to WAF and PMU as required.

26. Sewer Main Hydraulic Capacity Assessment. Working in coordination with WAF’s Wastewater Modelling team, the Consultant shall undertake a detailed review of WAF loadings and hydraulic capacity assessment. The Consultant shall confirm existing and future loadings on each sewer trunk main and determine hydraulic capacity requirements in consultation with WAF Planning & Design and Wastewater Modelling Team. Loadings from proposed/future development areas (including redevelopment of adjacent informal settlements by Department of Housing and others) are to be taken into account. 27. Pipeline CCTV Inspections & Condition Assessment - WAF is currently undertaking pipeline jetting/cleaning work and preliminary CCTV inspection of the pipelines under the scope of work of CS03A as identified in the Figures entitled “00-SP4-5-6 WWPS Sewer Main Upgrades Backlog” and “00-SP5-Sewer Mains Target Relining Areas – All Figures” issued with the RFP reference documents. 28. Detailed pipeline inspections (via CCTV) will be conducted by WAF’s contractor (ITS). Detailed CCTV conduit inspection records will be provided to the Consultant to assist with

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identification of scope of works for the proposed sewer pipeline upgrade and relining/replacement works. WAF will transmit this data progressively to Egis as it becomes available. The Consultant shall undertake its own condition assessment of the pipeline assets based on the CCTV inspection records.

29. The Consultant shall review options for sewer relining technology and provide recommendations on appropriate techniques/technologies given the existing pipeline materials, current condition and other local constraints. 30. Trunk Sewer Main Upgrades The scope of proposed sewer trunk main upgrades is based on a comparison of existing pipeline hydraulic against required theoretical design peak wet weather flows. All mains require either replacement of existing mains (where condition is poor to average) or laying a new parallel main (where existing pipe condition in average to good). Most works would be completed within a 10m corridor of existing pipework. A list of proposed sewer mains for upgrade/duplication, as indicated in the Figure entitled “00-SP4-5-6 WWPS_Sewer Main Upgrades_Backlog” is included in the following table. WAF will identify a total length of approximately 18km that will be prioritised for upgrade based on criticality and assessment of CCTV inspection data. Note that all pipelines DN500 and above will be included in the scope of upgrade works.

Pipe Dia.(DN) Length

150 689

200 5748

225 6235

250 2948

275 89

300 6140

325 949

350 608

375 1323

400 187

425 1202

450 992

475 81

500* 52

550* 521

750* 504

1200* 1473

Grand Total 29741

*To be included in the scope of upgrade works.

31. Sewer Pipeline Relining/Replacement - There are many asbestos cement, earthenware (vitrified clay) and cast iron pipes across the catchment that are in poor condition due to corrosion, cracking and joint defects. These pipes generally have sufficient hydraulic capacity, however require replacement or relining in order to reduce infiltration from groundwater and seawater. WAF has identified a number of “target areas” (as indicated on the reference document entitled “00-SP5-Sewer Mains Target Relining Areas – All Figures” issued with the RFP) which are generally low-lying coastal areas, or areas adjacent to creeks/waterways, where high levels of infiltration are

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anticipated. Approximately 24km of pipelines are indicated within the target areas with over 50% of these pipelines located in fully developed/city areas. 32. Based on the results of the CCTV inspection work (conducted by WAF’s contractor ‘ITS’) and the Consultant’s own field inspection of the sewer lines (i.e. alignment walkover), the Consultant shall identify the scope of replacement and/or relining works to be undertaken. The expected total extent of sewer pipeline relining and/or replacement works to be carried out under the Project is approximately 13.4km of DN150 – DN300 pipelines. Relining works can generally be constructed without excavation of sewer mains, however some work in and around manholes along the pipeline route is expected. Where replacement of the sewer main is required due to extremely poor condition/collapse, either in-situ replacement or construction of a parallel sewer main may be required, generally within a 10m corridor of existing pipework. 33. Given that the local cost of replacing sewer lines is approximately the same as relining (at least for DN150–300 pipe sizes), one of the key deciding factors will be the requirements for restoration work associated with replacement of the pipeline via open-cut construction. In built-up areas such as the Suva CBD and surrounding areas, it is likely to be cheaper to undertake relining works rather than open cut excavation for either pipeline replacement or construction of a parallel pipeline. Relining is also likely to be cheaper for pipelines crossing roads that have been recently upgraded by Fiji Roads Authority due to the higher standard of restoration required. The Consultant shall allow for the following proportion of relining and in-situ replacement/new parallel pipeline;

• In-situ relining: 55% • Replacement: 45%

34. A key program constraint for Sub-project 5 is that relining/replacement works may only commence once a significant portion of the existing sewers have been inspected under WAF’s current pipeline condition assessment contract and priority sections of sewer mains for relining/replacement have been identified. It is expected that a list of candidate pipelines proposed for relining works will be made available in the second half of 2016. 35. The expected duration of investigation, planning, detailed design and preparation of tender documentation of sewer main upgrade/duplication works under Part A of the assignment is 26 weeks from commencement. Specific deliverables for Part A of Sub-project 5 include:

• Concept plans for each proposed pipeline upgrade/duplication – submit progressively to WAF for review and comment prior to proceeding with respective detailed design work.

• Detailed design of sewer main upgrade/duplication works and tender documentation (work package WP05-1) – submit within 26 weeks of commencement of Sub-project 5;

• Schedule of priority sewer main relining/replacement works, scope and programme of work – submit within 6 weeks of commencement of Sub-project 5.

• Detailed specifications for relining/replacement works and tender documentation (work package WP05-2) – submit within 26 weeks of commencement of Sub-project 5;

• Tender evaluation report/s – submit within 2 weeks of close of tender;

36. Sub-project 6: Sewer Extension to Additional 15% Of Households. The scope of work under Sub-project 6 will include: (i) review outputs of previous master planning studies, sewer main and WWPS hydraulic

capacity analysis and related background information; (ii) detailed topographic surveys including but not limited to: roads, public infrastructure, private

dwellings and structures, existing household drain outlets, septic tanks and septic tank inlet

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levels, proposed point of connection to the existing wastewater network and / or pumping station site/s etc;

(iii) undertake all geotechnical investigations and other site investigations as required for design of the sewer network extensions and WWPS;

(iv) planning and design of new sewer reticulation works in accordance with WSAA Gravity Sewerage Code of Australia - Part 1 Planning & Design (WSA 02—2014-3.1) including but not limited to: a. development of servicing strategies for each backlog area and identification of preferred

strategy with least community cost over whole life cycle; b. development of concept plans utilising topographic survey and cadastral information with

consideration for staging of infrastructure where appropriate; c. preliminary design of trunk and branch sewer sizing, pumping station location and duty

points, constructed overflow / ERS locations, odour & septicity controls and preliminary sewer reticulation layout;

d. detailed design of sewer reticulation network inclusive of: • sewer layout • hydraulic analysis to confirm sizing of sewer pipelines • maintenance structures • structural design • other measures and structures (ie. ventilation, corrosion protection, constructed

overflows/ERS, emergency storage etc) and, • property connections

(v) undertake detail survey and pegging of finalised sewer pipeline routes, access structures and proposed boundaries of all required easements/land acquisitions;

(vi) identify, locate and survey levels of all existing services including but not limited to: FEA overhead and underground power cables, WAF water and sewer mains, stormwater drainage lines, gas reticulation (if any) and telecommunications cables;

(vii) incorporate WAF review comments and Resettlement Specialist inputs for all Servicing Strategy, Concept Plan and Detailed Design submissions;

(viii) planning and design of new wastewater pumping stations (including proposed Nausori, Nakasi & Lami Regional WWPSs and other reticulation WWPSs as required) & associated rising mains and gravity mains in accordance with WSAA Sewage Pumping Station Code of Australia – Planning & Design (WSA 04 - 2005-2.1) including but not limited to determination of: a. the most appropriate system configuration; b. the most appropriate locations for the pumping station, rising main and discharge point; c. system characteristics including:

• head; • pumping and discharge capacity; • pump type; • pressure main and pipe work requirements including water hammer analysis; • valve types; • wet-well, inlet MH and collection sump volumes; and • operating levels;

d. size(s) and grades of sewers discharging to the wet-well to meet Concept Plan requirements;

e. appropriate pressure main material type(s) and class(es) in accordance with Concept Plan;

f. pumping station and pressure main layouts and alignments including: • pumping station site and pressure main route selection;

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• topographical and environmental aspects; • easements & land acquisition requirements; • foundation and geotechnical aspects; • provisions for future extensions; and • types and locations of maintenance structures, overflows and vents.

g. draft functional specification and automation & control philosophy for each WWPS (note: PLC programming, SCADA development and integration to be completed by WAF’s nominated sub-contractor);

(ix) consultation with local authorities including but not limited to: WAF (existing services, sewer loadings), FRA (existing road reserve boundaries and services allocations), and FEA (existing services and power supply upgrade requirements) etc;

(x) prepare detailed site survey plans indicating all proposed land acquisitions and easements on private land to assist with land valuation/compensation and assessment of other involuntary resettlement impacts;

(xi) Construction Hazard Assessment Implication Reviews (CHAIR 1, 2 & 3) workshops conducted in consultation with WAF staff;

(xii) conduct a procurement risk workshop for the sewer reticulation works in consultation with WAF/PMU and prepare a procurement plan for the agreed works packages;

(xiii) prepare detailed design drawings, specifications and tender documentation for work packages including all civil, mechanical and electrical works required for construction of sewer network extensions, WWPSs and rising mains – drawings shall be in accordance with WSAA Gravity Sewerage Code of Australia - Part 1 Planning & Design (WSA 02—2014-3.1, Section 10.2);

(xiv) engage FEA for design of high voltage power supply upgrade works associated with WWPS installations including liaison, management, technical review and coordination of design outputs (note: a provisional sum will be included for FEA inputs as a nominated design sub-consultant);

(xv) prepare outline Construction Environmental Management Plans (CEMP); (xvi) prepare cost estimates and program for delivery of the contract works packages; (xx) provide assistance to WAF throughout the advance procurement and bidding process,

including communication and project advertisement at local and international level, identification and contacting potential bidders, call for EOI and short listing of 6 eligible bidders and issuance of RFT, responding to tender enquiries;

(xxi) assist WAF with detailed technical review and evaluation of tenders for the contract/s including preparation of detailed and exhaustive tender evaluation report/s with recommendations to WAF. The evaluation report/s will cover detailed technical and financial evaluation of the bids received, with a precise cost-benefit analysis of any alternative proposals received, using the Net Present Value methodology with discounted rate;

(xxii) monitoring of project progress and reporting to the assigned WAF Project Manager throughout the design development and advance procurement phase; and,

(xvii) provision of technical assistance and project management support to WAF and PMU as required.

37. Initial Review of WAF Data - Conduct an initial review of all WAF supplied data and conduct a field inspection to confirm extent of existing sewer network adjacent to all proposed Backlog Sewerage Areas. WAF will provide the concept/detail design information to the consultants for the CRFG works that is currently being undertaken by WAF. The connection point for the catchments under the CRFG works will be highlighted to Egis Eau. All projected loadings will be made available to the consultants by WAF. Loadings for the CRFG works will be updated in the excel model by WAF.

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38. Allowance for Fijian Villages and Informal Settlements - With the aim of improving sanitation within the vast number of Fijian Villages and Informal Settlements in the Greater Suva Area, WAF has allocated funding toward servicing of selected settlements with either a common septic tank arrangement or simplified sewerage/small bore sewer system. The Consultant shall allow for potential future connection of all Fijian Villages and Informal Settlements that fall within the natural drainage catchment of the specified Backlog Sewerage Areas, or are within close enough proximity to enable a pump to sewer type connection. Where practicable, a convenient point of connection shall be provided within the adjacent Backlog Sewerage area to enable future connection. Downstream gravity sewers and WWPS (including rising mains systems) shall be sized to accommodate the additional loadings from the Fijian Villages and Informal Settlements. 39. Topographical Survey of Fijian Villages and Informal Settlements - The Consultant shall undertake sufficient topographic survey within the adjacent Fijian Villages and Informal Settlement to the extent that enables WAF to develop sewerage servicing strategies and comparison of options. The topographic survey shall as a minimum pick up all major topographical features and critical spot levels for servicing of the group/s of dwellings which may dictate the depth of sewers in adjacent Backlog Sewerage Areas. In accordance with local customary practices, the WAF Lands Team will undertake prior consultation with the heads of Fijian Villages and Informal Settlements prior to commencement of survey work in each of these areas by the Consultant. Detailed topographic survey of the Fijian Villages and Informal Settlements for design purposes will be completed by WAF at a later stage.

40. Planning & Design of New Regional Wastewater Transportation Infrastructure. The following regional wastewater transportation system infrastructure is included under the scope of planning and design work for CS03A: (i) Nausori Regional WWPS, Rising Main & Gravity Main (ii) Nakasi Regional WWPS, Rising Main & Gravity Main (iii) Lami Regional WWPS, Rising Main & Gravity Main 41. The proposed regional pumping stations at Nausori, Nakasi and Lami together with associated rising mains and trunk gravity mains will be required to convey additional wastewater loadings from the nominated backlog sewerage areas (totalling 4,500 lots) to Kinoya WWTP. Additional capacity must be provided for later connection of infill development, informal settlements and future development in major growth centres. Coordinate all planning and design for regional wastewater transportation system infrastructure with the WAF Planning & Design Section and Wastewater Modelling Team. The Consultant shall consider possible staging of proposed regional wastewater transportation infrastructure and identify opportunities to defer major infrastructure upgrades where it may be economically feasible to do so. Preliminary details of regional wastewater transportation infrastructure (where available) are outlined below. (i) Nausori Regional WWPS - New regional sewage pump stations located in Nausori will also be constructed and will support the future development in the Nausori region over the next 10-15 years. The Nausori Regional WWPS will discharge to the Nakasi Regional WWPS via a rising main and gravity main system. Indicative capacity and sizing of the Nakasi Regional WWPS and rising/gravity main system are as follows:

• Regional PS - 3.8m Dia/6m depth. • Duty 215 L/s @ 32m • Rising main / Gravity main: 6300m of DN450 / DN500

WAF has already selected a likely site for the Nausori Regional WWPS and commenced negotiations with the landowner for acquisition. An indicative alignment of the proposed rising main

100 Appendix 1

and trunk gravity main discharging to Nausori Regional WWPS is indicated on the Figure on page 16-217 of WAF’s Greater Suva Area Water & Wastewater Master Plan. (ii) Nakasi Regional WWPS - New regional sewage pump stations located in Nakasi will also be

constructed and will support the future development of around 10,000 lots in the Waila/Nakasi/Nausori region over the next 10-15 years. Indicative capacity and sizing of the Nakasi Regional WWPS and rising/gravity main system are as follows: • Regional PS - 8m Dia/7m depth. • Duty 640L/s @ 26m • Rising main/Gravity main: 5400m of DN750/DN900

WAF has already selected a likely site for the Nakasi Regional WWPS and commenced negotiations with the landowner for acquisition. An indicative alignment of the proposed rising main and trunk gravity main discharging to Kinoya WWTP is indicated on Figure 16-217 of the WAF’s Greater Suva Area Water & Wastewater Master Plan. (iii) Lami Regional WWPS - The Wailada WWTP is located in Lami, approximately 4 Km away from Suva City. The package plant at Wailada was commissioned in 1975 with the designed capacity of 800 EP. The plant was installed to treat the waste water produced by the Wailada Industrial Subdivision and with the intention to decommission the plant once the sewerage coverage reached Lami Area. The Wailada WWTP is currently overloaded and has not been upgraded to cater for any increased loading. The servicing strategy for the backlog sewerage areas located in the Lami area will include the proposed Lami Regional WWPS. It is expected that the aging Wailada WWTP would be decommissioned and all flows directed to the Lami Regional WWPS (and ultimately, Kinoya WWTP). Indicative sizing of the Lami Regional WWPS and rising/gravity main system has not yet been determined but it is expected to have an ultimate capacity of 480 - 650 L/s depending on the final extent of the Kinoya WWTP catchment (to be confirmed with WAF). The initial proposed location of the Lami Regional WWPS is the vicinity of the intersection of Reservoir Rd and Queens Rd, Suva. The rising main/gravity main discharging to Kinoya WWTP is expected to be approximately 8.5km long. An indicative alignment of the proposed rising main/gravity main discharging to Kinoya WWTP is indicated on Figure 16-217 of the WAF’s Greater Suva Area Water & Wastewater Master Plan. 42. Specific deliverables for Part A of Sub-project 6 include:

• Servicing strategy reports for each backlog area (or group of backlog areas serviced by a common reticulation WWPS) including summary of existing and projected future loadings and assessment of infrastructure options – submit within 8 weeks of commencement of Sub-project 6.

• Concept plans for sewer reticulation layouts, pumping station sites and rising main alignments – submit within 16 weeks of commencement of Sub-project 6.

• Concept design reports for new sewage pumping stations – submit within 20 weeks of commencement of Sub-project 6.

• Detailed design report for sewer extension incorporating geotechnical investigation report/s, sewage pumping stations and rising main design, records of authority consultation letters, summary of land acquisition requirements – submit draft report within 32 weeks of commencement of Sub-project 6.

• Design safety report – submit with detailed design report. • CEMPs for each major works package – submit with detailed design report. • Cost estimates and program for delivery of the contract works packages – submit with

detailed design report.

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• Survey drawings of required land acquisitions for pipeline and pumping station easements – submit with detailed design report.

• Detailed design drawings, specifications and tender documentation for all work packages – submit within 32 weeks of commencement of Sub-project 6.

• Tender evaluation report/s – submit within 4 weeks of close of tender. D. TEAM COMPOSITION & QUALIFICATION REQUIREMENTS FOR THE KEY EXPERTS 43. All key experts must have a relevant Bachelor Degree in Engineering (Civil, Mechanical, Chemical) or related discipline/s. (i) Senior Project Manager/Team Leader – 15 years experience in design, delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scale and complexity is preferred. Previous relevant experience with construction of sewerage reticulation schemes, upgrade of wastewater pumping stations and sewer rehabilitation/relining works and will be considered advantageous. (iv) Senior Civil Engineer (design) – 15 years experience in design and delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scale and complexity is preferred. Previous relevant experience with construction of sewerage reticulation schemes, upgrade of wastewater pumping stations and sewer rehabilitation/relining works and will be considered advantageous (v) Senior Civil Engineer (construction supervision) – 10 years experience in design and delivery of water and wastewater infrastructure including completion of at least 2 projects of similar scale and complexity is preferred. (vi) Structural Engineer – 10 years experience in design of reinforced concrete and steel structures is preferred. Prior experience in design of water retaining structures and protective coating systems will be considered advantageous. (vii) Mechanical Engineer – 10 years experience in mechanical design of water and wastewater infrastructure is preferred. Prior experience with mechanical design of wastewater pumping stations and associated infrastructure will be considered advantageous. (viii) Electrical Engineer – 10 years experience in electrical design associated with water and wastewater infrastructure is preferred. Prior experience with electrical design of wastewater pumping station upgrades (ie brown-field sites) will be considered advantageous. (ix) SCADA/Automation Engineer – 10 years experience in design of SCADA, telemetry, instrumentation, electrical and process control systems associated with water/wastewater infrastructure is preferred. Prior experience with installation/commissioning of process control, telemetry and SCADA systems associated with wastewater pumping stations will be considered advantageous. (x) Environmental Specialist – 7 years experience in environmental assessment and monitoring of general infrastructure projects is preferred. Specific previous experience with preparation and implementation of Construction Environmental Management Plans, environmental auditing and supervision of construction works will be considered advantageous. (xi) Contract Documentation Specialist - 10 years experience with documentation of construction contracts is preferred. Specific experience with FIDIC forms of contract and ADB procurement procedures will be considered advantageous. E. REPORTING REQUIREMENTS AND TIME SCHEDULE FOR DELIVERABLES 44. General report submission requirements for Subprojects 4, 5 & 6 include but are not limited to:

102 Appendix 1

(i) Monthly consultant progress report (design phase) submitted no later than the 5th calendar day of each month.

F. CLIENT’S INPUT AND COUNTERPART PERSONNEL 45. Services, facilities and property to be made available to the Consultant by the Client: (i) A meeting room facility (approx.10 person capacity) is available at WAF head office for

workshop and training activities. (ii) Professional and support counterpart personnel to be assigned by the Client to the

Consultant’s team: The CS03A consultant shall allow for placement of up to three (3) WAF Graduate Engineer counterpart personnel who will be assigned as embedded support to the Consultant. It is expected that the WAF Graduate Engineers will gain practical experience through their direct involvement with engineering investigation, design, documentation and tendering of the core Sub-projects. The Consultant will also benefit through increased involvement of local Fijian project team members with knowledge of WAF’s processes, systems and network operations.

(iii) WAF will provide advance notification of survey and associated clearing works to local residents and arrange for access to the sites.

(iv) WAF will undertake clearing of vegetation within its existing pumping station sites and arrange for access.

46. All the counterpart support and facilities shown above would be provided by WAF in kind and would be free of charge to the Consultant.

G. CLIENT WILL PROVIDE THE FOLLOWING INPUTS, PROJECT DATA AND REPORTS TO FACILITATE EXECUTION OF THE PROJECT: (i) Water & Wastewater Master Plan for Greater Suva Area (Water Authority of Fiji 2015) (ii) Initial Environmental Evaluation for Wastewater Sub Projects (ADB/Water Authority of Fiji

2015) (iii) Land Acquisition & Resettlement Plan (ADB / Water Authority of Fiji 2015) (iv) Kinoya – Nadali WWTP Master Plan Draft Report Rev02 (Hunter H2O, November 2015) 47. All the information shown above would be provided by WAF in kind and would be free of charge to the Consultant. H. GENERAL REQUIREMENTS FOR LAND SURVEY AND GEOTECHNICAL INVESTIGATION SERVICES 48. All surveys to be completed by a Registered Surveyor. All survey data shall be in Fiji Map Grid (projection) Coordinates. 49. A Registered Surveyor (Fiji) shall undertake all cadastral surveys for definition of existing property boundaries and the proposed extents boundaries of all land acquisitions required for construction and operation of the works. Prepare survey drawings of all proposed sub-divisions and land acquisitions in a format suitable for submission to the Ministry of Lands & Mineral Resources, Department of Lands. 50. A detailed geotechnical investigation is required to confirm site geology and final selection of sites for key structures and routes of pipelines. Geotechnical testing data is also required for confirmation of soil and rock engineering parameters to inform detailed designs and cost estimates. Allowance shall be made for development of geotech boreholes at up to six (6) sites.

Appendix 1 103

51. Undertake geotechnical investigations at the sites of all proposed main structures and along the alignment of major pipelines. The location of the geotech tests shall be on the centreline of structures where practicable. Boreholes shall extend up to a depth of 15m, 3m below the underside of structure foundation levels, or to the level of rock stratum (refusal) plus an additional 3m depth (ie rock coring), whichever is lesser. 52. For pipelines, geotech testing shall be located at all major bends and fittings (ie thrust block locations), at each pipeline aerial crossing/bridge structure and at all major geological interfaces. Geotech testing on the pipeline to extend to a minimum depth of 3m below grade or minimum 3m below underside of structure foundation level, whichever is less. 53. Survey the location of each geotech test site as executed and record the ground surface level. Record presence and depth of groundwater if encountered. 54. Prepare geotechnical investigation report/s documenting each of the key sites with borehole logs and detailed assessment of geotechnical conditions and soil classification. Identify depth and extent of any rock strata present and make recommendations of structure foundation requirements. 55. The Consultant shall undertake an environmental assessment of all proposed survey and geotechnical investigations prior to undertaking any actual field work. Submit detailed work methodology for all physical investigation works including a schedule of all expected land entry requirements, extent of tree trimming and/or land clearing (where required). Submit site specific Investigation Environmental Management Plans (IEMPs) including all safeguards and mitigation measures for the proposed investigation activities including but not limited to:

• extent of tree trimming; • extent of any land clearing for temporary access (where required); and, • erosion and sedimentation control measures.

56. Work In Confined Spaces – Survey & Inspection Activities - The Consultant shall remain responsible for the safety of its personnel, sub-consultants and sub-contractors at all times. Extreme caution is required for any work (including survey and inspections) conducted within confined spaces. For the purposes of this consultancy, all WWPS wet/dry wells, pumping station buildings, valve chambers and sewer manholes/access chambers shall be deemed to be hazardous confined spaces. In line with the hierarchy of hazard/risk controls (ie ELIMINATION), the Consultant shall consider whether the survey/inspection work can be effectively carried out without the need to enter the confined space/s. All work in confined spaces shall be conducted in accordance with “Confined Spaces Code of Practice” (February 2014) published by Safe Work Australia (available at http://www.safeworkaustralia.gov.au/sites/swa/about/publications/pages/confined-spaces-cop) or equivalent international codes of practice / standards. 57. The Consultant shall submit its proposed Safe Work Method Statements (SWMS) for review by WAF prior to commencement of work. The SWMS shall include (where appropriate) the following provisions for work within confined spaces: i) confined space entry permit system (coordinated with WAF network operations staff), ii) appropriate confined space training of all workers, iii) standby/rescue person/s, iv) gas monitoring, v) confined space entry and rescue equipment and vi) appropriate Personal Protective Equipment (PPE). I. GENERAL REQUIREMENTS FOR DRAWINGS AND SPECIFICATIONS 58. The consulting firm will produce all engineering drawings for reproduction and distribution using A3 size paper. Text styles to comply with the following requirements:

104 Appendix 1

Table - Text Styles for A3 Drawings Text height Application Font 1.8mm Notes and Dimensions ISOCP 2.5mm Labels and Sub Headings ISOCP 3.5mm Main Headings ISOCP 5.0mm Drawing & Index numbers ISOCP

59. Submit a sample A3 drawing template incorporating the above text style requirements in AutoCAD format for review and approval by WAF prior to proceeding with production of drawings. Engineering drawings shall provide sufficient information and detail to be used for further design development. Prepare and submit all drawings in both of the electronic formats listed below:

• AutoCAD (*.dwg or *.dxf file); and; • Adobe PDF

60. Submit one (1) electronic copy (AutoCad and PDF) and three (3) bound hardcopies of all draft submissions. Submit two (2) electronic copies (AutoCad and PDF) on CD/DVD and five (5) bound hardcopies of all final submissions. AutoCAD file submissions shall be compatible with AutoCAD 2016 Auto Desk Infrastructure Suite Application and must include all x-references and base layer drawings within an appropriately structured folder system to enable full and complete opening of AutoCAD drawings. All drawing production and modelling software must be fully licenced with a version release date within the last 5 years. Where standard specifications and other tender documentation are used they must be thoroughly reviewed and amended to suit the specific requirements of the project including the physical, social, economic and political environment in Fiji. J. ENGAGEMENT OF FEA FOR DESIGN OF POWER SUPPLY UPGRADES 61. Fiji Electricity Authority (FEA) has a natural monopoly in the generation, transmission, distribution and sale of energy in bulk or to individual customers in all parts of Fiji. The design of all works involving upgrade and/or extension of FEA’s high voltage electrical assets are generally undertaken by FEA or its sub-consultants. 62. Procedures for engaging FEA (or its sub-consultants) for these upgrades - The Consultant will be issued with a letter from WAF stating that they acting on behalf of WAF and that all communications and liaisons with FEA shall be undertaken by the Consultant. The procedure to be followed by the Consultant will involve: (i) Write a formal letter to FEA highlighting your request and relevant site details. (ii) Request for a site meeting to discuss requirements. (iii) Provide estimated maximum site power requirements (kW) for FEA to calculate/determine

the configuration/capacity of power supply upgrades and required land area. (iv) FEA to prepare a proposal based on the upgrade power supply requirements.

• Planning & Design Phase (including FEA fee estimate) • Preparing Project Deliverables (Project Timelines). There is a possibility of FEA

outsourcing the installation works. • Calculating Project Cost

(v) Consultant to submit FEA project proposal to Client. The Consultant shall pay all FEA fees for Planning & Design stage. All corresponding fees paid to FEA may be claimed under the Provisional Sum (iii) Design of High Voltage Power Supply Upgrades (FEA). No management fees shall be claimed under the provisional sum.

(vi) Consultant to conduct regular meetings with FEA's planning & design team and coordinate power supply upgrade requirements with WWPS upgrade site works.

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(vii) Contact person in FEA - For any new electrical installation, FEA's Planning/Design & protection team needs to be consulted with regards to the maximum demand requirement for any particular installation. • Contact Person: Mr. Krishneel Prasad (Unit Leader - Planning/Design & Protection) Email: krishneelp@fea.com.fj or Mob: 9992355

(viii) Examples of general high voltage electrical power supply upgrades that may be required (ix) Construction of a new sub-station for a pumping facility where a significant power supply

upgrade is required (x) Installing a dedicated HV line to a said facility, if the site is situated in a remote location. (xi) Increasing maximum demand to a said facility, if the site requirements exceed the maximum

demand supplied by FEA. (xii) Upsizing existing transformers to cater for any additional loads in a facility. (xiii) Providing permits for a new electrical installation & also confirmation that the installation is as

per the required AS/NZS 3000:2007 standards. Projects could include; generator, power factor correction & new switchboards for any facility.”

K. COORDINATION WITH WAF’S REGIONAL WASTEWATER TRANSPORTATION SYSTEM SERVICING STRATEGIES AND EXTERNAL AGENCY DEVELOPMENT PROGRAMS 63. It is essential that all servicing strategies, concept plans and designs developed for new/upgraded wastewater transportation infrastructure and sewer extensions under CS03A be coordinated with WAF’s broader wastewater transportation system servicing and wastewater treatment strategies. WAF’s strategy takes into account existing and proposed future residential and commercial developments. 64. The Consultant shall undertake a detailed review of WAF’s previous investigation and planning work including but not limited to: WAF’s Water & Wastewater Master Plan Final (WAF, November 2015) and related documents. Coordinate with WAF’s Design & Planning Section and WAF Wastewater Network Modelling Team throughout the strategy/concept planning stage to ensure that all major wastewater infrastructures linking to, or forming part of, WAF’s regional wastewater transportation system takes into account current and future development proposals and WAF’s broader servicing strategies. 65. WAF has recently undertaken consultation with Government agencies including the Department of Housing (DoH) to confirm its plans for construction of new housing infrastructure and redevelopment of informal settlements. The information obtained from DoH regarding its current and future program for redevelopment as well as known proposed developments is summarised in the Google Earth/GIS *.kmz file provided with the RFP reference documents. L. CLIENT REVIEW PROCESS 66. Client review of all key deliverables under CS03A will be undertaken by WAF internal stakeholders including wastewater network planning and operations representatives. Independent quality review will also be undertaken by international experts assigned under a separate consulting services engagement (CS01A Package 1 (Part A) Project Preparatory Work and Capacity Building). 67. The WAF project manager will compile a consolidated set of Client review comments within a Quality Review Form (QRF) spreadsheet and issue this to the Consultant within two (2) weeks of receipt of the complete draft deliverable. Increased WAF stakeholder engagement/involvement at all key decision points will minimise the duration of review periods for key deliverables. The Consultant

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shall address all Client comments in writing by returning a copy of the QRF inclusive of detailed responses (including any action/s taken) which shall be submitted with the updated/finalised deliverable. “Written acceptance” by the Client shall constitute acknowledgement that the Consultant has adequately addressed all Client comments and made all required changes in the final deliverable.