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DUYURU VE İHALELER / Preparation of Medium-Term Development Planning and Financing in Metropolitan Municipalities (IB-A1.C3)
SÜRDÜRÜLEBİLİR ŞEHİRLER PROJESİ İHALELERİ Preparation of Medium-Term Development Planning and Financing in Metropolitan Municipalities (IB-A1.C3)
 

Sustainable Cities Project – Turkey – Ilbank

 Medium-term Development Planning and Financing

in Metropolitan Municipalities

Terms of Reference

Background

İller Bankası A.Ş. (Ilbank) is implementing the Sustainable Cities Program (SCP) with technical and financial support from the World Bank and the European Union. The SCP aims to help Metropolitan Municipalities (MM): (i) respond to current and increasing demands for urban services; (ii) plan for future infrastructure service needs in a sustainable manner; (iii) mobilize financing to fund investment priorities; and (iv) adhere to new spatial planning mandates and infrastructure service requirements as prescribed by the amended Metropolitan Municipality Law No 6360 in December 2012. The SCP is organized around two main components:

Component A – Sustainable City Planning and Management Systems, funded by an EU-IPA2 Grant and implemented under World Bank guidance. This component provides for technical assistance to MMs to ensure a more comprehensive and integrated approach to planning which includes support for spatial, social, environmental, financial, and capital investment planning and management. This aims to allow Municipalities to improve each dimension of sustainability (environmental, social and financial/economic). Under the EU-IPA2 Grant Agreement, there is a clear focus on outcomes that demonstrate how plans can be developed in a comprehensive and integrated manner these include Integrated Urban Water Management Plans, Financial Management Tools and Capital Investment Plans. 

Component B – Municipal Investments such as public transport, water and sanitation, solid-waste management and energy, funded through an IBRD loan. 

With metropolitan status, MMs have assumed jurisdiction over numerous towns and hundreds of villages within their provincial perimeter with substantial changes in revenues, expenditures, service responsibilities, assets, and liabilities. This transformation has induced financial challenges, such as less revenue than expected and more expenditure responsibilities, since MMs must now provide municipal services including transport, water, solid waste system development and provision in the vast areas outside of the core urban centers. Some MMs have existing affiliated utilities to carry out water and sanitation services however some MMs have recently established affiliated utilities. 

Many are facing additional challenges of low revenue and expenditure management capacities in their local service entities/utilities (water, solid waste, or public transport), primarily because many MMs including their affiliated utilities have inherited huge debts and contingent liabilities from the district municipalities while lacking adequate corporate-based financial management systems and procedures. In short, there is urgent need for technical assistance to establish adequate municipal finance management capacities in MMs and their affiliated entities.

Technical assistance provided under SCP will help participating MMs, and their affiliated utilities, improve their financial management capacities and adopt measurable financial performance indicators. Potential areas of TA include:

  • Revenue Enhancement
  • Expenditure Control improvement
  • Integrated Financial Management System
  • Integrated Urban Information
  • Capital Investment Plans

Medium-term Development Planning and Financing (MDPF) – Among the potential areas of technical assistance is Medium-term Development Planning and Financing (MDPF) also called Capital Investment Planning. MDPF is a financial tool that can make a substantial contribution to how MMs effectively identify the financial implications associated with various spatial or sectoral plans.  MDPF is a process to identify, prioritize, finance, and schedule investment projects in a systematic, analytic, complete, and consistent manner for the medium term, typically 5 years. Therefore, establishing MDPF capacities and mainstreaming practices in MMs participating under SCP is among the prime objectives of the SCP Component A.

MMs have substantial planning and analytic capacities, yet they have a need to strengthen their existing investment procedures, especially to plan for the medium term on a rolling basis, thus MMs would benefit from greater familiarity with international practice. To do this, MMs will require the introduction of a framework and effective implementation of MDPF systems and procedures so they can do this sustainably into the future.

Therefore, Ilbank seeks a consulting firm to mobilize specialists (including in the areas of urban planning, infrastructure, finance, and environment) to support SCP participating MMs to strengthen the strategic and operational linkages between their spatial plans and their development plans in the form of an MDPF and establishment of capacity and systems for MDPF preparation.  The consultancy work will be funded by Ilbank from an EU-IPA2 Grant that has been approved and is available for disbursement under World Bank rules and procedures.

Objective

The main objective of this assignment is to strengthen the development and capital investment planning framework, procedures, and practices in Metropolitan Municipalities, and their affiliated utilities, in Turkey. This also entails the integration of urban planning with capital investment planning and investment financing, and incorporation of sound principles for prudent project selection and financial decision-making.

Scope of work

The consulting firm (the Consultant) will work with the selected MMs as a special MDPF advisor and cover the entire framework, process, and underlying analytical works of the MDPF from initial sensitization and capacity building to the effective structuring and establishment of the MDPF framework, procedures, and implementation of MDPF until drafting and adoption of the first five-year MDPF program in each participating MM.

The consultancy requires extensive fieldwork and regular interactions with respective municipal staff in guiding and in part completing actions to prepare the MDPF. Activities may include needs assessments, technical and financial analysis, project identification, guiding scoring and selection of priority projects all following an on-the-job training modality. However, the respective municipal bodies and officers will make all effective decisions regarding MDPF; the consultant may advise, but has neither authority nor responsibility to make decisions that are part of the MDPF project selection process.

The participating MMs will volunteer to adopt MDPF as a medium term development planning procedure and will establish pillars of the MDPF, and correspondingly appoint municipal officers to implement and monitor the MDPF. More specifically, each MM mayor will set up a MDPF Committee, appoint to the committee members from various MM units, affiliated utilities or independent legal entities (municipal/utility entities), and may invite and include representatives from local business community, and representatives of civic organizations. Each Mayor will appoint a MDPF Coordinator, and a technical support team (TST). The MDPF consultants will be part of the TST team and will support all parts of the team activities, all members, and all aspects of the MDPF as TST professional advisors on demand basis including support to committee and team meetings.

The initial assignment is one year (12 months) with the possibility to extend as MMs may demand continuation of this professional support by financing it from their own resources, in preparation of the next rolling MDPF program in the subsequent fiscal year by moving the first planned year to the Budget with possible adjustments and adding one more year to the timeframe of the second MDPF.

The Consultant will be working under the guidance and control of the designated specialist of the Ilbank International Relations Department. In the MMs, the consultant team will start reporting to the mayor or his designee until the MDPF frameworks have been established and the MDPF committees and Coordinators appointed; after that the teams will be directly subordinated to the Coordinators of MDPF Committees. The MDPF specialist of the World Bank SCP team (with Ilbank) will monitor the work and review some deliverables of the consultant team staff to ensure quality and compliance with international best practices, but without judging the priorities the MMs set and projects the MMs to the MDPF. 

Medium-term Development Planning and Financing for 10 MMsis expected to be completed within this consulting service: the preliminary list of cities include: Antalya, Balikesir, Denizli, Kahramanmaraş, Kayseri, Malatya, Mardin, Muğla, Ordu, and Van MMs; a short description of these MMs is provided below and detailed are in an Annex of this ToR. 

1.       Denizli is an industrial and tourism city situated the southwest of the Aegean Region with a population of 1,005,687 in 2016. 

2.       Muğla is a province of Turkey, at the country’s south-western corner, on the Aegean Sea. The province covers an area of 12,974 km2.

3.       Antalya is situated by the Gulf of Antalya on the Mediterranean coast and has an area of 20,177 km2.

4.       Kayseri is a large city in Central Anatolia located at the foot of the extinct volcano Mount Erciyes that towers 3,916 meters over the city. It has an area of 16,970 km2.

5.       Mardin is located at Dicle Part of Southeastern Anatolia Region. The city has a border with Syria. The population of Mardin province is 809.719 (end of 2017.)

6.       Malatya is located in the western part of Eastern Anatolia. The population of Malatya province is 786.676 (end of 2017).

7.       Kahramanmaraş is in the eastern part of the Mediterranean Region. The population of Kahramanmaraş province is 1.127.623 (end of 2017).

8.       Balıkesir is a province in the northwestern of Turkey with coastlines on both the Sea of Marmara and the Aegean. The population of Balıkesir province is 1.204.824 (end of 2017).

9.       The city of Ordu is a port city on the Black Sea coast of Turkey. The population of Ordu province is 742.341 (end of 2017).

10.   Van is located on the eastern shore of Lake Van in the eastern of Turkey. The province has a surface area of 21.334 km2. The population of Van province is 1.106.891 (2017).

Tasks

The consultant is responsible to fulfill a broad range of tasks that include but not limited to the following:

(1) Review and Summary of existing development planning practices and linkages to MMs’ Territorial and Sectoral Planning and Utilities’ Sectoral Planning;

(2) Capacity Building and Training;

(3) MDPF Framework–Standard Operating Procedures for key positions and actions;

(4) supporting MDPF Preparation with target analytical studies;

(5) Adopting the MDPF including public engagement; and

(6) Detailed outline for procedures manual.

It is expected that all tasks given below will be fulfilled for respective metropolitan municipalities and affiliated utilities.

Task 1: Review and Summary of Existing Development Planning Practices

Based on existing legislation and practices for Territorial, Sectoral and Financial Planning for MMs and sectoral planning for utilities, the consultant will provide a brief overview and assessment of the existing framework and procedure on development planning and link spatial planning instruments and financial planning.

Task 1.1 Development Planning: In cooperation with and coordination under participating MMs; the MMs, their affiliated utilities and entities (investment oriented), outline and describe the existing steps and procedures for how their (1) spatial planning instruments (Environmental Plan, Territorial Plan, Development Plans and Implementation Plans); and (2) their strategic and sectoral plans (5-Year Strategic Plan, Transportation Master Plan, Infrastructure Master Plan, and Solid Waste Masterplan) inform and link to the MMs MDPF development plan aka Capital Investment Plan and annual budget cycle.  

Task 1.2 Organizational Structure: Graphically illustrate the existing multi-year development planning (MDPF) and annual budget calendar cycle and identify key stakeholders involved and their respective functions noting existing MMs’, affiliated utilities’ and entities’ (investment oriented) departments, technical or working groups, and opportunities for public inputs to project selection and financial decision-making for both MDPF and annual budgets.  

Task 1.3 Identify the need for other Financial Management tools that would enhance the capacity of the MMs to deliver services in a financially sustainable manner.

Task 1.4 Baseline Report: Draft short baseline report for each MMs to use in subsequent tasks noting existing practices that can be strengthened under current legislation and gaps that can be addressed through adoption of new international practices and or updating of regulations and/or legislation. With each MMs and in consultation with Ilbank and the World Bank, propose key areas of focus for Financial Management tools and activities that the SCP can support noting what the MMs can undertake within their own expertise and resources and the proposed focus under this consultancy. In addition, the report should identify existing good practices that can be made available to other MMs.

Task 2: Capacity building and training

The consultant will need to provide various forms of capacity building and training actions to ensure enhancement of the development planning framework and timely development of the MDPF framework and fluent implementation of MDPF procedures. Based findings from Task 1, specific subtasks include:

Task 2.1 Training Materials:  Develop introductory training materials for initial awareness raising, sensitization and training of selected municipal officers. These should cover general explanation of the MDPF concept, framework, and main procedures with strong visual examples and templates from international practices, presented in a short brochure and in respective ppt presentations. Materials should be prepared both in Turkish and English; the language of trainings should be in Turkish.

Task 2.2 Sensitizing Workshop: Organize a one-to-two-day introductory MDPF sensitizing workshop to be organized for one MM or for a group of SCP MMs. The workshop should be based on the training materials and sensitize a broad audience from political and administrative leaders to the key staff of various departments and affiliated utilities or other municipal enterprises. In developing training agenda, provide opportunities for selected MMs to present their existing MDPF practices based on Task 1. A short summary report on each workshop with outcomes and next steps should be drafted after the workshop and shared with Iller Bank, MM participants, and WB.

Task 2.3 Technical Support: Provide hands-on technical support to various entities in on-the-job training modality to help analytic works, technical and financial planning, project structuring and selection. If timing is appropriate, develop specific case examples with reference life-cycle costing options on projects to be financed under SCP Components A & B.

Task 2.4 Special Technical Trainings: On demand basis, provide half-to-one-day specific targeted technical trainings to the various service departments or other functional units (maybe jointly to the MDPF Committee and Technical Support Team) to facilitate developing project proposals, boosting analytic and forecasting skills, using excel cash-flow models, or fill knowledge gaps in other areas on demand basis.

Task 2.5 Closing Workshop: Towards the end of the first year organize a closing workshop for staff that had been involved in the MDPF to exchange ideas, draw lessons from first year experiences, and seek options for improvements. In consultation with Ilbank, consider the benefits of inviting additional participants from SCP eligible MMs and appropriate central government institutions to benefit from the lessons and exchange.

Task 3:  Develop the MDPF framework

The consultant will be responsible to facilitate developing the MDPF framework by drafting proposals and discussing them with key stakeholders, seek acceptable modalities, and aim timely adoption of the framework.

Task 3.1 Organization Structure: The consultant should propose a pragmatic and workable organizational structure based on international experiences, but adjusted to the circumstances of Turkish MMs identified in Tasks 1 and 2. This may include, but not limited to: MDPF Committee, MDPF Coordinator, Technical Support Team, and MDPF contact person in each unit that aim development projects. Consultant should facilitate timely adoption of the organization structure by the Mayor. 

Task 3.2 MDPF Policy: Propose structure and key elements of MDPF policies; ensure compliance with respective legislation and regulations and harmony with international practices. The consultant should prepare a short summary of respective legislation and regulations to facilitate adoption of MDPF policy and ensure completeness and compliance. The consultant should ensure clarity in the scope of the MDPF, namely to clarify what kinds of municipal entities are eligible proposing projects and what kinds of projects should be included in the MDPF. The issue how to coordinate or cooperate with Metropolitan Districts and with national programs foreseen in the MMs’ jurisdiction is a specific issue that should be taken into account substantively. The consultant should propose specific policies to incorporate into the MDPF process policy objectives to analyze and fulfill environmental, social and financial sustainability, but also to build critical links between territorial planning, strategic and sectoral planning, and financial planning with MDPF. Likewise, MMs may wish to adopt policies to prioritize climate-smart and resilient projects or project modalities. The revised model draft policy should be submitted for one MDPF Committee’s approval and then can be replicated and emulated in other MMs.

Task 3.3 Project Selection Criteria: The consultant should propose an initial draft for simple, pragmatic project selection criteria based on which initiate intensive dialogue with key stakeholders to ensure selecting adequate set of criteria suitable to the Turkish MMs or to a specific MM. The consultant should propose and discuss with stakeholders scoring system and procedure in harmony with the set policies and the adopted project selection criteria.

Options to consider may include to follow conventional or rather climate-smart project analyses and selection, to use mixed criteria with joint scoring of conventional factors and climate-smart criteria, or scoring conventional factors and climate-smart criteria separately and then set final scores with weighted averages. In addition, consider existing or proposed policies and practices that link the timing of planning and land use decisions to the financial capacity of the MMs to provide a desired level of infrastructure services in existing neighborhood or proposed developments.  These issues are in part technical, but more importantly policy issues the MMs needs to take position. The revised draft criteria should be timely submitted for MDPF Committee’s approval.

Task 3.4 MDPF Calendar: The consultant should propose a MDPF calendar based on the analysis of Turkish legislation and international practices and hold discussions with stakeholders to seek modalities best suit the local circumstances. The consultant should provide the MDPF coordinator with a revised draft MDPF calendar that reflects a consensus among key stakeholders and is in harmony with international practices and should ensure timely submission it for MDPF committee’s approval.

Task 3.5 MDPF forms: The consultant should draft templates for various MDPF steps and reports and supplement them with detailed instructions for users; meanwhile taking current legislative framework and regulations into account. The templates and instructions should be discussed with the TST and Coordinator, and then submitted for MDPF Committee’s review and approval. Templates should also include MDPF monitoring and evaluation indicators and procedures based on Turkish legislation and in harmony with international best practices.

Task 4:  Support the preparation of the MDPF

The implementation of the MDPF requires substantial analytic and planning works that the consultant should guide and partially complete many subtasks on demand basis. Specific subtasks include, but are not limited to the following:

Task 4.1 Analytic studies: The consultant is responsible for identifying and proposing to respective stakeholders’ completion of specific analytic studies required underpinning identification, structuring, and/or selection of specific projects or seeking modalities. The consultant may need to complete the studies directly, but should ensure strong involvement of respective municipal units and staff and combine this work with on-the-job training by delegating gradually more and more tasks to the municipal staff. The specific studies should be based on local circumstances, but may include, albeit not limited to, the following:

·         Needs assessment by specific service sectors based on objective criteria and reliable databases such as national statistics, demography, economic growth, poverty or job surveys, or other measurable factors that impact needs for certain services (water, transport, health, education, culture etc.). Needs assessments should be corresponded to the master plans, strategic and sectoral plans, published surveys and studies, climate and resilience studies analyses if any.

·         Economic analysis, national and local economic development, local growth factors, trends;

·         Financial analysis of the MMs, affiliated utilities and municipal entities (investment oriented) and forecasting derived from regular financial reports of the MMs, affiliated utilities and municipal entities (Balance sheet, income statement, and cash-flow, asset database, debt database etc.) but adjusted for MDPF purposes.  Detailed assessment of project financing options and modalities. The final product of the financial analysis should be a 5-year Capital Budget plan for MMs that covers all investments under the authority of MMs with actual and forecasted Capital financing sources and Capital expenditures which reflect/incorporate the already committed (ongoing or earmarked) projects that go down into the MDPF period.

·         Excel models: The consultant should prepare simple excel models and spreadsheet for background calculation to support project preparation and internal evaluation or comparison of various alternatives such as revenue and expenditure forecast, lifecycle costing model with net present value analysis. The consultant should prepare simple user instructions to these models and guide and train the respective municipal staff in either classroom or on-the-job training manner or both ways as may deem necessary.

·         Project analysis: Analysis of potential projects based on completed feasibility studies or (for later un-prepared projects) by identification of comparative projects to set ballpark data for basic technical solutions, but also calculate reasonable estimates for cost of development, maintenance, repair, and operation.

·         Life-cycle cost analyses to compare project alternatives and modalities.

·         On demand basis, complete, guide, and train climate impact and resilience analyses for projects of the very next subsequent year to support comparison or selection of climate-smart and resilient but still cost effective project modality. The consultant may borrow, adjust and implement a decision-making model (Excel spreadsheet) for climate-smart, resilient capital investment planning prepared under World Bank capacity building programs that will be handed over to the consultant via Ilbank.

Task 4.2 Preparing Project Requests: The various service departments, functional units, utility or other entities ought to prepare project request because of their intimate knowledge about their sector and vested interest in developing the assets under their mandates. They should fill out the Project Request Form that prepared by the consultant and adopted by the MDPF Committee based on their professional knowledge and supported by respective specific target studies mentioned under Task 3.1 as may deem necessary. They do have experiences in putting together project proposals, but those practices may appear to be not yet aligned with the systematic approach of a standard MDPF. Thus many of them need some professional support especially in completing important background analyses, simple and quick but important data gathering, and presenting results in regularized manner.

The consultant should provide hands-on support to these entities by sharing information about best practices, benchmark data, and effectively organizing and maybe completing the due analyses and then filling out the project request forms in order to make their case consistent and compelling. The consultant should do these supports in on-the-job training manner, while ensure to guide clients and delegate completion of the actions to the clients as far as it is reasonable. The measurable results will be the well prepared, professionally sound, and robust project requests.

Task 4.3 Revising Project Requests: The MDPF Coordinator and the TST are mandated to review project requests and assess formality, completeness, and compliance, but they should refrain from making judgements about the quality, value, or merits of the projects nor they should score or rank projects at this stage.

The consultant should support the TST in screening the project request forms submitted by the departments or other eligible entities. The consultant should support the screening process on demand basis, but should avoid conflict of interest, meaning that the person of the consultant team who has guided drafting a particular project proposal should not screen the same proposal for completeness and compliance perspective. The consultant is responsible to help the TST and Coordinator timely completion of the screening of project request forms according to the MDPF calendar.

Task 5:  Support Selection of Priority Projects and Preparation of MDPF Program documents

Prioritization of project requests is an iterative process that includes scoring projects and matching project funding needs with available finances, and then preparing a final list of priority projects in an iterative process. The consultant should support the MDPF Committee on demand basis in doing quick analysis, comparisons, and seeking options and modalities.

Task 5.1 Prioritizing Project Requests: The prioritization of project requests includes several actions by the MDPF Committee. First the Committee may hold hearings, review session to discuss project details and asks clarification questions from the project entities. The Consultant on demand basis or as may deem necessary to assist, may join these discussions and support dialogue on addressing issues on specific professional fields either financial or technical nature or regarding environmental or social sustainability, climate impacts or resilience.

The consultant should support the Coordinator in drafting and finalizing scoring evaluation sheets the selected scoring members of the MDPF Committee ought to fill. However, the consultant should not participate or interfere in any manner in the scoring of the project proposals.

The consultant should support, on demand basis, the MDPF Coordinator aggregate the scoring results from the evaluation sheets and prepare a summary sheet for MDPF Committee discussion and approval.

Task 5.2 Matching Projects and Funds Available: The prioritization of projects is based on the merits of the projects measured against the set policy objectives and scoring rules. However, the total volume of money required to support all eligible projects is often greatly exceeding the funds available, but also the amount available in a particular year, since the yearly demand depends on the project implementation cycle or technical nature. That’s why there is a need for an iterative process to select priority projects while keep maintaining a balance between the predicted volume of funds available in a particular year and the volume of expenses predicted for the same year.

The consultant needs to support the Finance Department in proper forecasting of the funds available, that also depends on the funding modalities e.g. budget, grants, loan, private participation, PUC contribution etc. The consultant should help find the most appropriate funding modality for each priority project with the aim to maximize the development capacity. The consultant should ensure that sufficient funds are pledged to continue ongoing projects and for projects funded by earmarked grants, and only the remaining funds are considered when the priority projects are being matched with the available funds.

The project costs greatly depend on technical, size, or sophistication modalities. The consultants should work with the technical specialists of the Departments to help identify the most effective technical modality and to save expenditures by streamlining the projects to the needs even though there are only very preliminary project ideas instead of fully developed feasibility studies available at this stage. Using data and experiences from comparable projects from other cities or countries would be helpful in identifying and comparing alternatives well ahead of design phase.

The consultant should help the MDPF Committee and the Finance Department, on demand basis, to compare reasonable alternatives and follow iterations towards a final selection of priority projects with specific technical and financial modalities. The final result should be a draft MDPF summary list with proposed priority projects that match both the revenue and expenditure side of the five-year Capital Budget Plan.

Task 5.3 Involving the Public: Involving the public may happen either by representation or by information sharing, or by community meetings or public hearings. Should the MM opt to invite representatives of the local business community or civic organizations as members of the MDPF Committee, the consultant should provide technical support by sharing information on demand basis as part of the TST.

The second form of community involvement in MDPF process includes sharing information in forms of simple leaflets, or making reports accessible in media, but also to hold community meetings and public hearings. The consultant should help facilitate community involvement by supporting preparation of information documents tailored to the public interest and knowledge capacities, media events or news, and collecting feed-back via media, public hearings, or other community meetings. Consideration can be given to holding information meetings for the public in different locations within the MM to ensure broader public engagement. The consultant should help the MDPF Coordinator fulfill the above tasks, on demand basis, may participate in public hearings as a silent observer or as a record keeper, but should let the Coordinator or Committee members engage in dialogues with the citizens. The consultant, on demand basis, should also help the MDPF Coordinator share the final version of MDPF with the public.

Task 5.4 Drafting Capital Program: The consultant, on demand basis, should help the Coordinator, TST members or MDPF Committee members to prepare and finalize draft MDPF program documents and ensure completeness, correctness, and appropriate presentation of the results for final discussion and adaptation by the MDPF Committee and then for publication if the MMs aim publicizing the program document or shorter brochures which summarize the highlights. The MMs will share the final MDPF on their web page.

Task 6 Model MDPF Report:

The consultant will draft a short report both in Turkish and English outlining a model MDPF that synthesizes the key lessons and practices adopted by the participating MMs. The report, drafted in non-technical language and graphically illustrated, will highlight the benefits and means of mainstreaming MDPF practices and will be made available to other SCP selected and non-partner MMs.

Deliverables

The consultant should submit to MMs specific reports (inception, progress, final), plus copies of each material prepared under this assignment (training materials, templates, information sheets, etc.). MMs shall send all deliverables to Ilbank for approval upon delivered by consultant. All the materials the consultant developed under this assignment should be considered as owned by MMs and cannot be used without specific permits outside of this assignment. The list of deliverables is summarized in the timetable below. The consultant will coordinate with Ilbank to consider how the emerging findings from the Diagnostic and Needs Assessment Study for selected MMs can inform this consultancy.

The deliverable(s) of the consultancy work should be in line with the World Bank Operational Policies and national legislation. A budget item for the future environmental and social assessment studies/documents for the identified investments can be listed as one of the potential investment topics of the MMs.

Deliverable

Output

Timing

Inception report

Report with detailed elaboration the way the assignment will be completed, including draft work plan, issues for clarification, comments on ToR

Two weeks in assignment

Monthly progress reports

Short report on actions and issues that need clarification, challenges, feed-back from stakeholders

First week of each month

Review and Summary

Short baseline report for each MMs noting existing practices, gaps and key areas of focus for strengthening development planning.  

4 weeks in assignment

Training

Training materials

Sensitizing training events

Specific trainings

Workshop Summary Reports

6 weeks in assignment

Month 2

Month 3 to 7

MDPF Preparation

MDPF Policy, Project Selection Criteria, MDPF Calendar, MDPF forms, excel models, and other templates.

Templates and excel models should be prepared for one SCP MM and applied to other municipalities, be slightly adjusted as may deem necessary

Month 2-4

MDPF Preparation

Analytic studies, project request form,

Analytic studies and benchmark data of general nature should be prepared for one SCP MM and then used for all MMs

Month 3-7

MDPF Project Selection

Scoring template, Capital Budget template

These templates should be prepared for one SCP MMs and then applied to other municipalities, slightly adjusted as may deem necessary

Month 5

Public involvement

And Dissemination

Brochures, leaflets, reports, presentation (if any)

Short summary on feed-back from the public

Prepare materials to share and disseminate the outcomes of the assignment (including at the closing workshop).

Month 11

Draft final report

Draft final report on the consulting work-year, with annex copy of each MDPF program and calendar prepared/adopted and/or published by the MMs. Include some detailed case studies demonstrating different approaches or capacities of MMs.

Provide recommendations on adopting an integrated MDPF for other MMs noting any national legislation reforms that are required.

Second week of Month 12

Model MDPF Report

Present a model MDPF Report that synthesizes the key lessons and approaches adopted by the participating MMs. The report can be presented at the closing workshop.

Month 12

Closing workshop

The Ilbank and World Bank may organize a closing workshop for all participating municipalities. The consultant will present a summary of experiences, lessons, and options way forward based on final report.

Month 12

Final report

Revised final report

Two weeks after draft report

Reporting and Procedure for Reviewing of the Reports

The Consultant shall report to the MMs on a day-to-day basis and to the MMs and Project Management Unit (PMU) at ILBANK for regular reporting. The final version of deliverables will be submitted to both MMs and ILBANK in hard copy and electronic version in Turkish and in English. (5 Turkish and 5 English hard copies as well as electronic copies in word and pdf format in five separate flash memory sticks). Draft versions of all deliverables will be submitted to MMs and ILBANK as electronic version in Turkish and in English (word and pdf format).

In the case of any discrepancies, the Turkish version will prevail. The Consultant may be asked by ILBANK to revise the submitted documents within 15 working days from the submission. Upon a revision request, the consultant shall submit the final versions of documents within 15 working days after making the necessary changes.

After the approval of the draft, the consultant shall submit the final version of the deliverable with 10 printed copies (5 Turkish copies and 5 English copies) and electronic copies in word and pdf format in five separate flash memory sticks. The final version of all deliverables shall satisfy proper editing and graphic design standards following the visibility rules of the project, including EU Visibility Rules. All documents collected and prepared during/for the field studies conducted as part of the project will also be submitted to ILBANK.

Roles and Responsibilities

Ilbank PMU will oversee the work progress and quality of the consultant’s deliverables in coordination with MDPF Coordinator of each MMs. The Consultant will be working under the guidance and control of the designated specialist of the PMU. The PMU will also support MMs to ensure coordination between the consultant and World Bank while preparing reports and conducting project activities including field visits. The contract will be signed between MMs and the Consultant, and payments to consultant will be made by Ilbank upon consultant’s submission of deliverables and approval by MMs and Ilbank.

Selected MMs will set up a MDPF Committee, and appoint a MDPF Coordinator, and a technical support team (TST).  The MDPF consultants will be adopted as part of the TST team and be directly subordinated to MDPF Coordinator. The MDPF Coordinator will secure coordination within the related parties and also facilitate the contacts of the consultant with appropriate internal and external stakeholders. MMs will provide access to all available related documents and data including plans, project documents, financial data, accounting reports, etc. and any other kind of information necessary to carry out the consultant's assignment. However, it is the responsibility of the consultant to verify the technical accuracy and completeness of provided data and documents in all cases and update them as required.

The consultant will be responsible for debriefing to the MMs and ILBANK. The consultant team will debrief and consult with the MMs’ team regularly (frequency to be confirmed during contract negotiations), and flag any problems in a timely manner. The consultant will be in charge of documenting and keeping record of activities and meetings, and prepare minutes/notes after each meeting and field visits with the decisions made and suggestions. Depending on the need, the consultant shall compensate any kind of translation including simultaneous translation, interpreter, and translation of documents.

Presentations and agenda shall be sent to participants at least 3 working days before meetings. Presentations shall provide detailed information on implemented and planned monthly activities summarizing the project progress with the agreed work programs and suggests revisions of these plans, if necessary. The language of training and training materials will be in Turkish but submitted in English too. The consultant shall organize and participate in fact-finding missions/site visits to project sites when necessary or requested by MMs/Ilbank. All field visits will be planned and realized in consultation with the Ilbank PMU.

The consultant shall verify technically in all cases and where needed shall update existing data, reports and projects, that may have been handed over by MMs and/or Ilbank.

The consultant will also be responsible for considering World Bank Safeguard Policies during the assignment.

Consultants’ qualification

The assignment requires mobilization of four specialists: Senior Urban Development Specialist, Senior Infrastructure Project Specialist, Senior Financial Specialist, and Senior Environmental and Climate Change Specialist. One of the specialists should be appointed team leader. The consultant may appoint two persons for each said positions and/or supplement core staff with 2 temporary junior staff in each position who will be focused on data gathering or analysis depending on the timing and workload of overall project implementation.

Senior Urban Development Specialist (team leader): 15-year work experience specializing in urban planning, municipal finance, and infrastructure investment. Master degree or equivalent on urban planning, municipal finance, or economics. Knowledge and experiences on Medium-term Development Planning and Financing. The consultant must have skills and experiences to design guidance materials, guide and complete analytic studies, and deliver training; but also should have outstanding analytical, synthesis, communication, and writing skills. International experiences, working with international donors, experiences in working with Turkish municipalities, and fluency in written and spoken English and Turkish are considered as additional benefits.

Senior Infrastructure Specialist: 15-year work experiences in analyzing and/or structuring infrastructure projects, feasibility studies, or design studies in the sectors relevant to the mandates of the metropolitan municipalities. Master degree in engineering or related fields.  International experiences, working with international donors, experiences in working with Turkish municipalities, and fluency in written and spoken English and Turkish are considered as additional benefits.

Senior Financial specialist: 15-years of experiences in municipal and/or project finance and experiences in accounting and financial reporting with outstanding analytical, synthesis, communication, and writing skills. Experiences in working with Turkish municipalities and public investment projects. Master degree or equivalents on economics or finance. Experiences in working with international donors and/or international projects abroad, likewise fluency in written and spoken English and Turkish are considered as additional benefits.

Senior Environmental or climate change specialist: 10 years of experiences in working in the field of public investments and analyzing environmental safeguard issues and or climate impacts or completing environmental and social impact assessments, low-carbon infrastructure development and city-level climate change issues. Master degree or equivalent in environmental studies. Experiences in working with Turkish municipalities, international experiences or experiences with international donors, and fluency in written and spoken English and Turkish are considered as additional benefits.

Duration

The duration of contract is twelve (12) months.

 

 

 

 


 

Annex 1

Main Characteristics of the cities

 

Source: http://www.uyduharita.org/denizli-haritasi-resimleri/

Denizli

Denizli is an industrial and tourism city situated the southwest of the Aegean Region. It is bordered by Afyon and Burdur to the east, Aydın and Manisa to the west, Uşak to the north and Muğla to the south. The population of Denizli was 1,005,687 in 2016. 

Denizli was a province of Turkey from the time of the establishment of the Republic of Turkey. Denizli is the second fastest growing city of the Aegean region, after İzmir. The province covers an area of 11,868 km2 and is 428 meters above sea level.

In compliance with law number 6360 and as of 2014, Denizli Municipality gained legal status as a Metropolitan Municipality (MM). According to this law, the service area of the MM increased from 1,159 km2 to 11,868 km2 and the service population increased from 654,321 to 993,742 (as it stood in 2014). Due to this change in administrative status, some variations have also been made to both institutional and service areas. The water and wastewater management unit that was operating while Denizli province was an “integrated city”, has become the General Directorate of Denizli Water and Sewerage Administration (DESKI) following the decision of the Cabinet of Ministers number 2014/6072 and dated 13 March 2014 along with an associated increase in their scope of responsibilities.

Muğla

 

Source:  http://www.turkey-visit.com/map/turkey/mugla-map.asp

Muğla is a province of Turkey, at the country’s south-western corner, on the Aegean Sea. The province covers an area of 12,974 km2 and its city center area sits at an altitude of 760 – 630 m in a north-south direction. Its administrative seat is Muğla, about 20km (12 miles) inland, while some of Turkey’s largest holiday resorts, such as Bodrum, Datça, Marmaris and Fethiye, are on the coast of Muğla. The area consists of settled areas of Muğla Metropolitan Municipality which include (13) districts and related villages.

At 1,100 km (683 miles), Muğla’s coastline is the longest among the Provinces of Turkey and longer than many countries’ cost lines, (even without taking any small islands into account). As well as the sea, Muğla has two large lakes, Lake Bafa in the district of Milas and Lake Köyceğiz.

The landscape consists of pot-shaped small plains surrounded by mountains, formed by depressions in the Neocene. These include the plain of the city of Muğla itself, Yeşilyurt, Ula, Gülağzı, Yerkesik, Akkaya, Çamköy and Yenice. Until the recent construction of highways, transport from these plains to either the coast or inland areas was arduous, and thus each locality remained an isolated culture of its own. The economy of Muğla relies mainly on tourism (on the coast), and agriculture, forestry and marble quarries inland.

In compliance with law number 6360 on the establishment of MMs, Mugla Municipality gained legal status as a MM in 2014. Under the Law, the service area of the MM increased from 1,659 km2 to 12,654 km2 and the service population from 99,158 to 866,665. Due to this change, some variations were also made to institutional and service areas. The water and wastewater management unit that was in operation before Mugla province was established has become the General Directorate of Mugla Water and Sewerage Administration (MUSKI) following the decision of Cabinet of Ministers number 2014/6072 and dated 13 March 2014 along with a change in scope of responsibilities.

Muğla MM’s population was estimated at 923,646 by 2016. By 2040, the total population is estimated to reach 2.7 million. Under these projections, it is estimated that the average annual population growth rate in Muğla MM will be 3.9%. This figure is extremely high compared to population growth for Turkey and for this reason, it is estimated that high rates of immigration to Muğla Metropolitan Municipality is and will continue to occur. 

Antalya

 

http://www.istanbul-rehber.com/harita/resim/sehir/Antalya-haritasi.jpg

 

The city of Antalya is situated by the Gulf of Antalya on the Mediterranean coast and has an area of 20,177 km2. The Taurus mountain range of southern Anatolia runs parallel to the Mediterranean in an east-west direction, resulting in the formation of narrow coastal plains, which are surrounded by mountains on three sides and opening south to the Mediterranean Sea.

Since the area is closed to the cold northerly winds, it is characterized by a typical Mediterranean climate with hot, dry summers and moderately warm and rainy winters. Around 300 days of the year are sunny, the sea temperature never goes below 15°C and in summer it is around 29°C. The air temperature climbs up to 45°C in July and August. The sea breeze and the northeasterly winds blowing from inland areas relieve the area under this temperature.

Antalya holds 2.9 percent of Turkey’s population with 2,328,555 inhabitants (in 2016). The annual population growth rate is 1.7 percent.

The economy of Antalya depends on a mixture of tourism, agriculture, and commerce, with some light industry. Agricultural production includes citrus fruits, cotton, cut flowers and bananas. Antalya is a leading agriculture center for Turkey due to its suitable ecology and climate. Antalya MM’s wholesale food market meets 65% of the fresh fruit and vegetable demand of Turkey. Developments in tourism, starting in the 1970s, transformed the city into an international resort.

With law number 6360 the MM increased its area from 2,033 km2 to 20,909 km2 and the service population from 1,161,142 to 2,222,562. The MM has large seasonal population increases due to tourism.

Kayseri

Kayseri is a large city in Central Anatolia located at the foot of the extinct volcano Mount Erciyes that towers 3,916 meters over the city. It has an area of 16,970 km2.

The city has been continuously inhabited since 3000 BC with the establishment of the ancient trading colony at Kültepe, which is associated with the Hittites.  The City has always been a vital trade center as it is located on major trade routes, particularly along what was called the Great Silk Road. Kültepe, one of the oldest cities in Asia Minor, lies nearby.

Kayseri has a cold semi-arid climate with cold, snowy winters, hot, dry summers with cool nights due to its high elevation. Rainfall occurs mostly during the spring, early summer and late autumn.

Kayseri hosts 1.7 percent of Turkey’s population with 1.358.980 inhabitants (in 2016). The city is highly industrialized and often cited in the first ranked amongst Turkey’s cities that fit the definition of the ‘Anatolian Tigers’.  The Kayseri Organized Industrial Zone is one of Turkey's largest zone that includes more than 500 firms, 17 of which are in the top 500 list of Turkish Firms. In July 2004 Kayseri applied to the Guinness Book of Records for the largest number of factories being constructed on a single day.

On the other hand, recent expansion of the service area in Water and Wastewater Utilities by Law No.6360, has led to a significant increase in population and service area. 

Mardin

 

The city of Mardin is located at Dicle Part of Southeastern Anatolia Region. The city has a border with Syria. Syria is located at southern part of the city, while Şanlıurfa is located in the west, Diyarbakır and Batman provinces in the north, Siirt province in the northeast and Şırnak province in the east.

The province has a surface area of 8.891 km2 and has an average elevation of 1,082 meters. The population of Mardin province is 809.719 (end of 2017) and constitutes about 1% of Turkey's population.

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Mardin Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

The economy of Mardin is largely based on agriculture, but agriculture is not developed enough. Nearly 80% of the active population works in the agricultural sector. Industry is left behind. The main agricultural products are wheat, barley, rice, chickpea and cotton.

Although there are opportunities for culture and faith tourism in the province, it does not have an important place in the economic structure of Mardin.

Generally, the continental climate characteristics are observed in the Mardin province. In winter, months are cold and hot in summer; land is arid because it is under the influence of desert climate from the south in summer.

Malatya

 

Kaynak: http://www.turkiye-rehberi.net

The city of Malatya is located in the western part of Eastern Anatolia. The city is surrounded by Elazığ and Diyarbakır in the east, Adıyaman in the south, Kahramanmaraş in the west, Sivas and Erzincan in the north.

The province has a surface area of 12.259 km2 and has an average elevation of 977 meters. The population of Malatya province is 786.676 (end of 2017) and constitutes about 0.97 % of Turkey's population.

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Malatya Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

Malatya is the most developed city in the region, economically. The economy is mainly based on apricot cultivation. 80 percent of the world's apricot needs are met from Malatya. In Malatya, many apricot factories provide employment opportunities for the population. Besides, textile factories give life to the economy. There are two organized industrial zones in Malatya.

Malatya is an important culture and art center for the region. Battalgazi, one of the districts of the city, has artifacts from the Seljuk and Ottoman periods.

In Malatya province, continental climate prevails. Although there were very severe winter months before, the dams built in recent years due to the water potential in Malatya have softened the climate in the whole city. According to the climatic conditions of the region, the city has a mild climate today.

Kahramanmaraş

The city of Kahramanmaraş is in the eastern part of the Mediterranean Region and it is surrounded by Malatya and Adıyaman in the east, Gaziantep and Osmaniye in the south, Kayseri and Adana in the west, Sivas in the north.

 

https://www.turkcebilgi.com/nurhak,_kahramanmara%C5%9F

The province has a surface area of 14.520 km2 and has an average elevation of 67 meters. The population of Kahramanmaraş province is 1.127.623 (end of 2017) and constitutes about 1,39 % of Turkey's population.

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Kahramanmaraş Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

The economy of Kahramanmaraş is based on trade, industry, and agriculture. 80% of the active population is engaged in agriculture, forestry, animal husbandry and hunting. Kahramanmaraş has two official and two special organized industrial zones. Especially in textile and cotton yarn industry the city has become a leading center position in Turkey and in the Middle East.

The city of Kahramanmaraş is also famous for its hand-churned ice cream. Kahramanmaraş's hand-churned ice cream has become famous all over the world with the determination and contribution of local companies and ice cream branches have been opened in many world cities.

Kahramanmaraş climate structure is different from other cities. Since the city is located on the intersection of three geographical regions, it has a variable climate.  Mediterranean climate is dominant in the center whereas towards north, due to the high altitude, continental climate prevails.

 

Balikesir

The city of Balıkesir is a province in the northwestern of Turkey with coastlines on both the Sea of Marmara and the Aegean. Its adjacent provinces are Çanakkale to the west, İzmir to the southwest, Manisa to the south, Kütahya to the southeast, and Bursa to the east. The province has a surface area of 14.272 km2 and has an average elevation of 101 meters. The population of Balıkesir province is 1.204.824 (end of 2017) and constitutes about 1,49 % of Turkey's population.

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Balıkesir Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

The economy of the province is generally based on agriculture. Due to the convenient location of the land and climate, all kinds of agricultural products are grown in Balıkesir. Cereals, tobacco, sugar beet, cotton, tomatoes are the leading products. The agriculture-based industry is highly developed, with diversified agricultural activities spreading a large area. Especially poultry and egg products have an important place in the last years. Olive production with 10 million olive trees has an important place in provincial agriculture and economy.

Also, the province is very important in terms of underground treasures. Mineral deposits such as boron, coal, iron, especially chrome, marble, lead, zinc, antimony, and kaolin are rich.

Ordu

The city of Ordu is a port city on the Black Sea coast of Turkey, historically also known as Cotyora or Kotyora. The city is surrounded by the Black Sea in the north, Giresun in the east, Samsun in the west, Sivas in the south and Tokat in the south. The province has a surface area of 5.952 km2 and has an average elevation of 10 meters. The population of Ordu province is 742.341 (end of 2017) that constitutes about 0.9 % of Turkey's population.

 

https://www.turkcebilgi.com/ordu/harita

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Ordu Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

The economy of the province depends on agriculture and is famous for hazelnuts. Turkey produces about 70 percent of the world's hazelnuts, and Ordu is the chief producer in Turkey, responsible for 150,000–180,000 tons per year, which amounts to around 30% of Turkey's production. Hazelnut production constitutes approximately 88% of the arable land of Ordu, while the rest of the land consists mainly of corn and wheat fields. Ordu's kiwi production is the second largest in the country after Yalova. Beekeeping is also important in Ordu and constitutes about 12.8% of honey produced in Turkey.

In Ordu, the climate is warm, temperate and has a significant amount of rainfall during the year.

Van

 The city of Van is located on the eastern shore of Lake Van in the eastern of Turkey. The province has a surface area of 21.334 km2 and has an average elevation of 1,661 meters. The population of Van province is 1.106.891 (2017) that constitutes about 1.37 % of Turkey's population.

 

https://tr.wikipedia.org/wiki/Van_ilindeki_yerle%C5%9Fim_yerleri_listesi

In compliance with the law number 6360 “Establishing of Metropolitan Municipality at 14 provinces and 27 districts” in 2012, Van Municipality has gained legal status of Metropolitan Municipality with other 13 municipalities.

The economy of Van is based on agriculture, sheep and goat breeding and processing of animal products. 77% of the active population works in the agricultural sector. Plant production is limited due to the long and hard winter. The province is famous for its cat, herbaceous cheese and typical breakfast. There is also a blue flag beach in the city, which hosts the Van Lake Film Festival.

Van province has a harsh continental climate with cold, snowy winters and warm, dry summers. Rainfall occurs mostly during the spring and autumn.  

 

 

 

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