This document provides a plan for implementing private sector participation contracts for three water and wastewater operations in Alexandria, Egypt: 1) septage collection and disposal, 2) operation of Site 9N, and 3) transport of waste materials. It recommends pursuing the contracts simultaneously and retaining transaction advisors to help. Key activities include enhancing information, selecting advisors, addressing staff impacts, assessing equipment conditions, and implementing pre-transaction tasks like creating an implementation unit and organizing a data room. The timeline is estimated at 9 months and costs at 4.2 million Egyptian pounds.
Constantin Sava Title - CCS Regulatory Toolkit in Romania - Presentation at t...Global CCS Institute
The document summarizes the results of a Carbon Capture and Storage Regulatory Test Toolkit workshop held in Romania. The workshop used Romania's proposed Getica CCS project to test the country's regulatory framework for CCS. Key findings included the need to increase institutional capacity on CCS, improve public engagement, determine the appropriate environmental assessment approach, and enhance cross-government collaboration. Next steps identified were continuing inter-ministerial working groups, developing action plans and regulatory improvements, and further engagement with stakeholders.
The document discusses two loan guarantees between USAID and EcoBank in Ghana from 2003-2008 and 2005-2012. It finds that the guarantees helped EcoBank expand lending to new sectors and provide longer term loans, but that EcoBank's overall lending growth was driven more by its retail banking strategy than the guarantees. The guarantees had a modest demonstration effect on broader banking sector lending but did not significantly impact total SME lending growth in Ghana.
This document presents the government policy statement for water supply and sanitation services in Alexandria, Egypt. It discusses the challenges facing the water and wastewater systems, including rapid population growth, large investment needs, rigid labor forces, and inadequate cost recovery. It identifies six key policy areas to address: governance, pricing of services, personnel management, financial viability, private sector participation, and regulation. The document provides background and recommendations for each of these areas.
The $4 million DCA loan guarantee to FinComBank in Moldova successfully increased lending to small businesses in the agriculture sector. The guarantee was almost fully utilized within 18 months and led FinComBank to expand its rural lending network. As a result of its positive experience with the guarantee, FinComBank significantly grew its agriculture portfolio and continued robust lending in the sector after the guarantee. The overall $27 million credit program in Moldova also increased competition among banks for rural borrowers and shifted lending toward smaller farms.
This document provides a conceptual framework and recommendations for pricing water and wastewater services in Amman, Jordan and developing a pricing model. It finds that current pricing does not meet objectives of financial viability, economic efficiency, or fully targeting social goals. It recommends adopting a multi-year strategy to transition tariffs to a financial reference price of 1.42 JD/m3 to improve cost recovery for Miyahuna and WAJ. It also recommends better targeting subsidies to poor consumers through a solidarity charge on non-poor users or linking subsidies to land value as a proxy for income. The document includes an analysis of costs, revenues, subsidy options and a pricing model to evaluate tariffs.
The USAID DCA loan guarantee in the Philippines had 3 objectives: 1) Strengthen the LGUGC's ability to mobilize private capital for local infrastructure projects, 2) Encourage private lending to local governments and water districts, and 3) Expand access to credit for these sectors. The guarantee supported $28.5 million in loans leading to increased private sector confidence in LGUGC and more long-term loans for water districts. While direct impact was modest, the guarantee helped launch private investment in these sectors and informed new programs like the Philippines Water Revolving Fund to continue this progress.
The document summarizes an evaluation of loan guarantees provided by USAID to Kenya Commercial Bank (KCB) through the Development Credit Authority (DCA) program in 2006 and 2010. The guarantees were intended to encourage KCB to increase lending to small and medium enterprises (SMEs) in underserved areas by covering 50% of the risk. The evaluation found that the guarantees achieved their objectives by enabling KCB to issue over 1,900 loans totaling over $13.5 million to SMEs in sectors like agriculture, tourism, and manufacturing. Borrowers experienced growth in sales, profits, and employment. The guarantees also demonstrated to KCB and other Kenyan banks that lending to SMEs can be profitable.
The document discusses a USAID initiative called the Regional Competitiveness Initiative (RCI) that aimed to boost economic growth in South Eastern Europe. RCI provided small grants to establish Centers of Excellence and Innovation (CEIs) focused on sectors like ICT, agriculture, tourism, and manufacturing. This supported the development of 5 initial CEIs in various countries. It later expanded the network of CEIs and helped integrate them regionally. The CEIs worked to stimulate innovation, provide training, and increase competitiveness across multiple sectors in the region.
Constantin Sava Title - CCS Regulatory Toolkit in Romania - Presentation at t...Global CCS Institute
The document summarizes the results of a Carbon Capture and Storage Regulatory Test Toolkit workshop held in Romania. The workshop used Romania's proposed Getica CCS project to test the country's regulatory framework for CCS. Key findings included the need to increase institutional capacity on CCS, improve public engagement, determine the appropriate environmental assessment approach, and enhance cross-government collaboration. Next steps identified were continuing inter-ministerial working groups, developing action plans and regulatory improvements, and further engagement with stakeholders.
The document discusses two loan guarantees between USAID and EcoBank in Ghana from 2003-2008 and 2005-2012. It finds that the guarantees helped EcoBank expand lending to new sectors and provide longer term loans, but that EcoBank's overall lending growth was driven more by its retail banking strategy than the guarantees. The guarantees had a modest demonstration effect on broader banking sector lending but did not significantly impact total SME lending growth in Ghana.
This document presents the government policy statement for water supply and sanitation services in Alexandria, Egypt. It discusses the challenges facing the water and wastewater systems, including rapid population growth, large investment needs, rigid labor forces, and inadequate cost recovery. It identifies six key policy areas to address: governance, pricing of services, personnel management, financial viability, private sector participation, and regulation. The document provides background and recommendations for each of these areas.
The $4 million DCA loan guarantee to FinComBank in Moldova successfully increased lending to small businesses in the agriculture sector. The guarantee was almost fully utilized within 18 months and led FinComBank to expand its rural lending network. As a result of its positive experience with the guarantee, FinComBank significantly grew its agriculture portfolio and continued robust lending in the sector after the guarantee. The overall $27 million credit program in Moldova also increased competition among banks for rural borrowers and shifted lending toward smaller farms.
This document provides a conceptual framework and recommendations for pricing water and wastewater services in Amman, Jordan and developing a pricing model. It finds that current pricing does not meet objectives of financial viability, economic efficiency, or fully targeting social goals. It recommends adopting a multi-year strategy to transition tariffs to a financial reference price of 1.42 JD/m3 to improve cost recovery for Miyahuna and WAJ. It also recommends better targeting subsidies to poor consumers through a solidarity charge on non-poor users or linking subsidies to land value as a proxy for income. The document includes an analysis of costs, revenues, subsidy options and a pricing model to evaluate tariffs.
The USAID DCA loan guarantee in the Philippines had 3 objectives: 1) Strengthen the LGUGC's ability to mobilize private capital for local infrastructure projects, 2) Encourage private lending to local governments and water districts, and 3) Expand access to credit for these sectors. The guarantee supported $28.5 million in loans leading to increased private sector confidence in LGUGC and more long-term loans for water districts. While direct impact was modest, the guarantee helped launch private investment in these sectors and informed new programs like the Philippines Water Revolving Fund to continue this progress.
The document summarizes an evaluation of loan guarantees provided by USAID to Kenya Commercial Bank (KCB) through the Development Credit Authority (DCA) program in 2006 and 2010. The guarantees were intended to encourage KCB to increase lending to small and medium enterprises (SMEs) in underserved areas by covering 50% of the risk. The evaluation found that the guarantees achieved their objectives by enabling KCB to issue over 1,900 loans totaling over $13.5 million to SMEs in sectors like agriculture, tourism, and manufacturing. Borrowers experienced growth in sales, profits, and employment. The guarantees also demonstrated to KCB and other Kenyan banks that lending to SMEs can be profitable.
The document discusses a USAID initiative called the Regional Competitiveness Initiative (RCI) that aimed to boost economic growth in South Eastern Europe. RCI provided small grants to establish Centers of Excellence and Innovation (CEIs) focused on sectors like ICT, agriculture, tourism, and manufacturing. This supported the development of 5 initial CEIs in various countries. It later expanded the network of CEIs and helped integrate them regionally. The CEIs worked to stimulate innovation, provide training, and increase competitiveness across multiple sectors in the region.
Alexandria PSP Feasibility Study - Final Reportnsegura85
This document provides a summary of a feasibility study conducted for private sector participation in the water and wastewater systems of Alexandria, Egypt.
1) The study evaluated options for private contracting in metering, billing, and collections at AWGA and found that a comprehensive contract covering all three functions had the most benefits but AWGA preferred a more limited metering-only contract.
2) For AGOSD, licensing private operators for septage collection and disposal was recommended over service contracts, and a long-term lease of wastewater treatment Site 9N to a private operator was favored over a management contract.
3) Transportation of sludge and other waste was best handled through competitive private service contracts rather
This document provides a transaction implementation plan for a private sector participation (PSP) contract to provide metering services for a pilot area in Alexandria, Egypt. The plan involves procuring a contractor through a competitive bidding process over 9 months. Key activities include gathering customer data, replacing outdated meters, conducting a customer census, and installing advanced metering technology. The PSP contract aims to increase revenues an estimated $1 million per year by improving meter accuracy and identifying illegal connections. A transaction advisor will oversee the procurement process and help structure a 10-year performance-based contract. The plan aims to demonstrate the benefits of PSP for metering services to other Egyptian utilities.
Alternative Contractual Models of Dredging Projects to Avoid Disputes (A Case...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
Alternative Contractual Models of Dredging Projects to Avoid Disputes (A Case...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
This document discusses policy considerations regarding a feasibility study for private sector participation in the operation and maintenance of Alexandria, Egypt's water and wastewater system. Key points discussed include:
1. Merging the water and sanitation agencies could provide efficiencies but may be difficult due to organizational differences and financial imbalances. A merger is not necessary for reform.
2. Streamlining the over 9,000 personnel across the two agencies could significantly improve productivity but may face political challenges. A phased 50% reduction plan is recommended.
3. Tariff increases are needed but the structure should better target subsidies to the poor.
4. Local agencies should have operational and financial autonomy under the new holding company framework
- The document discusses ICAO's work on developing Aviation System Block Upgrades (ASBUs) and a Global Air Navigation Plan (GANP) to harmonize NextGen and SESAR and provide guidance for CNS investments globally.
- The technical team is populating templates for ASBU blocks 0-3 to identify performance improvements, procedures, technology, standards, and trials needed. Roadmaps will outline timelines for CNS/AIM implementations.
- The outcomes aim to provide consensus on global interoperability requirements and investment certainty for states and operators in infrastructure and avionics. The GANIS symposium in September will provide industry input on the draft ASBUs and roadmaps.
A REVIEW OF THE VERSATILITY OF UAVS TECHNOLOGY APPLICATION IN THE SUPPORT OF ...EbeliaMandaMvula
Green and Automated mining involves the application of intelligent technologies that can greatly improve the quality of mining by enhancing high production, improved safety of operations, sustainable environmental management, and effective mine communication. The world is campaigning for sustainable utilization and exploitation of mineral resources by zero waste and zero mine accidents. Hence to realize this dream, the adoption of smart mining is becoming a priority. Automated mining entails that intelligent technologies are incorporated in the operations of the mines, these technologies include UAVs, robotics and artificial intelligence, Internet of Things (IoT) and different sensors. These technologies are at the helm of safer, faster and more effective collection of big data for better production planning, safety monitoring, transportation and fleet management, and real time monitoring of mining operations. The benefit of these technologies includes effective decision making and more efficient response to safety emergencies of the mine. This study highlights the different applications, advantages and challenges of UAVs and IoT in surface mine operations.
The document provides details from an environmental impact assessment report for a proposed Nestle bottled water factory in Abaji, Nigeria. It includes:
- A site visit conducted in July 2013 to verify the project site.
- A scoping workshop held in September 2013 to explain the proposed EIA to local communities.
- Field work conducted in both wet and dry seasons in 2013-2014 to collect samples and gather data on the physical, chemical and ecological environment.
- A description of the 8-chapter EIA report format addressing the project background, justification, description, environmental baseline, impacts assessment, mitigation measures, management plan and conclusion.
- An overview of the proposed water treatment process involving
The document proposes an IoT-based waste management architecture consisting of four main components: 1) Smart waste bins equipped with sensors to monitor fill level and surroundings. 2) A mobile app for waste collection drivers to receive routes and for residents to manage bin access. 3) Sensors on collection vehicles to track location and load. 4) A cloud server that aggregates data to optimize collection routes dynamically based on traffic, events and bin states. The goal is to improve collection efficiency while reducing costs and carbon footprint.
Drones are becoming increasingly important tools in the mining industry for collecting aerial data. This document discusses how automated drone systems can optimize mining operations by providing data across the entire mining process without delays. An automated drone system can execute entire missions autonomously, from launch to data delivery. This streamlines processes like stockpile management, inspection of equipment, and analyzing blasting results. As data collection becomes more integrated throughout mining operations, automated drones will be a strategic part of creating fully digital "mine-to-model" systems to manage variability and improve efficiency.
IRJET- Systematic Prevention and Repair of Potholes in Flexible PavementIRJET Journal
This document discusses systematic prevention and repair of potholes in flexible pavement. It begins by defining potholes and describing their causes, such as poor drainage, inadequate pavement strength, and traffic loading. It then outlines a methodology to understand factors leading to pothole formation, including environmental, structural, traffic, construction, and maintenance quality issues. Prevention techniques like fog sealing are described to seal surfaces and prevent water infiltration. Repair methods like the throw and roll, semi-permanent, spray injection, and overlay techniques are also summarized. The document concludes by expecting the outcomes of introducing plastic and fly ash in bitumen to be cost reduction, better waste disposal, and reduced need for future maintenance.
The document discusses FIDIC's adoption of six standard construction contracts by the World Bank for projects it finances over five years. It also describes the launch of FIDIC's new "Emerald Book" for underground construction works developed jointly with ITA-AITES. Key features of the Emerald Book include assigning risks for unforeseen subsurface conditions to the employer, defining a geotechnical baseline report to allocate known and unknown risks, and provisions for adjusting time for completion and costs depending on actual site conditions encountered.
IRJET- Systematic Prevention and Repair of Potholes in Flexible PavementIRJET Journal
This document discusses systematic prevention and repair of potholes in flexible pavement. It begins by defining potholes and describing how they form due to factors like inadequate pavement strength and the presence of water. Left unrepaired, potholes can lead to issues like accidents and increased vehicle maintenance costs. The document then examines various prevention techniques, such as fog sealing, to protect pavement surfaces from damage. It also outlines different repair methods for potholes, including throw and roll, semi-permanent fixes, spray injection, and overlays. The methodology proposed mixes plastics and fly ash with hot asphalt to create cheaper patching material while still providing durable repairs. In conclusion, using alternative materials can reduce repair costs while systematically addressing
technical services for turnarounds in petrochemical plants in western europeT.A. Cook
This document provides an overview of an upcoming market study on technical services for turnarounds in petrochemical plants in Western Europe. The study will answer questions about demand and supply for turnaround services, who provides these services, how competition is developing, and strategic opportunities. It will involve surveys of plant operators and service providers, as well as interviews with experts. The results will help plant operators and service providers make effective decisions around turnaround strategies and contracting.
This chapter outlines the key participants, project types, and process involved in a Clean Development Mechanism (CDM) project. It describes the various entities that must be involved such as project developers, investors, host countries, operational entities, and the CDM Executive Board. It also explains the typical stages a project must go through from initial identification to validation, registration, verification and issuance of credits. Project types that are eligible under the CDM are also summarized, including energy efficiency, renewable energy, methane capture, and forestry projects. The chapter aims to provide readers with a basic understanding of the essential components and steps to successfully implement a CDM project.
The document summarizes a report on contract administration and site management for a health centre extension project. It recommends using a JCT Intermediate Contract with Quantities due to its flexibility and simplicity compared to other standard forms. The contract administrator's role is described as both desk-based and requiring site presence to monitor progress and ensure compliance with health and safety regulations. Statutory approvals from planning and building control authorities are necessary and the approval process involves submitting plans and allowing inspections. Risks associated with the site such as ground conditions and potential delays must be managed under the contract.
The Barzan Onshore Project in Qatar has achieved excellent safety performance through a comprehensive three-tier safety management system. Over 131 million man-hours have been worked without a lost-time incident. Key elements of the successful system include strong leadership commitment to safety, rigorous monthly accountability of safety requirements, and a focus on behavior observation and building relationships between supervisors and workers. This has created a positive safety culture where workers want to follow safety procedures.
North American Energy May 2012 Investor PresentationCompany Spotlight
The presentation provides an overview of North American Energy Partners (NAEP), a construction and mining services company. It discusses NAEP's contract resolution with Canadian Natural Resources, amendments to its credit agreement, and realities and opportunities in the oil sands market. The presentation outlines NAEP's services, long-term customer relationships, and financial performance over time. Segment performance and outlook are also reviewed.
Terminal 3_Indira Gandhi International AirportAnkita Kolamkar
The document provides details about Indira Gandhi International Airport (IGIA) Terminal 3 in New Delhi, India. Some key points:
- Terminal 3 was constructed between 2006-2010 through a public-private partnership between the Airports Authority of India and GMR Group.
- The new terminal cost $1.7 billion to build and has the capacity to handle 34 million passengers annually across 168 check-in counters, 95 immigration counters, and other facilities.
- The construction of Terminal 3 contributed an estimated $2.57 billion to India's GDP and created 35,000 jobs over three years. Its operation now contributes $4.29 billion annually and supports over 64,000 jobs.
The document discusses the evolution of the digital oilfield concept from early data gathering to modern integrated operations enabled by technology advances. It provides an overview of key developments like early logging data transmission and downhole sensors. The modern digital oilfield uses real-time data in continuous optimization cycles and allows centralized decision making. Integrated operations aim to improve effectiveness through cross-discipline collaboration. An example is provided in the Kuwait Intelligent Digital Field project.
RCI leverages resources and partnerships to improve IT competitiveness in the E&E region. Through partnerships with organizations like ESI Center Bulgaria/Eastern Europe, RCI develops models for IT training and certification that are implemented regionally. This approach improves the processes of regional IT firms and helps them obtain international certifications while also leveraging co-funding from other donors to ensure sustainability. Initial programs launched in 2005-2007 in countries like Bulgaria, Macedonia, and Moldova have continued with support from other programs, demonstrating the sustainability of RCI's model.
- EcoBank implemented two DCA loan guarantees with USAID to increase lending to small and medium enterprises (SMEs) in Ghana.
- EcoBank used the guarantees to gain experience lending to new industries and borrowers, and to provide larger, longer-term loans for capital expenditures.
- While EcoBank significantly increased its SME lending, most of the growth was part of its broader strategy and not directly attributable to the guarantees, which accounted for a small portion of the SME portfolio.
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Alexandria PSP Feasibility Study - Final Reportnsegura85
This document provides a summary of a feasibility study conducted for private sector participation in the water and wastewater systems of Alexandria, Egypt.
1) The study evaluated options for private contracting in metering, billing, and collections at AWGA and found that a comprehensive contract covering all three functions had the most benefits but AWGA preferred a more limited metering-only contract.
2) For AGOSD, licensing private operators for septage collection and disposal was recommended over service contracts, and a long-term lease of wastewater treatment Site 9N to a private operator was favored over a management contract.
3) Transportation of sludge and other waste was best handled through competitive private service contracts rather
This document provides a transaction implementation plan for a private sector participation (PSP) contract to provide metering services for a pilot area in Alexandria, Egypt. The plan involves procuring a contractor through a competitive bidding process over 9 months. Key activities include gathering customer data, replacing outdated meters, conducting a customer census, and installing advanced metering technology. The PSP contract aims to increase revenues an estimated $1 million per year by improving meter accuracy and identifying illegal connections. A transaction advisor will oversee the procurement process and help structure a 10-year performance-based contract. The plan aims to demonstrate the benefits of PSP for metering services to other Egyptian utilities.
Alternative Contractual Models of Dredging Projects to Avoid Disputes (A Case...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
Alternative Contractual Models of Dredging Projects to Avoid Disputes (A Case...theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
This document discusses policy considerations regarding a feasibility study for private sector participation in the operation and maintenance of Alexandria, Egypt's water and wastewater system. Key points discussed include:
1. Merging the water and sanitation agencies could provide efficiencies but may be difficult due to organizational differences and financial imbalances. A merger is not necessary for reform.
2. Streamlining the over 9,000 personnel across the two agencies could significantly improve productivity but may face political challenges. A phased 50% reduction plan is recommended.
3. Tariff increases are needed but the structure should better target subsidies to the poor.
4. Local agencies should have operational and financial autonomy under the new holding company framework
- The document discusses ICAO's work on developing Aviation System Block Upgrades (ASBUs) and a Global Air Navigation Plan (GANP) to harmonize NextGen and SESAR and provide guidance for CNS investments globally.
- The technical team is populating templates for ASBU blocks 0-3 to identify performance improvements, procedures, technology, standards, and trials needed. Roadmaps will outline timelines for CNS/AIM implementations.
- The outcomes aim to provide consensus on global interoperability requirements and investment certainty for states and operators in infrastructure and avionics. The GANIS symposium in September will provide industry input on the draft ASBUs and roadmaps.
A REVIEW OF THE VERSATILITY OF UAVS TECHNOLOGY APPLICATION IN THE SUPPORT OF ...EbeliaMandaMvula
Green and Automated mining involves the application of intelligent technologies that can greatly improve the quality of mining by enhancing high production, improved safety of operations, sustainable environmental management, and effective mine communication. The world is campaigning for sustainable utilization and exploitation of mineral resources by zero waste and zero mine accidents. Hence to realize this dream, the adoption of smart mining is becoming a priority. Automated mining entails that intelligent technologies are incorporated in the operations of the mines, these technologies include UAVs, robotics and artificial intelligence, Internet of Things (IoT) and different sensors. These technologies are at the helm of safer, faster and more effective collection of big data for better production planning, safety monitoring, transportation and fleet management, and real time monitoring of mining operations. The benefit of these technologies includes effective decision making and more efficient response to safety emergencies of the mine. This study highlights the different applications, advantages and challenges of UAVs and IoT in surface mine operations.
The document provides details from an environmental impact assessment report for a proposed Nestle bottled water factory in Abaji, Nigeria. It includes:
- A site visit conducted in July 2013 to verify the project site.
- A scoping workshop held in September 2013 to explain the proposed EIA to local communities.
- Field work conducted in both wet and dry seasons in 2013-2014 to collect samples and gather data on the physical, chemical and ecological environment.
- A description of the 8-chapter EIA report format addressing the project background, justification, description, environmental baseline, impacts assessment, mitigation measures, management plan and conclusion.
- An overview of the proposed water treatment process involving
The document proposes an IoT-based waste management architecture consisting of four main components: 1) Smart waste bins equipped with sensors to monitor fill level and surroundings. 2) A mobile app for waste collection drivers to receive routes and for residents to manage bin access. 3) Sensors on collection vehicles to track location and load. 4) A cloud server that aggregates data to optimize collection routes dynamically based on traffic, events and bin states. The goal is to improve collection efficiency while reducing costs and carbon footprint.
Drones are becoming increasingly important tools in the mining industry for collecting aerial data. This document discusses how automated drone systems can optimize mining operations by providing data across the entire mining process without delays. An automated drone system can execute entire missions autonomously, from launch to data delivery. This streamlines processes like stockpile management, inspection of equipment, and analyzing blasting results. As data collection becomes more integrated throughout mining operations, automated drones will be a strategic part of creating fully digital "mine-to-model" systems to manage variability and improve efficiency.
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This document discusses systematic prevention and repair of potholes in flexible pavement. It begins by defining potholes and describing their causes, such as poor drainage, inadequate pavement strength, and traffic loading. It then outlines a methodology to understand factors leading to pothole formation, including environmental, structural, traffic, construction, and maintenance quality issues. Prevention techniques like fog sealing are described to seal surfaces and prevent water infiltration. Repair methods like the throw and roll, semi-permanent, spray injection, and overlay techniques are also summarized. The document concludes by expecting the outcomes of introducing plastic and fly ash in bitumen to be cost reduction, better waste disposal, and reduced need for future maintenance.
The document discusses FIDIC's adoption of six standard construction contracts by the World Bank for projects it finances over five years. It also describes the launch of FIDIC's new "Emerald Book" for underground construction works developed jointly with ITA-AITES. Key features of the Emerald Book include assigning risks for unforeseen subsurface conditions to the employer, defining a geotechnical baseline report to allocate known and unknown risks, and provisions for adjusting time for completion and costs depending on actual site conditions encountered.
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This document discusses systematic prevention and repair of potholes in flexible pavement. It begins by defining potholes and describing how they form due to factors like inadequate pavement strength and the presence of water. Left unrepaired, potholes can lead to issues like accidents and increased vehicle maintenance costs. The document then examines various prevention techniques, such as fog sealing, to protect pavement surfaces from damage. It also outlines different repair methods for potholes, including throw and roll, semi-permanent fixes, spray injection, and overlays. The methodology proposed mixes plastics and fly ash with hot asphalt to create cheaper patching material while still providing durable repairs. In conclusion, using alternative materials can reduce repair costs while systematically addressing
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This document provides an overview of an upcoming market study on technical services for turnarounds in petrochemical plants in Western Europe. The study will answer questions about demand and supply for turnaround services, who provides these services, how competition is developing, and strategic opportunities. It will involve surveys of plant operators and service providers, as well as interviews with experts. The results will help plant operators and service providers make effective decisions around turnaround strategies and contracting.
This chapter outlines the key participants, project types, and process involved in a Clean Development Mechanism (CDM) project. It describes the various entities that must be involved such as project developers, investors, host countries, operational entities, and the CDM Executive Board. It also explains the typical stages a project must go through from initial identification to validation, registration, verification and issuance of credits. Project types that are eligible under the CDM are also summarized, including energy efficiency, renewable energy, methane capture, and forestry projects. The chapter aims to provide readers with a basic understanding of the essential components and steps to successfully implement a CDM project.
The document summarizes a report on contract administration and site management for a health centre extension project. It recommends using a JCT Intermediate Contract with Quantities due to its flexibility and simplicity compared to other standard forms. The contract administrator's role is described as both desk-based and requiring site presence to monitor progress and ensure compliance with health and safety regulations. Statutory approvals from planning and building control authorities are necessary and the approval process involves submitting plans and allowing inspections. Risks associated with the site such as ground conditions and potential delays must be managed under the contract.
The Barzan Onshore Project in Qatar has achieved excellent safety performance through a comprehensive three-tier safety management system. Over 131 million man-hours have been worked without a lost-time incident. Key elements of the successful system include strong leadership commitment to safety, rigorous monthly accountability of safety requirements, and a focus on behavior observation and building relationships between supervisors and workers. This has created a positive safety culture where workers want to follow safety procedures.
North American Energy May 2012 Investor PresentationCompany Spotlight
The presentation provides an overview of North American Energy Partners (NAEP), a construction and mining services company. It discusses NAEP's contract resolution with Canadian Natural Resources, amendments to its credit agreement, and realities and opportunities in the oil sands market. The presentation outlines NAEP's services, long-term customer relationships, and financial performance over time. Segment performance and outlook are also reviewed.
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The document provides details about Indira Gandhi International Airport (IGIA) Terminal 3 in New Delhi, India. Some key points:
- Terminal 3 was constructed between 2006-2010 through a public-private partnership between the Airports Authority of India and GMR Group.
- The new terminal cost $1.7 billion to build and has the capacity to handle 34 million passengers annually across 168 check-in counters, 95 immigration counters, and other facilities.
- The construction of Terminal 3 contributed an estimated $2.57 billion to India's GDP and created 35,000 jobs over three years. Its operation now contributes $4.29 billion annually and supports over 64,000 jobs.
The document discusses the evolution of the digital oilfield concept from early data gathering to modern integrated operations enabled by technology advances. It provides an overview of key developments like early logging data transmission and downhole sensors. The modern digital oilfield uses real-time data in continuous optimization cycles and allows centralized decision making. Integrated operations aim to improve effectiveness through cross-discipline collaboration. An example is provided in the Kuwait Intelligent Digital Field project.
Similar to Alexandria | AGOSD Steps Toward Transaction Implementation (20)
RCI leverages resources and partnerships to improve IT competitiveness in the E&E region. Through partnerships with organizations like ESI Center Bulgaria/Eastern Europe, RCI develops models for IT training and certification that are implemented regionally. This approach improves the processes of regional IT firms and helps them obtain international certifications while also leveraging co-funding from other donors to ensure sustainability. Initial programs launched in 2005-2007 in countries like Bulgaria, Macedonia, and Moldova have continued with support from other programs, demonstrating the sustainability of RCI's model.
- EcoBank implemented two DCA loan guarantees with USAID to increase lending to small and medium enterprises (SMEs) in Ghana.
- EcoBank used the guarantees to gain experience lending to new industries and borrowers, and to provide larger, longer-term loans for capital expenditures.
- While EcoBank significantly increased its SME lending, most of the growth was part of its broader strategy and not directly attributable to the guarantees, which accounted for a small portion of the SME portfolio.
The document discusses two loan guarantees between USAID and EcoBank in Ghana from 2003 to 2008 and 2005 to 2012. It finds that the guarantees helped EcoBank expand lending to new sectors and industries, provide larger and longer-term loans, and increase lending to SMEs substantially. However, most of EcoBank's lending growth was due to its own strategy rather than the guarantees, which had a modest impact due to representing a small number of sectors. The guarantees gave EcoBank experience that informed but did not dramatically change its lending practices.
The DCA loan guarantee provided $6 million to support lending to SMEs through the Bank Center-Invest in Russia. While the objective was to expand lending in Krasnodar and Volgograd regions, most loans were provided in the Rostov region due to the bank's risk aversion to new markets. The guarantee helped increase access to credit for 137 SME borrowers and may have influenced the bank to participate in other guarantee programs. However, the guaranteed loans represented only 1% of the bank's total SME portfolio, so the full impact was likely larger but difficult to measure directly. The evaluation found the program generally achieved its goals of expanding credit to underserved businesses.
1) The document summarizes an evaluation of a USAID loan guarantee program with Bank Danamon in Indonesia following the 2004 tsunami.
2) The guarantee helped the bank resume and expand microfinance lending in disaster-affected Aceh and North Sumatra, meeting USAID's primary objective.
3) While the bank significantly expanded lending nationwide during the guarantee period, this was largely due to its aggressive growth strategy rather than the guarantee itself, except for lending increases in Aceh.
1) A USAID loan guarantee program in Honduras supported lending to agriculture and microenterprises by guaranteeing loans made by the José Maria Covelo Foundation (FJMC) between 2003-2009.
2) The guarantees helped FJMC expand lending to agriculture from 0 to over $222,000 and increase average loan sizes for microenterprises.
3) By 2007, FJMC had developed agricultural lending expertise and expanded their non-guaranteed portfolio, demonstrating the program's success in developing local capacity.
The USAID provided loan guarantees to the Bank of Abyssinia (BOA) to encourage lending to Ethiopia's agriculture sector. This increased BOA's agricultural lending from 0% to 2.3% of its portfolio. It allowed farmers access to larger loans than otherwise possible. While the guarantees influenced BOA, other banks also increased agricultural lending due to government policy and potential foreign currency from exports. However, lack of collateral and infrastructure still limit small farmers' access to credit.
Root Capital received two loan guarantees from USAID's Development Credit Authority (DCA) totaling $3 million to expand lending to small and medium agribusinesses in Latin America and East Africa. The guarantees allowed Root Capital to provide loans to riskier borrowers and enter new markets. As a result, Root Capital was able to triple its Latin America portfolio and nearly triple its Africa portfolio. Many borrowers received additional, non-guaranteed loans from Root Capital and had increased access to finance from other sources over time. The DCA guarantees helped Root Capital demonstrate the creditworthiness of borrowers in these sectors and markets, contributing to improved access to finance for small agricultural businesses.
The document summarizes a Development Credit Authority (DCA) loan guarantee program between USAID and the Bank of Kigali in Rwanda from 2004 to 2007. The key findings were:
1) The guarantee was fully utilized, with the Bank of Kigali issuing over $1.7 million in loans to coffee washing station investors, achieving 86% of the $2 million guarantee ceiling.
2) The guarantee likely increased the Bank of Kigali's agricultural lending, allowing them to expand into this sector at reduced risk.
3) After the guarantee ended, the Bank of Kigali provided some additional working capital loans to borrowers they had experience with, but did not significantly change their lending
The consulting team conducted initial meetings in Egypt from March 18-29, 2004 to begin the water and wastewater feasibility study for private sector participation in Alexandria. They met with USAID officers, WWSPR project staff, and local professionals. In Alexandria, the team met with the Governor and utility leaders and received support for private sector involvement. The team proposed adjustments to the scope of work and a project implementation schedule outlining deliverables and meetings through November 2004 to complete the study within the estimated timeframe.
Alexandria | AWGA Needs Assessment and Feasibilitynsegura85
This report examines private sector participation (PSP) opportunities in water and wastewater services in Alexandria, Egypt. Specifically, it assesses the feasibility of two pilot projects: [1] A metering, billing and collection contract for the Alexandria Water General Authority (AWGA) covering 125,000 customer accounts. [2] Contracts for septage collection and operation of a wastewater treatment site for the Alexandria General Organization for Sanitary Drainage (AGOSD). The report finds that a comprehensive 10-year contract for metering, billing and collection by a private operator could improve revenue collection for AWGA while helping modernize operations. However, issues with Alexandria's water distribution system require larger investments outside the scope
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This document provides an updated project implementation schedule for the Alexandria Water & Wastewater PSP Study from March 2021 to November 2021. The schedule is divided into 4 main tasks: 1) Developing an initial policy statement; 2) Adjusting the scope of work for service contracts; 3) Conducting a feasibility study; and 4) Creating a transaction and implementation plan. Key deliverables include 7 reports providing recommendations and findings, as well as workshops in Egypt to discuss findings and next steps. The schedule notes that Ramadan religious holidays will occur from mid-October to mid-November.
This document provides a needs assessment and pre-feasibility report for increasing private sector participation in water and wastewater services in Alexandria, Egypt. It analyzes three potential service contracts: 1) Collection and disposal of septage, 2) Operation of the Site 9N wastewater facility, and 3) Transport of wastewater by-products. For septage collection, the report recommends a licensing model over a service contract to reduce costs and illegal dumping. It suggests a lease contract for Site 9N to incentivize improved operations. And it recommends separate service contracts for transport of by-products rather than including it in the Site 9N contract. The report provides background on population trends, existing services, and financial analyses
The evaluation report summarizes the mid-term performance of the Kosovo Cluster and Business Support Project. Some key findings include:
1. Project implementation has generally been on track, with most targets met. However, results have varied between components, with clusters making better progress than business associations.
2. Impact has included exceeding sales targets for client companies. However, there has been less impact on job creation and export readiness. Efficiency has been positive when comparing costs to increased sales, but costs per beneficiary appear higher.
3. Sustainability of activities depends on strengthening business associations and external factors like privatization and legal reforms. Relevance to strategic goals is high, but government support is still needed for sustainable
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This document assesses economic conditions and identifies potential development projects in northern Kosovo, with a focus on northern Mitrovica. It finds that the economy can be described as a "kiosk economy" with high unemployment, dependence on subsidies, and supplemental subsistence agriculture. Unemployment is between 70-80%. The private sector is small, with most companies involved in trade. Government and donor support to businesses is limited. The region has weak economic foundations and faces constraints such as limited market access and political uncertainty. In the short term, the report recommends job creation programs and facilitating north-south trade. In the medium-term, it suggests improving economic foundations through training and university linkages. Longer-term options include
Este documento describe el proceso de corporatización de los servicios de agua y saneamiento en las ciudades de Aqaba y Ammán en Jordania. Explica que la corporatización involucró la creación de compañías de propiedad del gobierno para reemplazar las organizaciones existentes, resultando en la Compañía de Agua de Aqaba (AWC) y la Compañía de Agua de Ammán (MIYAHUNA). El proceso fue complejo e involucró negociaciones entre agencias gubernamentales, USAID y consultores. El documento anal
1. US Agency for International Development
Government of Egypt
Governorate of Alexandria
Feasibility Study for Private Sector Participation
(PSP) in the Operation & Maintenance of the
Alexandria Water & Wastewater System
AGOSD
STEPS TOWARD TRANSACTION IMPLEMENTATION
By
SEGURA/IP3 Partners LLC
Contract No. AFP-I-00-03-00035-00
Task Order No. 800
November 2004
2. ALEXANDRIA
PRIVATE SECTOR PARTICIPATION
WATER AND SANITATION SERVICES
AGOSD
STEPS TOWARD TRANSACTION IMPLEMENTATION
Table of Contents
Chapter Title Page
Executive Summary i
1 Background 1
2 Purpose of the report 2
3 Implementation activities common to all contracts 2
3.1 o Information enhancement 2
3.2 o Selection of transaction advisors 3
3.3 o Relocation of staff 3
3.4 o Assessment of condition of equipment 4
3.5 o Pre-transaction activities 4
o Creation of implementation unit 4
o Organization of data room 5
o Information memorandum 5
3.6 o Public relations and promotion activities 6
3.7 o Transaction 6
3.8 o Contract negotiations 7
3.9 o Transition period 7
3.10 o Contract monitoring 8
4 Specific implementation activities 8
4.1 o Licensing of septage collection and disposal 8
4.2 o Leasing of operation of Site 9N 9
4.3 o Service contracts for the transport of waste 9
materials
5 Responsibility matrix 10
6 Project execution timetable 10
7 Implementation preparation costs 12
3. ALEXANDRIA
PRIVATE SECTOR PARTICIPATION
WATER AND SANITATION SERVICES
STEPS TOWARD TRANSACTION IMPLEMENTATION
Executive Summary
At the request of AGOSD, SEGURA/IP3 consultants developed the pre-feasibility
analysis for contracting three operational activities with private operators, namely1: 1)
septage collection and disposal; 2) operation of Site 9N; and 3) transport of wastewater
operational byproducts to site 9N. From this analysis the consultants recommended:
1. Licensing to private operators the collection and disposal of septage. These
licenses should be granted for two to three year periods.
2. Leasing the operation of Site 9N that handles the safe disposal of waste
byproducts and produces compost from dewatered sludge that is sold to local
markets. This leasing contract should be for 10 years, to allow the recovery of
likely investments by the private operator, related primarily to the production of
compost; and
3. Service contracts with several operators for the collection and transport of
wastewater byproducts (dewatered sludge, grit, scum and grease) from the two
waste treatment plants and 72 pumping stations to site 9N. These service contracts
should be granted for three to five years, to stimulate competition and to lower
future costs associated with re-bidding.
All these contracts will be of interest primarily to Egyptian operators. It is conceivable,
however, that foreign operators, in a joint venture with a local operator, may be interested
in the production and sale of compost from the operation of Site 9N.
These three contracts with private operators are closely interrelated, given that a) the
disposal of septage (contract 1) and transport of waste materials (contract 3) affect the
operation of Site 9N (contract 2); and b) most of the equipment used in these operations
is interchangeable and thus it is important to allocate them in an optimal way to ensure
the maximum net benefits from their use. Therefore, the consultants recommend pursuing
private sector participation in these operations simultaneously.
1 SEGURA-IP3. AGOSD Pre-feasibility study-October, 2004
i
4. Steps toward transaction implementation
One important and urgent task for AGOSD is to allocate staff and resources to improve
the quality of information relevant to these operations. As indicated in the previous report
(cited), information shortcomings were the main reason why the development of these
projects could not be advanced to the feasibility level. The enhancement of information is
important to help minimize the perception of information risks by prospective bidders,
and thus to ensure a more positive response from them and better competition likely to
benefit the interests of AGOSD.
Base-line costs should be developed once this information is available to sharpen the
contracting strategy for each of these operational activities. The contracting strategy
should be compatible with a sound allocation of risks to contractors and AGOSD and
should aim to promote competition (for the market) for each of the contracts and during
the implementation phase (competition in the market) to optimize the benefits for
AGOSD.
These contracts are interrelated, however in the aggregate they are not large. Therefore, it
is advisable to retain one advisory consulting firm (TA advisors) to help AGOSD in their
simultaneous transaction. The profile of the TA advisors should include expertise in the
technical areas of wastewater operations, Egyptian legal system and in the
implementation of the transactions. This profile demands a synergistic mix of local and
expatriate professionals.
The TA advisors should accompany and support AGOSD on all aspects of the
transaction, as described in this report. If deemed necessary, they should also participate
in the evaluation of bids and negotiations that may follow and in the transition phase to
private operations of these services. It is the consultant’s opinion that given the nature of
the consulting work to be performed and the nature of the service contracts, the contract
with the TA advisors should be on a professional fee plus reimbursable costs basis.
The estimated time to carry out these projects through implementation is nine months.
This period includes about four months required to improve the information on all three
projects, which as indicated previously is critical to reduce information risks to interested
operators and improve AGOSD’s position.
The consultants estimate the costs of the transaction process, including AGOSD’s
activities and efforts to gather and refine information, at L.E. 4.2 million. The breakdown
of these costs is L.E. 2.9 million for the transaction advisor is L.E. 1.3 million for
AGOSD’s efforts.
ii
5. ALEXANDRIA
PRIVATE SECTOR PARTICIPATION
WATER AND SANITATION SERVICES
AGOSD
STEPS TOWARD TRANSACTION IMPLEMENTATION
1. Background
The consultants developed, at the request of AGOSD, the pre-feasibility analysis for
contracting three operational activities with private operators, namely2: 1) septage
collection and disposal; 2) operation of Site 9N; and 3) transport of wastewater
operational byproducts to site 9N. From this analysis the consultants recommended:
1. Licensing to private operators the collection and disposal of septage. These
licenses should be granted for two to three year periods;
2. Leasing the operation of Site 9N that handles the safe disposal of waste
byproducts and produces compost from dewatered sludge that is sold to local
markets. This leasing contract should be 10 years, to allow the recovery of likely
investments by the private operator, related primarily to the production of
compost;
3. Service contracts with several operators for the collection and transport of
wastewater byproducts (dewatered sludge, grit, scum and grease) from the two
waste treatment plants and 72 pumping stations to site 9N. These service contracts
should be granted for three to five years, to stimulate competition and to lower
future costs associated with re-bidding.
These contracts with private operators are closely interrelated as:
o The disposal of septage (contract 1) and waste materials (contract 3) effects the
operation of Site 9N (contract 2);
o Most of the equipment used in these operations is interchangeable. Therefore, it is
important to allocate this equipment in an optimal way to ensure the maximum
net benefits from their use.
Therefore, the consultants recommend pursuing private sector participation in these
operations simultaneously.
2 SEGURA-IP3. AGOSD Pre-feasibility study-October, 2004
1
6. Steps toward transaction implementation
2. Purpose of the report
This report presents a draft transaction and implementation plan elaborating on the
sequence of activities required and estimated time necessary to implement them and
makes recommendations to ensure a positive response from potential operators.
The activities required to advance these projects have been grouped, for discussion
purposes, into five major phases:
1. Feasibility;
a. Information enhancement
b. Selection of transaction advisors
c. Relocation of staff
d. Assessment of equipment
2. Pre-transaction documentation activities;
a. Creation of implementation unit
b. Information memorandum
c. Organization of data room
3. Public relations and promotion activities;
4. Transaction; and
5. Transition period and contract monitoring.
All common phases and activities for each of the projects are considered first, followed
by the analysis of phases and activities specific to each project. The report also presents
a matrix of recommended day-to-day transaction responsibilities for AGOSD and by
extension the Government, and the transaction advisors, and a timetable for their
execution.
3. Implementation activities common to all contracts
3.1 Information enhancement
One important and urgent task is for AGOSD to allocate staff and resources to improve
the quality of information relevant to these operations. As indicated in the previous report
(cited), information shortcomings were the main reason why the development of these
projects could only be advanced to the feasibility level. The enhancement of information
is important to help minimize the perception, by prospective bidders, of information risks
and thus to ensure a more positive response from them and better competition likely to
benefit the interests of AGOSD.
2
7. Steps toward transaction implementation
Once this information is available, a base-line cost contracting strategy for each contract
can be developed... This strategy should be compatible with a sound allocation of risks to
contractors and AGOSD and to promote adequate competition (for the market) for each
of the contracts and during the implementation phase (competition in the market), to
optimize the benefits for AGOSD,
3.2 Selection of transaction advisors
These contracts are interrelated. Therefore, it is advisable to retain an advisory consulting
firm (TA advisors) to help AGOSD in executing these transactions simultaneously.
The TA advisors should accompany and support AGOSD on all aspects of the
transaction, as described in this report. If deemed necessary, they should also participate
in the evaluation of bids and negotiations that may follow and in the transition phase to
private operations of these services.
The advisors can be retained on a professional fee plus reimbursable expenses basis, or
on a professional fee plus success fee basis. It is the consultant’s opinion that given the
nature of the consulting work to be performed and the nature of the service contracts the
first option is preferable.
3.3 Staff reallocation
The staff currently assigned to these three activities will likely be affected by AGOSD
decision to delegate these operations to private operators. The consultants understand that
AGOSD would prefer to minimize this impact. Therefore, AGOSD needs to develop a
consistent staff policy to manage this initiative in a fair and transparent basis and balance
its interests with those of the staff and operators. Towards this goal, AGOSD should
consider several options (and combinations):
1. Staff can be offered the opportunity to join the private operator. Staff would be
allowed to take a leave of absence without pay but with the option to be
reincorporated, say after two years, if the staff so decides.
It is in the interest of a private operator to hire some, but not necessarily all, AGOSD
staff working in these activities. However, the operator needs to be given full
authority over this staff, as otherwise accountability of the operator will be
compromised. Therefore, AGOSD needs to reconcile its own and private operators
concerns to reach a workable and effective solution.
2. Staff not willing to take a leave of absence or not selected by the operator can be
transferred to other positions within the organization.
3
8. Steps toward transaction implementation
3. Selected staff, particularly those working currently in the septage collection and
disposal or in the transport of materials to site 9N, could be given the opportunity to
bid on these contracts, on condition that they resign from AGOSD if they are
selected.
Consultants were informed that options 1 and 2 have been recently successfully
implemented in Alexandria in the context of the solid waste management initiative
delegated to the private sector. Option three has also been successfully implemented in
other countries (e.g. Chile).
3.4 Condition of the equipment
As indicated in the previous report (cited) there are no updated records on the condition
of the equipment utilized in these operations. Therefore, it is important for AGOSD to
determine:
a. Equipment that is not worth repairing; it could be sold as scrap.
b. Equipment they would like to retain for other operations.
c. Equipment they would like to lease or sell to operators.
3.5 Pre-transaction activities
This phase includes:
1. Creation of an implementation unit. This unit, within AGOSD, should have the
mandate to carry these projects successfully to completion. The head unit should
report directly to the Chairman to ensure that the requests for information from other
departments are carried out promptly. The main functions of the unit will be:
o To liaise closely with and supervise the work of the TA advisors;
o To contact prospective bidders and invite them to participate;
o To prepare public announcements and call-for-bids documents;
o To answer in writing, following proper internal consultations, the questions
that interested operators may pose; and
o Carry out all activities leading to the successful implementation of the
contracts.
The size of this unit should be kept small. The recommended manpower for this unit is
presented in Table 1.
4
9. Steps toward transaction implementation
Table 1. Staff of implementation unit
Position Main responsibilities
Head of unit Management of the unit
Liaison with AGOSD senior management and other government
agencies
Official contact with prospective operators
Legal counsel Supervision of contract and legal documents
Procurement regulations
Search for relevant legal documentation to be deposited in data
room
Engineers (6) Supervision of information enhancement activities
Technical aspects related to each of the contracts
Search for relevant technical documentation to be deposited in
data room
Financial analysts (2) Supervision of information enhancement activities
Financial aspects related to each of the contracts
Search for relevant financial documentation to be deposited in data
room
Support staff Secretaries (3)
AGOSD staff participating in the transaction process will gain valuable knowledge of the
issues affecting each of the contracts and how they were resolved. In addition, this staff
should receive special training relevant to the supervision of these contracts, such as:
monitoring and evaluation, project supervision strategies and cost-benefit analysis. This
experience and training would make them the best qualified to be in charge of the
supervision, monitoring and evaluation of these contracts during their operational phase.
2. Organization of the data room. All documents pertinent to these contracts should be
classified and stored at a centralized point and made available to interested
contractors. A log of all visitors and information requests should be maintained.
3. Information memorandum. Its purpose is to inform prospective bidders on the
general nature of the contracts and to invite them to participate. This document should
be prepared once AGOSD has made the key decisions relevant to each contract (in
particular type of private sector participation and policy on reallocation of staff).
5
10. Steps toward transaction implementation
This memorandum should present factual but not necessarily detailed information
about each of the contracts, and should include: a) invitation to prospective operators
to participate; b) the nature and size of the contracts; c) designation of official
contacts; and d) timetable of main transaction activities. It also informs interested
bidders about dates of official inspection visits to the sites and the protocol to access
information from AGOSD and the data room.
3.6 Public relations and promotion activities
o Public relations. Is an important and crucial activity throughout the implementation
phase oriented to gain acceptance from the population and staff to the proposed
organizational changes to bring private operators to help AGOSD improve its day-to-
day operations. In particular, it is beneficial to illustrate to:
1. The public at large, through press releases, media (radio and TV) presentations
and workshops with civil society organizations about AGOSD’s development
plans to improve services to the population, via private sector participation and
how they will benefit from these improvements.
2. AGOSD staff, through internal seminars, about the reasons for private sector
participation and how this participation will affect their positions.
It is important in all public relations activities to offer factual information about the
present service conditions, and to make realistic promises about the expected benefits
and impact on different users.
o Promotion activities. Their purpose is to raise the interest of prospective private
operators and listen to their concerns. Promotion activities include: a) workshops with
professional associations; b) contacts with national and international operators that
may have an interest in these contracts; and c) organization of technical visits for
operators to illustrate in detail the scope of the proposed contracts.
3.7 Transaction
These activities include the preparation and issuance of:
o Request for proposals. In local news papers and international trade magazines. This
information often includes a general description of the contracts, cost of documents. It
indicates the date for presentation of documents and the form and time limits for
clarifications.
o Field visits and pre-bidding conference. Interested bidders should be invited to visit
the project sites under the guidance of AGOSD and for formal discussions to foster
comments from interested bidders on the bidding documents.
6
11. Steps toward transaction implementation
o Pre-qualification documents. In general, it is customary to pre-qualify interested
contractors. However, care should be taken to avoid an early decision on this matter
as if the number of pre-qualified bidders is inadequate it will have an adverse effect
on the competition for the contracts.
An alternative to pre-qualification is to set minimum qualification criteria that bidders
have to demonstrate at the time of bid presentation. This approach requires the use of
a two-envelope bid proposal procedure: the first envelope contains all technical
information necessary to qualify the bidders including performance guaranties, and
the second the financial proposal. If a prospective bidder does not pass the minimum
qualification criteria it is disqualified and the second envelope is returned unopened.
o Bidding documents. Provides information about the scope of the contract, submission
of documents including performance guaranties, and bit evaluation and award
procedures.
o The contract. Contains all contractual obligations, conflict resolution provisions
(arbitration), forms of payment and non-compliance penalties. It should be prepared
(in draft) as early as possible to elicit a meaningful response from prospective
bidders. Amendments, if deemed appropriate, are introduced in response to these
comments.
3.8 Contract negotiations
Depending on the overall approach to the bidding process, final contract negotiations
may or not be part of the transaction process. In some instances, consultations with
prospective bidders are sought in earnest to accommodate, to the extent possible, their
concerns to the contract. If this approach is followed, it is customary to request that all
bidders sing the pro-forma contract to signal their acceptance to all contract conditions.
3.9 Transition period
It is important to plan for an orderly transition of operations to private operators.
Therefore, the transition needs to be developed with an adequate level of detail to avoid
disruptions in service. This transition includes the legal possession of sites and equipment
by the operators and the transfer of AGOSD staff to contractors. During this process
operators begin a more thorough familiarization with the service they will be in charge
of, and AGOSD staff should be attentive to promptly iron out any glitches in the transfer
process.
7
12. Steps toward transaction implementation
3.10 Contract monitoring
The supervision of the service contracts entails:
1. Periodic reporting by operators in accordance with pre-established rules and
formats set in the contract;
2. Validation of this information by the Supervisory Unit;
3. Monitoring and evaluation of contracts;
4. Spot and random checks to assess operators’ performance;
5. Comparison of performance when several contractors are involved in similar
operations (collection and disposal of septage and transport of waste materials to
site 9N);
6. Periodic meetings with operators to discuss matters of common interest; and
7. Applying remedial actions when necessary.
4. Specific implementation activities
4.1. Licensing of septage collection and disposal
Information enhancement
As documented in the pre-feasibility report, it is important for AGOSD to develop
reliable information regarding the location of existing septic tanks and volume, and
frequency of service. This activity should be closely coordinated with AWGA as it can be
used to validate the information on the billing system.
As part of this exercise, it is also advisable for AGOSD to update its capital investment
plans and population growth for the next 5 to 10 years as they will affect the number and
location of septic tanks to be served in the future.
Definition, design and construction of septage receiving stations
As recommended in the previous report (cited), septage can be safely discharged at the
head-works of existing waste treatment plants and at site 9N. For the first two, there is a
need to define where these reception facilities will be located and to design and build
them. In addition, limitations on the septage discharge on these plants should be defined
to avoid operational disruptions. The construction cost of these facilities is modest and
not likely to exceed L.E. 100,000 each. Construction of septage reception facilities at site
9N can be delegated to and paid for by the operator of this site as part of the leasing
arrangements.
8
13. Steps toward transaction implementation
Characterization of septage
This is an important activity that needs to be carried out in parallel with the census of
septic tanks. It purpose is to identify users, most likely from industrial, commercial and
hospital activities that generate with biological and physico-chemical characteristics that
can pose a danger to staff handling these wastes or to the environment. Based on these
findings certain wastes are likely to be excluded from being discharged at reception
facilities. Both private operators that collect septage and operators at receiving stations
should be thoroughly familiar with these restrictions.
It is also good practice to establish routine and spot checks of septage that will be
accepted at each of the receiving stations. Routine characterization analysis should be
done by AGOSD or contracted with an independent and qualified laboratory.
4.2 Leasing of operation of Site 9N
Information enhancement
As recommended in the previous report, it is necessary to assess in greater detail:
1. The volumes and likely seasonal variations of different materials to be received at
this site, including projections over the life of the lease.
It should be noted that the contractor will have no control over these quantities,
some of which (dewatered sludge in particular) are critical to the financial
viability of the compost operation.
2. The potential market for compost.
Given that the size of the lease contract is small, it does not seem realistic to
expect that potential bidders will perform a thorough due diligence process to
assess the demand for this product (potential users, volume and price).
4.3 Service contracts for the transport of waste materials
Information enhancement
As documented in the previous report (cited) it is necessary to improve information
related to the volumes and projections, over the life of the contract, of materials to be
transported to site 9N.
9
14. Steps toward transaction implementation
5. Responsibility matrix
The main responsibilities of different phases and activities during the transaction are
presented in Table 2.
Table 2. Implementation matrix
Phase Main activities Responsibility
a/
1. Feasibility
o Information enhancement Septic tanks; location, volume and
frequency of service. AGOSD
Characterization of septage
Volume of waste materials
Market analysis of compost
Development of base line and TA
cost-benefit analysis
o Selection of advisors (TA) Preparation of terms of reference AGOSD
Selection of consultants
o Staff deployment Definition of staffing deployment policy AGOSD
o Assessment of equipment Condition of equipment AGOSD
Decisions on its use
2. Pre-transaction Creation of transaction unit
documentation activities Information memorandum
Organization of data room
3. Public relations and Public and staff relations campaigns AGOSD / TA
promotion activities Promotion with prospective bidders
4. Transaction Bidding documents AGOSD/TA
Contact prospective bidders/operators
Organize visits of potential bidders
5. Transition and contract Transfer of operations AGOSD / TA
monitoring Monitoring and evaluation AGOSD
a/ AGOSD involves, as necessary, other government agencies
TA= Transaction advisors
6. Project execution timetable
As shown in Table 3, the time to carry out these projects to implementation is estimated
at nine months. This period includes about four months required to improve the
information on all three projects, which as indicated previously is critical to reduce
information risks to interested operators and improve AGOSD’s position.
10
15. Steps toward transaction implementation
Table 3
AGOSD - Steps Towards Implementation
Time, months
Phase / activity 1 2 3 4 5 6 7 8 9 10
1. Feasibility
Information enhancement
Septage
Site 9N
Transport of materials
Selection of transaction advisors
Staff deployment
Assessment of equipment
2. Pre-transaction activities
Creation of transaction unit
Information memorandum
Organization of data room
3. Public relations and promotion
4. Transaction
Bidding documents
Bid evaulation
5. Transition period
One week =
Continuous but not full time activity =
11
16. Steps toward transaction implementation
7. Transaction preparation costs
The consultants estimate the costs of the transaction process, including AGOSD activities
and efforts to gather and refine information at L.E. 4.2 million. The estimated cost of the
transaction advisors is L.E. 2.9 million, and of AGOSD’s efforts L.E. 1.3 million. An
estimate of the level of effort to implement these transactions is presented in Table 4.
Table 4. AGOSD - Estimated level of effort for the transaction
Transaction implementation costs, L.E (000).
T. Advisors AGOSD
Phase / activity Unit costs Staff-days
T. Cost Unit cost Staff-days T. Cost T. costs
Ex-pats Local Ex-pats Local
1. Feasibility 1473
Information enhancement
Septage a/ 6000 1000 15 20 110 50 18,000 900
Site 9N 6000 1000 40 80 320 50 160 8
Transport of materials 6000 1000 10 20 80 50 80 4
Selection of transaction advisors 50 40 2
Staff relocation 6000 1000 5 5 200 30 6
Assessment of equipment 6000 1000 5 10 40 50 60 3
2. Pre-transaction activities 385
Staffying of transaction unit 50 1,800 90
Base-line 6000 1000 30 50 230
Information memorandum 6000 1000 10 5 65 b/
Organization of data room 6000 1000 b/
3. Public relations and promotion 6000 1000 40 100 340 b/ 340
4. Transaction b/ 1350
Bidding documents 6000 1000 180 120 1200
Bid evaluation 6000 1000 20 30 150
5. Transition period
Sub-totals 355 440 2535 20,170 1013 3548
Direct costs and incidentals 335 317 652
Totals 2870 1330 4200
Notes; a/ Includes employing university students to do the census
b/ Included in operation of transaction unit
12