REQUEST FOR EXPRESSION OF INTEREST (EOI)
SECTION A:
ADVERT
KENYA PORTS AUTHORITY
MOMBASA PORT IMPROVEMENT PROGRAMME - INFRASTRUCTURE DEVELOPMENT AND
PORT OPERATIONS
The Port of Mombasa is the Gateway to East and Central Africa, serving a wide hinterland in
the region and supporting international trade and the foundation of the region’s economy.
Various programmes have over the years been undertaken by Kenya Ports Authority (KPA)
to improve port operations, expand capacity and improve service delivery. TradeMark East
Africa (TMEA) is currently supporting Kenya Ports Authority to improve infrastructure
development and Port operations. TMEA and KPA wish to pre-qualify/ short list consultancy
firms to provide consultancy services in the following 3 separate areas:
PRQ20131191: Productivity Improvement Programme Study at the Port of Mombasa in
areas such as:
a) Advocacy Campaigns;
b) Organization Review and Labour Assessment Study; and
c) Capacity Building and Training Needs Assessment for Mombasa Port.
PRQ20131193:
Productivity Improvement Programme Study at the Port of
Mombasa through:
a) Time and Motion study for Marine Services;
b) Time and Motion study for Physical Cargo Handling and Clearance Operations;
and,
c) Analysis of Operational Statistics.
PRQ20131194: Financial analysis services to TMEA’s Port Partners to:
a) Help identify and produce financial analysis for TMEA’s Port partners needed for
modern port operations;
b) Produce financial analysis to support TMEA’s Port partners in making critical
financial decisions on investments and development plans; and
c) Help identify and address gaps in the ability of TMEA’s Port partners to provide
high-quality financial analysis.
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Expression of interest (EOI) document for each of the 3 areas can be obtained at TMEA’s
website
www.trademarkea.com.
Any
queries
should
be
directed
to
th
procurement@trademarkea.com . The closing date for submissions is 30 April 2014 (4.00
p.m. Kenya time).
Interested and qualified firms must register and apply online ONLY on the TMEA
procurement portal at the website: http://procurement.trademarkea.com . All attachments
must be 5MB or less.Firms may bid for any or all consultancy areas but a separate
application must be submitted for each. Only successful bidders will be notified.
No response shall be given for queries submitted 7 days prior to submission deadline.
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SECTION B:
TERMS OF REFERENCE
TERMS OF REFERENCE
The Mombasa Port Programme Productivity Improvement Plan
Terms of Reference for Productivity Improvement plan - Awareness Campaign,
Organizational Review and Labour Situation Assessment, Capacity Building and Training
Needs Assessment for Mombasa Port
Contents
1.
2.
3.
4.
5.
6.
7.
8.
9.
Introduction
Objectives
Recipient
Scope and Deliverables
Methodology
Reporting
Time Frame
Coordination
Required skill and experience
1.0
Introduction and Background
1.1
Kenya Ports Authority (KPA) is a State Corporation under the Ministry of
Transport charged with the responsibility for port development, management
and administration. It is also responsible for managing Inland Container Depots
in Nairobi and Kisumu. It currently employs some 7,117 staff (see appendix 1 –
organization chart).
Facilities at Mombasa port have, for a long period, operated with little
congestion. However, since 2005, transport demand across all the port sectors
has been growing strongly, leading to increasing congestion. Though KPA have
taken steps to invest in additional capacity (especially container terminal
capacity), high growth and delay, compounded by poor urban planning and a
mushrooming of unregulated activities is widening congestion impacts. In the
container sector, the daily freight task is expected to grow by 50% by 2015.
During the same period, the dry bulk and conventional cargo sector is also
expected to grow by 40% and 20% respectively. This equates to a daily freight
task of over 2,400 tucks/day to handle dry cargo alone (prior the cargo being
broken down or containers stripped into smaller parcel size – for instance for
delivery of goods to retail markets). On the seaward side and unless the average
ship exchange can be increased, KPA can expect to handle some 730 container
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vessels per annum. Where the ship working rate cannot be improved, this will
increase ship turn-around time, berth occupancy and thus ship waiting time. On
the landward side, slow clearing and forwarding processes and high cargo dwell
times, have resulted in severe yard congestion, poor traffic flow and increased
time for shore handling.
1.2
To overcome these challenges, KPA is undertaking various projects. Among
other things this includes a project to improve productivity in all port sectors.
Initial work has included the development of a Productivity Improvement Plan
for the container sector (MTBS Jan 2013) which identified a need for
improvement in 5 key areas1. More recently, KPA recently commissioned the
Wajibika Project, which aims to develop a results based management system
and build a high performance culture through the operationalization of a
Balanced Score Card System2.
1.3
As part of these initiatives, TradeMark East Africa has agreed to provide grant
funding for a comprehensive Productivity Improvement Plan. This shall takes
into account total outputs in relation to total input (i.e. the ratio between the
amount produced and the amount of resources used in the course of
production, including human, capital, material, energy and other resources) in
order to achieve improvements at the wider corporation level and at all
operational levels. As part of an action plan to improve total productivity, KPA
will:

Undertake a PIP advocacy campaign for all port stakeholders (this TOR)

Undertake a comprehensive organizational and labour situation
assessment

Undertake a capacity building and training needs assessment;

Undertake time and motion studies in all Port Operations areas ( Marine
Services, Physical Cargo Handling operations and Cargo clearing
operations) sectors utilizing ILO concept to improve productivity by
identifying basic work concepts, added work concepts and ineffective
time.
These studies and reports will be used to assist and inform a Productivity
Improvement Plan Implementation Committee (PIPIT) that will be responsible
for all oversight, coordination, design, development and implementation work.
The PIPIT committee will consist of representatives of KPA’s management,
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The Terminal Operating System; Interaction with Customs; Availability of Critical Assets; Stakeholder
Management; and, Operational Improvements.
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A performance management tool used to track and monitor staff activities
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workers, key stakeholders and TMEA. It will use information gathered to act on
key issues affecting productivity and pursue improvements in ways that
maximise efficiency while minimising labour dislocation and risks to potential
port investors and operators.
2.0 Objective
The proposed Awareness Campaign, Organisational Review and Labour Situation
Assessment, Capacity Building and Training needs Assessment for Mombasa Port is
structured into three distinct components that are covered under the same Terms of
Reference. The three components cover three broad support aspects of Port
Productivity Improvement Programme. These include;
a) Advocacy Campaign;
b) Organisational and Labour assessment Study;
c) Capacity building and training needs Assessment for Mombasa Port.
2.1
The main objective of this advocacy campaign is to create awareness and PIP
buy-in among the KPA staff and other stakeholders working in the port.
2.2
The main objective of this organizational and labour situation assessment study
is therefore to provide factual information that will allow the PIPIT to:
2.3
3.0

Understand how KPA is organized and in particular to determine if the
organization is structured to deliver value-adding impact in the changing
business environment;

Diagnose and implement organizational and workforce changes if
necessary;

Grapple with a wide range of economic, operational, social, safety and
cultural issues affecting port labour.
The main objective of this capacity building and training needs assessment study
is therefore to provide factual information that will allow the PIPIT to:

Understand how the capacity of Bandari College (or other colleges) to
provide training for KPA management and workers;

Build capacity with key educational and training institutions;

Increase workforce capacity for critical functions;

Enhance training programs.
Recipient
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The main recipients of this work will be TradeMark East Africa and the Kenya
Port Authority.
4.0
Scope of Work
4.1
General Requirements
4.1.1 The Consultant shall at all times keep in mind that the work must be authentic
and thorough. It will form the basis for making important decisions and is not
just a bureaucratic requirement.
4.1.2 Accordingly, the consultant shall exercise all reasonable skill, care and diligence
in the performance of the work and shall carry out all responsibilities to
recognized professional standards.
The consultant shall act as a faithful
advisor to KPA and shall supply all expertise, knowledge, advice and skills
required to carry-out and complete the work expeditiously in accordance with
the conditions of engagement.
4.2
Particular Requirements
4.2.1 In addition to the general requirements, when carrying out the work, the
consultant shall specifically:
a)
Advocacy Campaigns
(i)
•
•
•
•
Explain the productivity concept, in particular:
That productivity takes into account output in relation to input;
That Productivity is simply the ratio between the amount produced and
amount of resources used in the course of production;
The ILO definitions of Productivity;
That for ports and other service industries, improving productivity (and by
extension, efficiency) is more than just about improving labour utility. It is
also a function how space, technology, plant and machinery are utilized.
(ii) Explain that Productivity and Performance are different things, i.e:
•
That performance takes into account output alone (inputs are not
considered)
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•
A performance index is simply a comparison of actual output with some
standard or expected output i.e.: Performance Index = Actual work done÷
Ideal or standard expected work (benchmarking).
(iii) That the PIP program for KPA is based on the Total Productivity Concept:
•
•
(iv)
(v)
That human, capital, material, energy and other quantifiable inputs will
be considered; and
That the aim is to create improvements at both the wider corporation
level and an operational unit level.
That Productivity Improvement is more than just about restructuring KPA into
a landlord or other model and that specifically:
•
It is a function of not just how well the port (terminal) performs, but also
on how ships are operated, and how customs and other procedures are
managed to achieve a smooth flow of vessels and cargo through the port;
•
In any cargo sector, productivity improvement must be broken down into:
• Vessel related operations
• Cargo related operations; and
• Connection related operations.
•
A ‘co-maker’ approach in all cargo sectors will be implemented.
That Labour productivity measures and benchmarks issues will involve:
Not looking at just the composition of labour gangs, working conditions
and training (skills enhancement), but also career development (how long
should one be on a particular grade? How do they move up?), financial
incentives, fringe benefits, job enrichment, worker participation,
communication, role perception, quality circles, supervision,
management quality and rationale for remunerations/grading (should all
staff be graded by HG/HM status or should salaries be pegged on grades,
professions or work contents?).
(vi)
That the KPA Work Plan Approach will be based on Utilizing the ILO concept
to improve productivity by further breaking down tasks into: Basic Work
Content; Added Work Content; and Inefficient Time – where:
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(vii)
(viii)
(ix)
(x)
b)
•
The Basic Work Content – is the amount of work “contained” in a given
process measured in man-hours or machine hours (i.e. the irreducible
minimum time theoretically required to produce one unit of output given
existing technologies);
•
Added Work Content – is the work content added by defects in the
design or operation of the product or service (i.e. the additional work
over and above the basic work concept due to features inherent in the
product or service which could be eliminated). This includes work content
added by inefficient methods of production or operation, such as: wrong
machine/tools used, processes operated in bad conditions, bad layout,
operator’s bad working methods etc.
•
Ineffective Time – is all interruptions which cause the worker or machine
or both to cease producing or carrying out the operations on which they
are supposed to be engaged. This includes ineffective time due to
shortcomings on: (i) the part of the management (during which man or
machine or both are idle because management failed to plan, direct,
coordinate or control efficiently); and (ii) within the control of the worker
(during which man or machine or both are idle for the reasons within the
control of the worker himself).
That delivery responsibility will be invested in PIP implementation committee
that will include representatives from KPA’s management, workers and other
key stakeholders;
That delivery at specific levels will include the formation of quality circles;
That the project will link to the Wajibika Project to improve monitoring and
evaluation;
That program assistance will be provided up-until the end of 2016.
Organizational Review and Labour Situation Assessment
This will entail undertaking organisational diagnosis to determine the current
level of performance and gaps; including productivity and quality levels in
addition to designing an appropriate PIP for the organization based on the
results of diagnosis. The following will therefore need to be undeertaken:
(i) Conduct a review of the organizational structure of KPA.
This shall include providing up-to date information on:
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
Employee numbers, categorized by department and sub-department
(including job-title and location, including location within the port of
and its environs);
(ii) Conduct a staff audit of the Port of Mombasa
This shall include providing up-to-date information on:





Employee numbers, categorized by type of employment (for example,
permanent full-time and part-time employees; short-term casual,
seasonal, or temporary workers; temporary workers engaged for many
years; professional staff recruited on ad hoc emergency terms; semipermanent workers; contract workers; workers on deputation from
elsewhere in government; and workers on administrative leave);
Employee numbers, categorized by social criteria (including salary
grade, level of education, age, gender, ethnic group, years of service,
and other categories relevant to the port);
Employee skills, categorized by function or technical skill (and including
identification of key individuals or groups of works whose knowledge,
experience, and institutional memory are critical to the effective
operation of the enterprise);
Employee compensation for each employee, or category of employee,
including basic monthly salary, cash and other allowances (including
per-diem allowances for travel, subsistence etc);
Liabilities of the enterprise to the employee, especially estimates of
arrears on pensions, tax or other benefits;
(ii) Conduct a staff audit of all private service providers operating in the port
of Mombasa, especially private companies or labour gangs operating in
the port in accordance with the general principals of (i) above;
(iii) Prepare a draft set of generic labor productivity measures and benchmarks,
including but not limited to:









Gross or net revenue per employee
Total payroll costs (all employment-related expense) per employee
Total/functional labour cost as a percentage of revenue
Ratios of headcount by function (management/operations)
Management salaries (relative to private sector norms)
Salary levels by function (adjusted to allow comparisons)
Hourly wage rate (standard and overtime)
Average weekly hours per worker
Training days per person per year
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
Travel days per person per year
(vi) Review relevant government or sector level laws, regulations and collective
bargaining agreements that impact directly on staffing levels, or rigidity in
staffing numbers, including:
Published labour norms and standards for specific tasks
Hiring and firing policies
Collective bargaining agreements
Norms which may not be written down, but have become operational
custom and practice
Restrictions on one worker doing another’s job (job demarcation rules)
Rules relating to early retirement
(vii) Using ratio analyses, calculations and forecasts of age profiles (by critical
cohorts), conduct an analysis of current staff levels by:
Age
Years of service
Place of Origin
Gender
Grade and pay scale
Location
Category (permanent, semi-permanent, seasonal, temporary, part-time,
probationer, apprentice, or others as appropriate)
c)
Capacity Building and Training Needs Assessment
Implementing the PIP requires training to build capacity for various cadres to
carry the different roles in the PIP and running PIP projects. The following will
therefore need to be undertaken:
(i)
Assess the Role, Prospectus and Capacity of Bandari College;
(ii) Assess the Role, Prospectus and Capacity of other Maritime Training
Organizations in Kenya providing services to KPA;
(iii) Develop, if necessary, a logical framework for Bandari or other colleges by
technical area, with focus on:


Seafarer training (Masters, Mates, Engineers, Able-seamen and other
seafarers employed in shore-based positions (Harbour Masters,
Surveyors, Flag and Port State Inspectors etc);
Operation managers and section heads in-line with the UNCTAD train
for trade (port Training) program;
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

General port labour in-line with the ILO guidelines for Training in the
Port Sector to Promote Multi-skilled Specialists and Certified Workers;
Customs and clearing and forwarding agent training.
(iv) Develop a program of Capacity Building activities, outputs and outcomes
for each technical area;
(v) Determine Training of Trainer needs, including short, medium and long
term Technical assistance requirements;
(vi) Establish strategic partnerships with other more developed ports for
exposure;
(vi) Make recommendations for the development of International Partnerships
with other training organizations for immediate and medium/longer term
needs.
5.0
Methodology
In their proposal, the Consultant shall provide a description of their proposed approach,
methodology, work plan and staffing which is required to be submitted in Technical
Proposal Form TECH-4. This will be refined and approved by KPA and TMEA upon
commencement of the contract.
The Consultant shall be responsible for evolving an appropriate methodology in accordance
with relevant industry standards which is acceptable to KPA and shall undertake all
fieldwork and ensure all data gathered is quality assured and corrected wherever
appropriate.
The Consultant shall keep a record of all information collected and present this in a manner
which allows statistical comparisons to be made. Qualitative assessments must be backed
up by case studies and relevant industry examples.
The consultants selected are expected to work in a cooperative, transparent and
harmonized manner with KPA to ensure that ultimately, the study can be used to enhance
port productivity, competitiveness and profitability.
The consultants shall keep in mind that the work will form the basis for making important
investment decisions and must therefore be authentic and thorough. To this end, the
consultants shall exercise all reasonable skill, care and diligence in the performance of the
assignment and undertake the works according to recognized professional standards. They
shall at all times act as faithful advisors to KPA and shall supply all expertise, knowledge and
skills required to carry-out and complete the works expeditiously and in accordance with
the conditions of engagement.
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KPA and its development partners also favour and work to build capacity within Kenya Ports
Authority and around national consulting firms at large. In this regard, the consultants shall
build meaningful partnerships with counterpart staff within KPA. Moreover and where
possible, consultants should involve/associate with national consultancy firms in the
assignment.
KPA and its development partners promote gender mainstreaming in all activities. This
includes assessment of implications for women and men of all activities, in all areas and at
all levels. Consultants will ensure that their proposed methodologies substantively address
gender mainstreaming.
6.0
Reporting
6.1 The consultant will report to the KPA General Manager Operations and TMEA
Kenya Country Director.. All outputs are to be submitted to specified
representatives of TMEA and KPA, who will jointly be responsible for review and
approval.
6.2
The following reports are required to be produced and submitted by the
consultant
(i)
An Inception Report, which has to be submitted two weeks after the
commencement of the assignment.
This Report shall detail how the consultant intends to conduct the
advocacy campaign,
The Inception Report shall also contain:
(a) An outline of the methodology that the consultant will apply during
the execution of the work taking into account the size and structure
of KPA operations at Mombasa port. ;
(b) An outline of activities expected to be completed until completion of
the work
(ii)
Progress Reports are to be submitted every calendar month.
This Report shall summarize all work executed as well as a summary of the
findings of the consultant related to the advocacy campaign.
(iii) A Final Report which has to be submitted two weeks after completion of
the work. The Final Report shall include any revisions tote monthly
progress reports that the consultant deems appropriate.
7.0
Time Frame
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Awareness creation and training would take two years (12 months first and then extend for
another 12 months). Organizational review and labour situation assessment is expected to
take 6 months.
8.0
Coordination
TMEA is expected to:
 Facilitate initial introductions to KPA.
 Review and give feedback to reports in a timely manner.
KPA is expected to provide the consultant with:
(i)
(ii)
(iii)
(iv)
All Labour related statistics where available;
Copies of Audited Accounts;
Permit to access the port, KPA revenue offices and all business units;
The structure and prospectus of Bandari and other maritime colleges (where
available);
(v) Permit to access the port, KPA revenue offices and all business units
A Productivity Improvement Plan Implementation Committee (PIPIT) has been formed that
will oversee and approve the work of the consultant and also provide overall oversight,
coordination, design, development and implementation work. The PIPIT committee will
consist of representatives of KPA’s management, workers, key stakeholders and TMEA.
9.0
Required Skills and Experience
Team Leader/Project Manager/Director
A graduate with a Degree in Port Operations, PR, Laws, Transport, Engineering or any other
relevant fields with over 15 years working experience in Advocacy Campaigns; Institutional
assessment, studies or reform; Capacity building, Training Needs Assessment, among others
in East Africa
Advocacy Campaign Expert
A graduate with a Master’s Degree in PR/Communications with 10 years working experience
in Advocacy Campaigns in East Africa.
Organizational/Institutional Review Expert
A relevant Master’s Degree with 10 years working experience in organizational/institutional
restructuring/reforms in East Africa
Port Operations Specialist
A Post graduate training in port operations or management with 10 years working
experience in port operations and management in East Africa.
Port Labour Expert
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A graduate degree in Human Resource Management/Development, Bachelor of Commerce,
Bachelor of Arts, Business Management or any other relevant fields with 10 years working
experience in port labour management or development in East Africa
Training Specialist
A graduate with a relevant Master’s Degree and 10 years working experience in human
resource development, maritime training or training in port-related courses in East Africa.
Training Needs Assessment Specialist
A graduate with a relevant Master’s Degree and 10 years working experience in Human
Resource Development, Training Needs Assessment in East Africa.
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SECTION C:
PREQUALIFICATION CRITERIA
1. Timely submission
2. Registration:
Registration with relevant bodies such as;
- Licensing/Registration/ incorporation Certificate – local or international.
- Tax Compliance Certificate.
3. Years of experience:
At least Five years of experience in relevant field.
4. Similar work/s or projects in magnitude
Have experience in at least five similar work/projects of at least USD 500,000.
5. Technical Capability
- List of key professionals and their CVs and certificates.
- Specific experience of key staff in at least 3 similar assignments.
6. Financial Capability
Audited Accounts for the last three years, company turnover, an Asset and Liability
Statement or any other document from a Bank indicating that the firm has financial
resources to perform the assignment.
7. Experience of working with government and/ or donor agency etc.
At least three years working experience with port authorities and any other such as
donor agency, government agencies, regional bodies or any other relevant
institution
Qualification Criteria
Pre-qualification will be based on meeting the minimum requirements to pass the set
criteria. The declaration will be either pass or fail regarding the applicant’s response to the
criteria.
NOTE: it is a bidder’s responsibility to submit evidence for each criteria.
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SECTION D:
SUBMISSION
Responses to this EOI must be addressed to:
Particulars
Contact Details
Electronically:
Interested and qualified vendors must register and
apply online ONLY on the TMEA procurement portal
at the website:
http://procurement.trademarkea.com
All attachments must be 5MB or less.
Subject:
PRQ20131191 Mombasa
Port
Programme
Productivity Improvement Plan - Awareness
Campaign, Organizational Review and Labour
Situation Assessment, Capacity Building and
Training Needs Assessment For Mombasa Port
Addressee
The Senior Procurement Manager,
TradeMark East Africa,
2nd Floor,
Equatorial Fidelity Centre,
P. O. Box 313 – 00606,
Nairobi, Kenya.
Closing date/ time
30th April 2014 (4.00 p.m. Kenya time). Submissions
received after this date/ time will be rejected.
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