62798 v1 Document of The World Bank Report No: 62798-GD RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF GRENADA TECHNICAL ASSISTANCE PROJECT CREDIT (GD TAC) 13 March 2008 TO THE GOVERNMENT OF GRENADA 7 October 2011 ABBREVIATIONS AND ACRONYMS ASYCUDA Automated System for Customs Data CARTAC Caribbean Regional Technical Assistance Center EU European Union GIDC Grenada Industrial Development Corporation GoG GoG of Grenada ICB International Competitive Bidding IDA International Development Association ICT Information and Communications Technology IRD Inland Revenue Department MDGs Millenium Development Goals MoF Ministry of Finance PAD Project Appraisal Document PCU Project Coordination Unit PMU Project Management Unit SBD Standard Bidding Document SIGTAS Standard Integrated GoG Tax Administration System TAC Technical Assistance Credit UNCTAD United Nations Conference on Trade and Development VAT Value Added Tax Regional Vice President: Pamela Cox Country Director: Francoise Clottes Sector Manager / Director: Arturo Herrera Task Team Leader: Kathy Lalazarian 2 GRENADA GD TAC P101322 CONTENTS Page A. SUMMARY................................................................................................................ 4 B. PROJECT STATUS.................................................................................................. 4 C. PROPOSED CHANGES .......................................................................................... 5 D. APPRAISAL SUMMARY........................................................................................ 7 ANNEX 1: RESULTS FRAMEWORK AND MONITORING .................................... 9 ANNEX 2: UPDATED PROCUREMENT PLAN ....................................................... 14 3 GRENADA TECHNICAL ASSISTANCE PROJECT RESTRUCTURING PAPER SUMMARY 1. This Restructuring Paper proposes to introduce changes in the GD TAC Project (IDA-44000, P101322 with EU Cofinancing Grant TF099140) and any accompanying amendments to the project’s legal documents. The proposed changes to the project are: (i) revision of some of the results indicators and target values to better align with Project activities and reflect what can realistically be observed and measured at exit; (ii) streamline components to focus on project activities with the most value-added to the Project Development Objective; (iii) revision of the financing plan to reflect the increased requirements for the Customs Modernization component and consequent reallocation of funds across components; (iv) reallocation of Credit proceeds to accommodate revised activities and financing plan; (v) a nine month extension of the closing date (from October 31, 2011 to June 30, 2012) to facilitate achievement of desired outcomes at exit; and (vi) update of the procurement plan. The original Project Development Objective would be maintained. PROJECT STATUS 2. Soon after the project was approved by the Board, it was confronted by several challenges beyond its control that led to a significant delay in implementation start-up. The project’s effectiveness was delayed by almost a year from Board approval as a consequence of the 2008 elections and the subsequent change in administration in the country. Thereafter, the appointment of the project manager took another six months from effectiveness. The project was officially launched in October 2009, having lost almost 18 months of implementation time. Thereafter, significant procurement activities were initiated with the ASYCUDA World contract (equivalent to about 30% of the IDA Credit) signed in April 2010. To date, procurement of additional activities has advanced, but there is little progress towards achieving the project’s development objectives due to slow implementation on the ground. While the Implementation Progress (IP) rating remains Moderately Satisfactory, the progress toward Development Objectives (DO) rating was recently downgraded to Moderately Unsatisfactory. 3. Under the Customs Modernization component, the ASYCUDA World implementation was launched in June 2010, but progress in its roll-out slipped by about four to five months due to delays in the availability of counterpart funds that would allow for procurement of the required ICT equipment. Under the Tax Administration component, the GoG decision to proceed with the implementation of the SIGTAS upgrade was recently made and the contract is now being finalized. With respect to the Modernization of Investment Promotion component, the National Investment Promotion Strategy was approved in August 2011 by Cabinet for adoption and 4 implementation. The laboratory equipment for the Export Strategy component has been procured and is awaiting full installation and training of personnel. 4. While there is a lack of tangible evidence vis-à-vis the planned outcomes due to slow implementation, this is not due to a lack of proactivity by Project Management or insufficient GoG commitment. During the implementation support mission in May 2011, the Bank noted a 40% increase in commitments within a six-month period. The main reason for the delays is the 1.5 years lost at project start-up. PROPOSED CHANGES Results/indicators 5. While the Project Development Objective remains unchanged, some of the results indicators and their target values would be revised to better align with project activities and to reflect what can realistically be observed and measured at exit. In particular, the administrative efficiency ratio indicators would be dropped as these cannot be realistically observed at exit given the delayed implementation of the relevant project activities. These changes are described in detail in Annex 1 of this Restructuring Paper. Components 6. Given the delay in implementation and the actual costs of critical inputs, project activities have been streamlined to focus on activities that are critical and have the most value-added for achieving the Project Development Objective. Accordingly, the following changes to the project’s components would be introduced: • With the success of the Customs Modernization component dependent on the ICT equipment being put in place to facilitate the roll-out of the ASYCUDA World upgrade, funds from both the IDA Credit and the EU Cofinancing Grant would be reallocated to finance this equipment. • The Tax Administration Modernization component would be reduced significantly to finance only two sub-components: (2.1) improving the organization and management of the Inland Revenue Department (IRD) (except the activity related to developing a three-year corporate plan for the IRD which was not among the deliverables included in the contracted commitments for the sub-component) and (2.5) upgrading the information technology within the IRD. All other sub-components will be dropped as they are being pursued under other funding sources (e.g, technical assistance from CARTAC). Savings from the cancelled activities would finance an increased requirement for the upgrade of tax administration information technology systems and some reallocated to the Customs Modernization component. • The consultancy services inputs for the Modernization of Investment Promotion component were consolidated into a single contract that allowed for some savings to be reallocated to the Customs component. 5 • Under the Implementation of Export Strategy component, the procurement of specialized equipment for the Bureau of Standards required additional resources. Consequently, other inputs were scaled down taking into account the remaining implementation period. This allowed for some savings that could be allocated to the Customs component. • Under the Project Management component, actual costs of contracts issued also provided for some savings that could be reallocated to the Customs component. Financing 7. As discussed above, the financing requirements for the Customs Modernization component increased due to the updated cost of the equipment for the roll-out of the ASYCUDA World upgrade. Likewise, an adjustment to the original PAD estimates on the US$ equivalent of the EU cofinancing grant would be necessary given current exchange rate levels and the need to correctly reflect the EU cofinancing grant amount available to the Government of Grenada under the IDA-administered Trust Fund (TF071138). Accordingly, the total project cost would be revised to US$2.8 million (from US$2.815 million) and reallocation across components would be necessary and is facilitated by savings from other components. The revised financing plan for the project is provided below: Project Costs (US$ m.) Components/Activities Current1 Proposed Customs Modernization 0.853 1.1453 Tax Administration Modernization 0.546 0.395 Modernization of Investment Promotion 0.295 0.260 Implementation of Export Strategy 0.505 0.485 Project Management 0.616 0.515 Total Project Cost2 2.815 2.800 Of which: IDA financing 1.900 1.900 EU Cofinancing Grant 0.670 0.6504 GoG counterpart financing 0.250 0.250 • Disbursement arrangements 1 See Annex 5 of PAD. 2 Totals may not reconcile due to rounding. 3 Reflects ICT equipment financing requirement that has not yet been financed by GoG counterpart and excludes cost of site preparation and/or renovation. 4 Reflects current US$ equivalent and a decrease in the Grant Amount due to oversight at project preparation wherein the cost to the Bank for administering the EU Trust Fund was not excluded in the funds available to GoG. 6 8. Presently, project activities are being pursued with two external funding sources – the IDA Credit and an EU Cofinancing Grant. The Grant is primarily co-financing the on-going consultancy contracts for ASYCUDA World and investment promotion strategy as well as the equipment requirements for ASYCUDA World and Bureau of Standards. However, the Grant has a final closing date of October 31, 2011. Accordingly, to ensure that all remaining activities are adequately financed, to accommodate revised activities and financing plan, and to provide for flexibility in disbursements moving forward given the EU Cofinancing Grant is not yet fully disbursed, this restructuring proposes to reallocate the IDA Credit proceeds as per the table below: Category of Expenditure Allocation (SDR) % of Financing Current Revised Current Revised Current Revised (i) Goods, No change 328,500 199,420 100% No Training change and Operating Costs for the Project (ii) Consultant No change 871,500 1,000,580 100% No services change for the Project Total 1,200,000 1,200,000 • Procurement 9. As a consequence of the changes in project financing, a revised procurement plan as of September 2011 has been prepared that includes all sources of financing and provides a realistic timeline for all remaining procurement activities (See Annex 2.) • Closing date 10. The IDA Credit closing date would be extended by nine months from October 31, 2011 to June 30, 2012 to facilitate completion of critical project activities and satisfactory achievement of desired outcomes at exit. This is the first extension of the Credit’s closing date. • Implementation schedule 11. A revised action plan and implementation schedule has been prepared and agreed between the PCU and the Bank task team. In particular, a strict timeline for the ASYCUDA World implementation has been agreed and would be monitored very closely by both the GoG through its project Steering Committee and the Bank so as not to compromise the extension. 7 APPRAISAL SUMMARY 12. The restructuring would not alter the conclusions of the original economic and financial appraisal of the project. The GoG has budgeted for required counterpart funds, which attests to their strong commitment to the project and their own assessment that the project remains economically and financially viable. The restructuring raises no new social or environmental issues. It does not trigger new risks or exceptions to Bank policy. A recent additional benefit of the project is that it would help position Grenada to benefit more intensively from the recently-initiated program for Supporting Economic Management in the Caribbean (SEMCAR), a major regional initiative financed by the Government of Canada. 8 ANNEX 1: Results Framework and Monitoring GRENADA: GD TAC Project Development Objective (PDO) is to: (i) improve the efficiency and effectiveness of customs; (ii) improve the efficiency of tax administration and decrease the transactions costs of paying taxes and consequently increase tax compliance; (iii) modernize investment promotion; and (iv) enhance the GoG’s support to the export sector through improving access to trade information and strengthening the capacity of the Bureau of Standards to provide conformity assessments and quality assurance. Revised Project Development Objective: - D=Dropped Cumulative Target Values** Core PDO Level Results C=Continue Unit of Data Source/ Responsibility for N= New Baseline Progress until June Target for June 2012 Frequency Indicators* Measure Methodology Data Collection R=Revised 2011 Improved Client perception of C Servqual 3.25 overall Baseline value just Improved ranking over Annually Baseline survey PMU Customs Operations score mean score identified baseline on client survey for perception and servsqual score of - 1.328 Customs Administrative cost D as a % of customs revenue reduced from 2% to around 1.5% The average time for customs C Days 4 1.5 - Achieved but 1.5 Annually Doing Customs clearance reduced from 4 days needs to be sustained Business/Report to 1.5 days to PMU Improved client perception of C Servqual 3.322 Baseline just Improved ranking over Annually Baseline survey PMU tax administration score overall established baseline on client survey measurin mean score g the gap for between perception customer of quality of percepti service and on and servqual expectati score of on 1.256 (-0.5 as desirable margin and tolerance threshold is -1.0) Tax administration costs as a D % of tax revenue collected reduced from 2.1% to around 1.5% Time taken to pay all the taxes R (Moved Hours 140 hours 140 hours - No Project 100 hours Bi-annually Report provided IRD from intervention yet by PMU/Doing Intermediate Business Survey Outcome Level & Changed Target Value) % of non-filer in the corporate C % 59% 39% 20% Annually Report provided IRD/PMU tax category reduced from by PMU 59% to 20% Increased access to trade R Yes/No Baseline Baseline just Improvement over Annually Survey PMU information survey established and no baseline determined Project intervention that index is yet, the indicator may 0.51 (out of need to be revised possible 1.0) in determining ease of access to trade and export information for exporters and 10 potential exporters Rate of conformity C % of No No complaints 95% response for Annually Consumer Bureau of assessments and number of conformi assessments reported for those conformity assessments reports Standards/PMU quality assurance certificates ty exports to which BOS for exports assessme issued certificates nts Improved investors perception C Servqual 3.685 mean Baseline just Improved ranking over Annually Investors Survey GIDC/PMU of service delivery from GIDC score score for established baseline on client survey client perception and quality and service and servqual score of - 0.944 Number of days to process C Days 215 Days No Project intervention 70 days Annually Report provided GIDC/PMU investment consents reduced (FIAS yet by GIDC from 215 days to 70 days Diagnostic Review 2004) INTERMEDIATE RESULTS Component 1: Customs D=Dropped Core PDO Level Results C=Continue Unit of Data Source/ Responsibility for N= New Baseline Cumulative Target Values** Frequency Indicators* Measure Methodology Data Collection R=Revised Progress until June Target for June 2012 2011 The percentage of C % 60% 39% (per Association of 30% Annually Report Customs consignments subject to Customs Brokers, Inc. 11 physical examination reduced report of January 20, 2011) from 60% to 30% A condition under the EU budget support tranche that had a target of 40% by the end of Dec 2010. Customs’ capacity for C Number No capacity More than 50 officers A total of 50 officers trained Annually Report by PMU Customs classification and valuation of of officers in Customs trained (45 customs and deployed goods trained officers in valuation and 30 and in classification) deployed C Number No No Project intervention yet 2 additional auditors fully Annually Report by PMU Customs Field Audit Capacity in of professional trained. Total: 8 professio field Customs/ (the number of nal field auditors in professional field auditors in auditors customs customs increased from 0 to 8) in customs Customs Information C IT system ASYCUDA Implementation of Customs IT upgraded to Quarterly Report provided PMU used 2.7 in ASYCUDA World ASYCUDA world in all by PMU Technology/ Customs IT operation, continues but delayed by 4- agencies involved in upgraded from ASYCUDA 2.7 installed in 5 months customs clearance to ASYCUDA World 1999 Component 2: Tax Administration Modernization Planning and Monitoring C No No Project intervention yet Planning and monitoring Annually Report provided IRD capacity within IRD/ unit substantial unit fully functional and by PMU established and preparing a planning and preparing three year monitoring corporate plan corporate plan capacity within IRD N IT system SIGTAS No Project intervention yet SIGTAS Upgrade Quarterly Report provided IRD IRD Systems (SIGTAS) used requires Operational by PMU Upgrade Operational upgrade D Corporate tax arrears % Income tax arrears % D Component 3: Investment Promotion National Investment C Strategy No NIPS consultancy NIPS under Bi-annually Reports GIDC Promotion Strategy adopted in place National started in 2011, strategy implementation provided by and being implemented Investment adoption targeted for PMU 12 Promotion July 2011 which is Strategy condition under the EU budget support tranche disbursement C No explicit Activity not yet Establishment of Annually Reports GIDC Business model and process business initiated; A condition investment facilitation provided by for investment approvals model or for the EU budget network to support GIDC clearly established in relevant investment support tranche, would business model and agencies supported by the network in need to be fulfilled by processes investment network place 31 Dec 2011 C Days 20 days 15 days (Doing 12 days Annually Reports GIDC (Doing Business 2011) provided by Starting a business Business PMU 2008) Number of days to process the C Days 90 days No project intervention 21 days Annually Reports GIDC investment applications yet provided by reduced from 90 days to 21 PMU days Component 4: Export Sector R Number No Equipment in various All exports, for which Annually Bureau of Capacity within the Bureau of of equipment stages of delivery and compulsory standards Standards Standards to provide quality certificat and installation, indicator to exist, tested and certified. assurance certification for food e issued personnel be revised under the Verified through number products capacity restructuring of certificates issued. R L Limited Three workshops held All relevant staff in BOS Second year and Survey of PMU and Bureau Technical skills at the Grenada up to date. trained in ISO 17025 end of Project industry and of Standards Bureau of Standards testing data from and calibration laboratories Bureau of improved Standards file **Target values should be entered for the years data would be available, not necessarily annually. 13 GRENADA TECHNICAL ASSISTANCE PROJECT PROCUREMENT PLAN- (GOODS) - September, 2011 ICB-International Competitive Bidding; NCB-National Competitive Bidding with Prior review :NCB2 is without prior review: IS :international shopping: SHOP: shopping;LIB-Limited TABLE 1: GOODS - Time Table of Procurement Actions Description Bid Number Procurement Estimated Amount in US$ Bidding No Objection Call for Bids Bid Opening No Objection Co Method Vs. Documents Bid Docs to Contract Si Actual Award Elapsed weeks ICB 10 10 45 90 15 NCB 10 10 30 60 15 NCB2 0 0 30 30 5 LIB 10 10 45 60 15 IS 0 0 20 20 15 SHOP 0 0 20 20 5 DC 10 10 30 30 10 Description Prior Bid Number Procurement Estimated Amount in US$ Bidding No Objection Call for Bids Bid Opening No Objection Co Review/Post Method Vs. Documents Bid Docs to Contract Si review Actual Award Trade and Export (GDBS) Prior review GTAP/ICB/01 ICB Estimated 5-Feb-10 15-Feb-2010 19-Feb-2010 9-Apr-2010 23-Apr-2010 3 292,341 Procurement of Specialized equipment for Actual 47,246.75 23-Mar-10 8-Apr-10 14-Apr-10 28-May-10 27-Jul-10 the Bureau of Standards - 3 lots Actual 98,313.00 23-Mar-10 8-Apr-10 14-Apr-10 28-May-10 12-Oct-10 Actual 146,781.20 22-Aug-10 23-Aug-10 22-Sep-10 12-Nov-10 16-Mar-11 Procurement of computer hardware for trade Post Review GTAP/SHOP/01 SHOP Estimated 10,000 1-Nov-11 2-Nov-2011 2-Nov-2011 22-Nov-2011 12-Dec-2011 1 information portal Actual Actual Project Management GTAP/SHOP/03 SHOP Estimated 8-Feb-10 8-Feb-2010 12-Feb-2010 26-Feb-2010 5-Mar-2010 1 4,856.00 Procurement of Office furniture, cabinets Actual n/a n/a 1-Feb-2010 12-Feb-2010 n/a 1 Post Review and equipment for PMU 374.00 SHOP Estimated 10-Oct-11 11-Oct-2011 11-Oct-2011 31-Oct-2011 20-Nov-2011 2 5,144.00 NA/NBF Actual Printing Public Information material NA/NBF GTAP/SHOP/04 SHOP Estimated n/a 2-Dec-2011 2-Dec-2011 22-Dec-2011 11-Jan-2012 1 9,000.00 Actual IRD Component Procurement of Computer Hardware and NA/NBF GTAP/NCB/01 NCB Estimated n/a 7-Nov-2011 17-Nov-2011 17-Dec-2011 15-Feb-2012 office equipment 40,000 Actual Hardware and software for planning NA/NBF GTAP/SHOP/05 SHOP Estimated 3,000 n/a 7-Nov-2011 7-Nov-2011 27-Nov-2011 17-Dec-2011 2 consultant/ tax policy Actual Customs Component *1 Procurement of Desktops, Servers, and Prior Review GTAP/DC/02 DC Estimated 197,981.29 n/a 8-Jun-2011 18-Jun-2011 18-Jul-2011 17-Aug-2011 27 computer Accessories for the ASYCUDA Project Actual 197,981.29 n/a n/a n/a n/a 4-Aug-11 Procurement of Generator for ASYCUDA Post Review GTAP/SHOP/06 SHOP Estimated 35,067.15 n/a 20-Jun-2011 20-Jun-2011 10-Jul-2011 30-Jul-2011 4 Project Actual 35,067.15 n/a n/a 21-Jul-11 25-Jul-11 n/a Tables and Chairs to be used for conducting Post Review GTAP/SHOP/07 SHOP Estimated 10,000 n/a 23-Sep-2011 23-Sep-2011 13-Oct-2011 2-Nov-2011 7 i i / kh 15 training/workshops Actual *2 Goods to setup LAN Network Data Prior Review GTAP/DC/02 DC Estimated 24,100 n/a 8-Jun-2011 18-Jun-2011 18-Jul-2011 17-Aug-2011 27 Devices for ASYCUDA Project Actual n/a n/a n/a 2-Sep-11 ASYCUDA Equipment (other) NA/NBF GTAP/SHOP/08 SHOP Estimated 20,506.00 n/a 3-Oct-2011 3-Oct-2011 23-Oct-2011 12-Nov-2011 17 Actual GRAND TOTAL 1,177,758.78 Notes: *1 - Proposed new contract with existing suppliers supplying the same equipment with who was competitively selected *2 - The only supplier of these network on the island Areas highlighted in pink are proposed GOG funds GRENADA TECHNICAL ASSISTANCE PROJECT PROCUREMENT PLAN - CONSULTANTS - September, 2011 IC-Individual Consulting; SS - Single Source; QCBS-Quality Cost Based Selection (N= National, I= International); QBS-Quality Based Selection; LCS-Least Cost Selection, FBS - Fixed budget selection: CQ - Consultants Q Wherever the selection meets the requirements of Clause 5.1 of the Bank’s Guidelines, CQ may be substituted by IC TABLE 2: Consultant Services -- Time Table of Procurement Actions Description Bid Number Method of Estimated Vs. Amount in US$ Request Advertise Request for No Object. Closing date Selection Actual for date in proposals to RFP for proposals Elapsed weeks GPN in UNDB ready UNDB 16 QCBS I 10 30 15 45 30 QCBS N 0 30 15 30 30 IC 0 10 0 15 0 SSS 0 10 0 15 0 CQS 0 10 0 20 0 LCS 0 10 0 20 0 FBS 0 10 0 20 0 QBS 10 30 15 45 30 Description Prior Review/ Bid Number Method of Estimated Vs. Amount in US$ Request Advertise Request for No Object. Closing date Post review Selection Actual for date in proposals to RFP for proposals Elapsed weeks GPN in UNDB ready UNDB IRD Component Upgrading of Tax Administration IT System Prior Review CTAP/SSS/01 SSS Estimated 16-Apr-2010 26-Apr-2010 26-Apr-2010 11-May-2010 1 (SIGTAS) *1 258,000 Actual n/a n/a 11-Mar-10 14-May-10 Estimated 22-Feb-2010 4-Mar-2010 4-Mar-2010 19-Mar-2010 2 19,250 Actual 21-Mar-10 21-Mar-10 n/a 16-Apr-10 Consultant to review organizational and Post Review CTAP/IC/01 IC management structure of IRD Estimated 25-Feb-2011 n/a n/a 11-Mar-2011 Actual 9-Mar-11 n/a n/a 1-Apr-11 8,369.91 IC Estimated 5-Mar-2010 15-Mar-2010 15-Mar-2010 30-Mar-2010 3 70,000 Actual 21-Mar-10 21-Mar-10 n/a 16-Apr-10 Long-Term Consultant for the Establishment Post CTAP/IC/03 of Tax policy PMU/ Planning Unit *2 review/NBF IC Estimated 18-Mar-2011 28-Mar-2011 28-Mar-2011 12-Apr-2011 Actual 11-May-11 n/a n/a 26-May-11 34,874.64 CUSTOMS Component Custom Modernization Prior Review CTAP/SSS/02 SSS Estimated 10-Feb-2010 20-Feb-2010 20-Feb-2010 7-Mar-2010 4 697,000 Actual n/a n/a n/a n/a Post Audit Training Prior Review CTAP/IC/05 IC Estimated 11-Mar-2011 21-Mar-2011 21-Mar-2011 5-Apr-2011 5 120,000 17 Actual 24-Mar-11 n/a n/a 8-Apr-11 GIDC Component Consultant for the Development and Prior Review CTAP/IC/06 IC Estimated 8-Oct-2010 18-Oct-2010 18-Oct-2010 2-Nov-2010 6 Implementation of an Investment Promotion 190,600 Strategy Actual 18-Sep-10 n/a n/a 1-Oct-10 190,600 NA/NBF 17-Oct-2011 27-Oct-2011 27-Oct-2011 11-Nov-2011 7 Consultant to conduct Public Information CTAP/IC/07 IC Estimated 20,000 Campaign Actual Consultant to Develop and install integrated NA/NBF CTAP/IC/08 IC Estimated 17-Oct-2011 27-Oct-2011 27-Oct-2011 11-Nov-2011 8 IT System for investment promotion 25,000 Actual TRADE & EXPORT Component Design and Implementation of trade Post Review CTAP/QCBS/01 QCBS I Estimated 5-Nov-2010 5-Dec-2010 20-Dec-2010 3-Feb-2011 9 information portal 71,000 Actual 3-Nov-10 n/a n/a 19-Nov-10 Short-term expert on Conformity Post Review CTAP/IC/09 IC Estimated 22-Jul-2011 1-Aug-2011 1-Aug-2011 16-Aug-2011 10 Assessment for Bureau of Standards 50,000 Actual 7-Jun-11 7-Jun-11 n/a 17-Jun-11 18,000 Short-term expert on Total Quality NA/NBF CTAP/IC/10 IC Estimated 30-Jun-2011 10-Jul-2011 10-Jul-2011 25-Jul-2011 11 Management for the Bureau of Standards 40,000 Actual 30-May-11 30-May-11 n/a 10-Jun-11 PROJECT Management CTAP/IC/11 IC Estimated 21-Mar-2009 1-Apr-2009 1-Apr-2009 16-Apr-2009 12 180,000 Actual 17-Apr-09 17-Apr-09 n/a 30-Apr-09 Project Manager Post Review 120,000 Actual n/a n/a n/a n/a 57,453 Administrative Assistant Post Review CTAP/IC/12 IC Estimated 24-Jul-2009 3-Aug-2009 3-Aug-2009 18-Aug-2009 44,000 13 Actual 31-Jul-09 4-Aug-09 4-Aug-09 30-Oct-09 18 Actual Estimated 25-Jan-2010 4-Feb-2010 4-Feb-2010 19-Feb-2010 14 136,500 Actual n/a n/a n/a n/a CTAP/SSS/03 SSS 26,993 Actual n/a n/a n/a n/a 30,132 Financial Management Specialist Prior Review Estimated N/A 10-Jan-2011 10-Jan-2011 14-Jan-2011 SSS 77,875 Actual n/a n/a n/a n/a 26,366 Actual n/a n/a n/a n/a 30,132 Auditor Post Review CTAP/CQ/01 CQS Estimated 1-Oct-2010 11-Oct-2010 11-Oct-2010 31-Oct-2010 15 17,250 Actual 17-Nov-10 n/a n/a 30-Nov-10 5,750 Consultant to Conduct Baseline Surveys Post Review CTAP/IC/13 IC Estimated 20-Aug-2010 30-Aug-2010 30-Aug-2010 14-Sep-2010 16 27,453 Actual 20-Aug-10 n/a n/a 3-Sep-10 27,453 Follow-up surveys Review of modernization Post Review CTAP/IC/14 IC Estimated 10-Oct-2011 20-Oct-2011 20-Oct-2011 4-Nov-2011 17 efforts and results 1 25,000 Actual GRAND TOTAL 2,645,051.55 Footnote: 1 Original system was designed, developed and implemented by SOGEMA 2 This line item is partyly financed by IDA and GOG - IDA $32,650.00; GOG $37,350.00 GRENADA TECHNICAL ASSISTANCE PROJECT 19 PROCUREMENT PLAN - TRAINING - September, 2011 IC-Indiv. Consulting;SS -Single Source;QCBS-Quality Cost Based Selection (N=Nat., I=Int’l);QBS-Quality Based Selection; LCS-Least Cost Selection,FBS - Fixed budget selection:CQ - Consultants Qualifications Logistical aspects of training will be procured as detailed below. Relevant consultancy services will be procured under CQ [for firms] or IC [for individuals] TABLE 3: Training - Time Table of Procurement Actions Description Bid Number Procurement Estimated Amount in Bidding No Objection Call for Bids Bid Opening No Contract Contr Method Vs. US$ Documents Bid Docs Objection to Signature (deliv Actual Contract Award Elapsed weeks ICB 10 10 45 90 15 15 NCB 10 10 30 60 15 15 NCB2 0 0 30 30 5 15 LIB 10 10 45 60 15 15 IS 0 0 20 20 15 3 SHOP 0 0 20 20 5 3 DC 10 10 30 30 10 3 Description Prior Review / Bid Number Procurement Estimated Amount in Bidding No Objection Call for Bids Bid Opening No Contract Contr Post review Method Vs. US$ Documents Bid Docs Objection to Signature (deliv Actual Contract Award Training for GIDC Training for GIDC Staff *1 TTAP/SHOP/02 SHOP Estimated 20,000.00 28-Nov-2011 28-Nov-2011 18-Dec-2011 7-Jan-2012 12-Jan-2012 31-M NA/NBF Actual Training for Trade and Export Training Attachment for Bureau of TTAP/LCS/03 SHOP Estimated 20,000.00 11-Mar-2011 11-Mar-2011 31-Mar-2011 20-Apr-2011 25-Apr-2011 28-M Standards personnel *2 Post review Actual n/a 22-Mar-11 15-Apr-11 n/a 25-Jul-11 30 Training for Customs Staff Customer Service Training *3 Post Review TTAP/IC/01 SHOP Estimated 36,000.00 30-May-2011 30-May-2011 19-Jun-2011 9-Jul-2011 14-Jul-2011 31-J 20 Actual n/a 3-Jun-11 10-Jun-11 n/a GRAND TOTAL 76,000.00 Notes: (1) The figures entered for Training of GIDC Staff and Training of Bureau of Standards personnel includes for both logistical and consultant services. However, due to the fact that I am using a table with formulas I do not have the flexibility to change it to IC or QCBS (2) Training Attachment for Bureau of Standards Personnel - procurement method should be LCS. There isn’t any flexibility in the formulas to add that procurement method thus it is reflected under bid number LCS. This line items would be partly funded by IDA & GOG - IDA 10,000 & GOD 10,000 (3) Customer Service Training would be carried out by an Individual Consultant. However, due to my inability to change the formula, I have indicated the method to be used in under the Bid Number column. Hope this will suffice. 21 GRENADA TECHNICAL ASSISTANCE PROJECT PROCUREMENT PLAN - Recurrent Cost -September, 2011 TABLE 4: Operating Costs - Time Table of Procurement Actions Description Bid Number Procurement Estimated Amount in US$ Method Vs. Actual Elapsed weeks ICB NCB NCB2 LIB IS SHOP DC Description Prior Review/ Bid Number Procurement Estimated Amount in US$ Post review Method Vs. Actual Operational for Project Management Unit Post Review RTAP/Shop/01 SHOP Estimated 40,000 Actual NA/NBF SHOP Estimated 20,000 Actual GRAND TOTAL 60,000.00 22 23