GEO: Pre-Feasibility Study for Tbilisi Metro Upgrade

Outline TERMS OF REFERENCE

A.

Background

1.
Transport and urban development are essential cornerstones in achieving livable cities
that are economically competitive, socially inclusive, and environmentally sustainable, as
articulated in ADBs long-term strategic framework, Strategy 2020.1 To mainstream sustainable
transport practices across ADBs operations and support poverty reduction in developing
member countries, ADB launched the Sustainable Transport Initiative (STI)2 in 2010.
2.
As part of the STI and following the request of the government of Georgia, ADB
approved in 2010, a $300 million multi-tranche finance facility investment program (Sustainable
Urban Transport Investment Program [SUTIP], GEO 42414-013) to implement sustainable
urban transport (SUT) projects in Georgia. A SUT roadmap was developed and endorsed in
2010, and defines focus areas and priority projects for 2010-2020. Consistent with the roadmap,
yearly investment plans are defined by City Hall and significant infrastructure and service
improvement projects have been implemented since 2010 (missing road links, improvement of
roads and sidewalks, introduction of GPS-based real time passenger information, upgrade of
bus shelters, introduction of a traffic management system, integrated ticketing system for bus,
metro and cable car etc.). A mid-term review of the SUT roadmap has been conducted and the
Tbilisi SUT Strategy (2015-2030) was developed in 2015 and endorsed in January 2016. The
Tbilisi SUT Strategy defines policy directions and prioritizes interventions along a multimodal
and integrated approach to be gradually implemented between 2015 and 2030, phased over
short (2015-2017), medium (2018-2021) and long (2022-2030) terms. The Tbilisi SUT Strategy
focuses on environmentally friendly and low emission solutions and realigning the Tbilisi urban
mobility system along an efficient, innovative, safe, economically viable and financially
sustainable model. The strategy covers all transport modes including personal motor vehicles,
public transport, non-motorized transport as well as institutional and land use aspects to foster
better living conditions, city attractiveness and competitiveness and economic development.
3.
The proposed pre-feasibility Study (PFS), which targets the gradual upgrading and
refurbishment of the Tbilisi Metro System, including electrical and mechanical components,
rolling stock and stations, is consistent with the action plan of the Tbilisi SUT strategy 20152030 which includes the adoption of universal design standards and full integration of the Tbilisi
Metro System with other public transport modes. The currently ongoing extension of Line 2 to
the University and the associated creation of the 23rd station of the Tbilisi Metro System,
financed under the SUTIP, has been implemented using best international standards for
passenger safety, universal access, energy efficiency, connectivity and overall service quality,
as required by ADB policies. As such and, through state-of-the-art technical solutions, the
extension project sets the quality standard benchmarks for the modernization of the entire Tbilisi
system.
1
2

Available at: http://www.adb.org/Documents/Policies/Strategy2020/Strategy2020.pdf

Available at: http://www.adb.org/documents/policies/sustainable-transport-initiative/Sustainable-Transport-Initiative.pdf

4.
The Tbilisi Metro System, operated by the Tbilisi Transport Company (100% owned by
Tbilisi City Hall) was commissioned in 1966. Extensions were constructed in the following two
decades and the network currently includes 22 stations covering the central districts of the city
with an average daily ridership of 450,000 passenger trips a day. The modal share of the metro
in total urban transportation, including private vehicles, is 13% with potential for increase. The
key features of the Tbilisi Metro System include: (i) effective management and a stable
performance, despite the limitations of its largely outdated infrastructure; (ii) reasonable
passenger demand with potential to increase its share in overall public transportation services
following the proposed modernization and optimization (in combination with a restructured bus
and minibus network to avoid competition between the modes); (iii) a convenient, user-friendly
combined electronic pass and token system with unutilized potential for full intermodality; (iv)
soviet-made aging rolling stock that is operational and well-maintained, but outdated in terms of
present day passenger comfort and maintenance cost standards; (v) soviet-style passenger
service areas in stations that have been well maintained with functionalities partly modernized
within budget limitations and hence with more potential for modernization; (vi) outdated
electrical and signaling systems (components with long expired residual life, for which spare
parts are no longer produced); (vii) outdated soviet type escalators that are well maintained but
slow and with high repair and maintenance costs; (viii) extremely low energy efficiency due to
the outdated electrical systems and rolling stock and thus, with huge potential for improvement;
(ix) tunnels in poor condition with high repair needs; (x) lack of universal accessibility; (xi) safety
not in line with present day international standards, despite considerable efforts and due to
soviet design features and dilapidated components (e.g. the ventilation and water pumping
components are outdated and often with an expired residual life); and (xii) social stigma
associated with the metro being mostly used by the poorest in society and those who cannot
afford to purchase a car. The aging Tbilisi Metro System should become an efficient backbone
of the Tbilisi public transport system to help the city to realize its economic potential, contribute
to the improvement of the mobility of its citizens and offer a tangible alternative to personal
motor vehicle users.
5.
In this context, upgrading the Tbilisi Metro System becomes critical for the city and for
meeting the objective of the Tbilisi City Hall to shift to a more sustainable, attractive and better
performing low emission public transport system that will better meet the transport demand,
introduce better hierarchy in the multimodal public transport system, ultimately improving the
quality of service and the attractiveness of the Metro and contributing to a better quality of life in
the Tbilisi urban area and turning it into a more competitive city. The upgrade of the Tbilisi Metro
System would provide multiple benefits including, but not limited to, energy and operational cost
savings; improved safety, efficiency and service quality standards; significant improvement in
universal accessibility to urban transportation; significant progress in increasing the ratio of
public transportation to personal motor vehicle use with the consequent benefits to the
environment; and an overall improvement of mobility conditions in Tbilisi.
6.
Currently, critically important information on metro passenger safety issues, as well as
the costs and benefits of investment in modernizing the Tbilisi Metro System is not available,
although it is fully expected that the benefits may include a significant reduction of metro

operating costs through energy savings and other benefits of modernization. The outputs of this
proposed PFS will bridge the existing gap in methodologically reliable and sufficiently detailed
information for the authorities to take an informed decision on prioritizing, planning and
sequencing investment in the Tbilisi Metro System, which given the substantial involvement in
Georgias Urban Transport Sector by ADB and EBRD, could be supported by lending from
either of the two organizations, or by both under a co-financing arrangement.
Figure 1: Tbilisi Metro System

B.

Objectives

7.
The objective is to conduct a PFS on the upgrading of the Tbilisi Metro System and the
improvement of its operation to meet present day technical, operational, safety and accessibility
standards, which would strongly contribute to the shift to sustainable urban mobility in the Tbilisi

urban area. The study will explore components to promote an efficient, affordable, safe,
environmentally friendly, economically viable and financially sustainable metro system in Tbilisi
through the re-equipping and optimization of various aspects of operation, all to improve the
quality of service while reducing operating costs.
8.
(i)

(ii)
(iii)
(iv)
(v)

The PFS targets the following interrelated objectives:

To enable a coherent and optimal vision and plan for upgrading the Tbilisi Metro System
operations to a modern standards level, including all relevant intertwined aspects of
upgrade (achieved through the sum of all outputs of the Project);
To improve passenger safety through addressing current risks and issues;
To improve accessibility and inter-modal connectivity;
To introduce energy saving solutions; and
To optimize operations through re-equipping, training and the introduction of new higher
operational standards and procedures in the technical and financial management of the
system.

9.
The PFS will need to be completed in accordance with CDIAs PFS guidelines and with
a level of detail sufficient to determine project categorization for environment and land
acquisition and resettlement, as defined in ADBs Safeguards Policy Statement, 20093. An Initial
Development Impact Assessment (IDIA) and Development Monitoring Framework (DMF)
according to CDIA standards must be completed.
C.

Outputs

10.
These detailed terms of reference (TOR) are output-based. The principal outputs under
the assignment, to be developed to pre-feasibility level, are outlined below.
11.
Output 1 Audit, Inventory and Assessment of the Tbilisi Metro System. The
consulting team will firstly conduct an audit, inventory and assessment of the existing Tbilisi
Metro System, including the following items:
(i)

(ii)
(iii)
(iv)
(v)
(vi)
(vi)
3

All electrical and mechanical equipment including power supply, signaling, rolling stock,
supervisory control and data acquisition (SCADA) system, control center, RAMS,
equipment, etc.;
The current operation plan;
Reliability, availability, and maintainability;
Energy efficiency;
Safety;
Accessibility and interconnection with other transport modes and the existing smart
ticketing systems;
Financial and economic conditions of the existing system; and

Available at: http:// http://www.adb.org/sites/default/files/institutional-document/32056/safeguard-policy-statementjune2009.pdf

(vii) Social and gender issues related to Tbilisi Metro System operation.
12.
The consulting team will closely coordinate with the Tbilisi City Hall Transport
Department and the Tbilisi Transport Company (metro operator) in order to gain a thorough
understanding of the existing network; collect main basic data (relevant operational parameters)
and conduct a technical audit and inventory of the Tbilisi Metro System assets in all 22 metro
stations.
13.
Upon completing the tasks under Objective 1, the consulting team will produce a Dataset
and Narrative Report of the Audit and Inventory of the Tbilisi Metro System to include:
(i)

(ii)

(iii)
(iv)

(v)

(vi)
(vii)
(viii)

(ix)
(x)
(xi)

Inventory dataset tables including data on itemized system components with relevant
technical specifications, condition/reparability assessment, indication of urgency of
replacement, indication of safety risks if any, current maintenance costs, energy
consumption as relevant and other comments as required;
An outline of the current operation plan with relevant graphical representation and
indication of relevant performance parameters of key importance such as current and
anticipated numbers of passengers, maximum load at peak-hours etc.;
An assessment of the key current financial and economic parameters compared with
present day best international practice parameters (tables and narrative analysis);
An energy efficiency assessment, to include a breakdown of the Tbilisi Metro System
power bill by system and larger operation category components, compared with the
present day best international practice parameters (tables and narrative analysis);
Safety assessment to include the red list of issues by system component and station
with an indication of the nature and level of risk and the degree of urgency in addressing
(tables and narrative assessment);
Accessibility (universal access assessment) by station with an indication of the degree of
compliance with present day requirements (table and narrative comments);
An assessment of connectivity by station at the level of metro system as a whole with
relevant data and performance and benchmark parameters referred and commented;
Assessment of the current ticketing system compared to general capabilities,
functionalities and performance parameters of the state-of-the-art smart ticketing
systems;
An assessment of the current passenger turnover (baseline figures for further analysis);
Interior and servicing area of the stations including galleries, pavement, furnishing,
exit/entry areas etc.; and
An assessment of the key social and gender issues to be addressed.

14.
The consulting team is expected to identify and clearly articulate the gaps and areas of
improvement for all the above items.
15.
Output 2 Specific Recommendations for Tbilisi Metro System Modernization and
Refurbishment. As a logical continuation of the work to produce Output 1, Output 2 will be a
detailed inventory dataset of the items to be fully or partly replaced or substantially repaired to
achieve present day international quality standards for service quality, safety, accessibility,

through modernization (for the same items as listed under Output 1 above). In addition, the
consulting team will produce the cost-benefit analysis including estimates of savings achievable
through modernizing the Tbilisi Metro System. To produce Output 2, the consulting team will:
(i)
(ii)
(iii)
(iv)
(v)

(vi)
16.
(i)
(ii)

(iii)

(iv)

(v)
(vi)
(vii)

(viii)
(ix)
(x)
(xi)
4

Conduct an analysis of the gaps and issues identified under Output 1;

Conduct research and analysis of the relevant best international practices;
Benchmark and report relevant quantitative and/or qualitative target parameters for
modernization of the Tbilisi Metro System;
Select optimal technological approaches and relevant equipment, including rolling stock
etc. and smart systems software;
Derive estimates of the costs of modernization (replacement, installation, refurbishing)
as well as estimates of operation and maintenance costs per replaced/upgraded
component/cost item; and
Conduct cost-benefit analysis for the components, systems and aspects in focus.
Deliverables comprising Output 2 will include:
Dataset of benchmark parameters for Tbilisi Metro System modernization4 (data tables
with relevant narrative comments);
Dataset of optimal, need-tailored technological approaches, equipment sets including
rolling stock, required refurbishing materials and works, and smart systems
recommended for upgrade/modernization of the Tbilisi Metro System (to include
technical specifications and other relevant parameters required for planning
modernization investment);
Dataset of all components recommended to be replaced, upgraded, set up or
refurbished, itemized and categorized by systems and with indication of the estimated
cap-ex and op-ex costs;
Estimates of energy savings achieved through modernization and/or replacement of the
relevant components as well as calculation of reduction in CO2 emissions through
achievable energy savings;
Estimates of relevant parameters of service quality improvements (including increased
passenger turnover, reduced time of commuting etc.);
Estimates of, and recommendations for, improved multi-modal connectivity;
Estimates of the achievable accessibility/universal access improvements (narrative
illustrated by relevant indicator parameters) and recommended universal accessibility
solutions (schematic drawings placed on the level plans of Tbilisi Metro stations);
A sample high-definition 3D rendering of a model metro station to meet all requirements
and standards benchmarked in (i) above;
Estimates of improved social and gender-specific benefits;
Estimates of operational expenses and subsequent savings compared to current costs;
and
Summary cost-benefit analysis (narrative with relevant quantitative parameters referred).

Reference can be made to the ongoing ADB-financed project of University Metro Station Modernization while
completing this task.

17.
In selecting optimal technological solutions, the consulting team will favor options that
minimize any adverse social and environment impacts. Environment safeguards will be
described in the output report, with a level of detail that is sufficient to determine project
categorization for environment, as defined in ADBs Safeguards Policy Statement, 2009.
18.
Output 3 Phased Investment Plan for Tbilisi Metro System Modernization. Based
on the data and analyses conducted through the preparation of Outputs 1 and 2, the consulting
team will derive one or more scenarios of a phased investment plan as well as a financial and
economic model of Tbilisi Metro System operation after modernization. The deliverables under
Output 3 include:
(i)

(ii)
(iii)

Phased investment plan (one or more scenarios as may be required) to include an

immediate investment phase related to imminent passenger safety risks (if/as identified),
and consecutive phases (the number and sequence based on a sound technical
rationale) to include references to urgency and benefits;
Recommended procurement strategy and packages (consulting services, works, goods)
for the phased investment plan; and
A credible, financial and economic model sufficiently detailed for taking informed
decisions on planning investments.
D.

Reporting Requirements

19.
The consulting firm will report to the CDIA Project Manager and designated ADB
Resident Mission Officers.
20.
The consulting firm will conduct the work in two locations: (i) Consultants base office;
and (ii) field work in Tbilisi. As the consulting team is to work closely with representatives of the
Tbilisi City Hall, Tbilisi Transport Company, the ADB Resident Mission and other relevant local
and national government institutions, the team is expected to spend at least half of their total
time allotment in Tbilisi. Lengthy reports should be avoided and conceptual drawings and
relevant additional information shall be included in appendices when deemed necessary. All
reports should focus on the substance (against the scope of work and output description) and
avoid generic statements.
21.
(i)

Reports. The consulting firm will prepare and submit the reports outlined below:
A draft inception report to be submitted to CDIA, ADB and Tbilisi City Hall
approximately 1 month after commencement of services. The report will include a review
of the proposed approach and methodology of each major task, detailed workflow,
staffing schedule, and schedule of deliverables. The report will encompass the
recommendations on the approach and work schedule discussed during the inception
meetings. The final inception report will be submitted to CDIA, ADB and Tbilisi City
Hall, within one week of receiving the combined CDIA/ADB/Tbilisi City Hall comments on

the draft inception report.

(ii)

A draft interim report to be submitted to CDIA, ADB and Tbilisi City Hall approximately
3 months after commencement of services. The report will present: (i) the results of the
Tbilisi Metro System appraisal and evaluation; (ii) the definition of the main bottlenecks
and challenges; and (iii) a review of progress and the remaining work. The final interim
report will be submitted to CDIA, ADB and Tbilisi City Hall, within 2 weeks of receiving
the combined CDIA/ADB/Tbilisi City Hall comments on the draft interim report.

(iii)

Draft final report to be submitted to CDIA, ADB and Tbilisi City Hall 5.5 months after
commencement of services. This report will cover the full set of tasks under the previous
outputs with all data and information contained in previous reports consolidated and all
comments and suggestions incorporated as appropriate. The report will present (i) set of
recommendations and detailed technical description of improvements to be implemented
in the Tbilisi Metro System for full rehabilitation of each system (ii) prioritization and
phasing of the improvement activities to be accomplished; (iii) the rationale for selecting
the technologies recommended; (iv) cost benefit analyses of the recommended
improvements; (v) description of improvements in safety and universal accessibility
addressed through recommended improvements; (vi) estimates of energy savings and
reduction in CO2 emissions by each phase of the improvements recommended; and
gender-specific benefits achievable through each phase of Tbilisi Metro System
rehabilitation. For more details of the contents of the draft final report refer to the list of
deliverables of Outputs 2 and 3 above. The draft final report will also include a
PowerPoint summary presentation of the findings and recommendations of the PFS.

(iv)

Final report to be submitted to CDIA, ADB and Tbilisi City Hall within 2 weeks after
receiving the combined CDIA/ADB/Tbilisi City Hall comments on the draft final report.

(v)

Brief progress reports to be submitted monthly (in English only). The reports will
summarize the achievements or milestones realized during the period, any problems or
issues encountered during the period, proposed measures to address the problems,
stated adjustments to the overall timeline and expected activities over the next month.
The core of the monthly progress reports will have a maximum of four pages and will
include in an attachment the minutes of all meetings and workshops.

22.
Report presentations and workshops. The consulting firm will present the inception,
interim and final reports to CDIA, ADB, Tbilisi City Hall and other stakeholders in working
consultation meetings one week prior to the submission of the relevant report in order to foster
quality project design and to build local capacity. The relevant key experts are expected to
attend the workshops to enable real time interaction with workshop participants. The workshops
will be held in Tbilisi unless otherwise agreed. The consulting firm will be responsible for all
costs associated with its participation in the workshops. If appropriate, the consultant firm is
encouraged to conduct additional workshops and stakeholder sessions with the option of
conducting these meetings either in Tbilisi or through video-teleconferencing.

23.
Donor Visibility. The assignment complements the ADB-financed SUTIP, is supported
by the ADB-funded Establishing the Future Cities Program in the Asia and Pacific Region
Regional Technical Assistance and is funded through the ADB/GIZ-funded and administered
CDIA. The consulting team will be required to support Tbilisi City Hall in ensuring visibility of
these resources. All reports and documents produced under the assignment will mention CDIA
and ADB support to the project, which will also be acknowledged by the consulting team in any
public communication. CDIA and ADB representatives will be informed and invited to any public
event related to the assignment.
24.
Language and formats. All reports shall be produced in English. Reports shall be
provided in both printed and electronic form. The consulting firm shall provide five printed copies
of each report for Tbilisi City Hall and two printed copies of each report for CDIA/ADB.
Electronic versions of the reports shall be provided in both MS Word and PDF formats. The
consulting firm shall also provide CDIA, ADB and Tbilisi City Hall with the final electronic version
of all source files under self-explanatory file names and directory structure including data
collected, spreadsheets and study models. All reports should be translated into the Georgian
language, unless otherwise agreed.
25.
Translation support between English and Georgian is expected to be required for many
meetings. PowerPoint presentations delivered at all reporting phases shall be produced in both
the English and the Georgian Language. The consulting firm will be expected to procure such
translation services.
26.
Review and acceptance of project outputs. Each output will be peer reviewed by an
expert panel composed of delegated Tbilisi City Hall officials and CDIA and ADB officers before
formal acceptance. After the production of each draft report (inception, interim and final), the
expert panel will jointly verify whether all key deliverables under the scope of work outlined in
the Contract have been provided as agreed. Specifically, the expert panel will review and
discuss the quality of the outputs submitted in each report and reach a consensus on whether to
authorize the progress payments. If the progress payments are not authorized, the consultants
will be given a written list of deficiencies to be corrected and the requested date for a revised
submission. The consulting firm will be given the opportunity to clarify the nature and extent of
the deficiencies and agree with CDIA, ADB and Tbilisi City Hall required revisions and the
resubmission date. The improved submission will then be reviewed again by CDIA, ADB and
the Tbilisi City Hall to determine whether the deficiencies have been sufficiently addressed.
E.

Consulting Firm

27.
These TOR are output-based, i.e. the proposing firms are provided with the flexibility to
structure and organize the project team, and schedule work in such a way as to ensure the
provision of quality outputs according to a mutually agreed work schedule. However, while
maintaining flexibility for the proposing firms in determining team composition and individual
inputs, the minimum list of key project staff is as follows:

(i)

(ii)

International key staff: Team Leader/ Structural Engineer (Metro); Electro-Mechanical

Engineer; IT and Signaling Systems Expert; Rolling Stock Expert; Economic and
Financial Expert; and
National key staff: Metro Operations Expert/Deputy Team Leader.

28.
Proposing firms may determine the number and nature of any additional team members
required to deliver the project objectives and outputs. The consulting firm will be responsible for
assigning team members to each task to produce the outputs as effectively and efficiently as
possible. The proposing firm will also put forward a commitment for the person-month allocation
for each team member.
29.
(i)

(ii)

The consulting firm shall meet the following requirements:

Register as a consulting firm under the ADB Consultant Management System (CMS) in
accordance with the terms of both firm legal registration and the home country status of
each individual team member (all experts engaged under the contract must be citizens of
one of the ADB member countries).5
Over the past 10 years, the consulting firm shall have completed at least two major
Metro feasibility studies, detailed engineering designs and/or works supervision
assignments. Depth and breadth of experience in producing outputs similar to the project
(outlined in Section C above) as well as the allocation of sufficient time of the relevant
experts to ensure quality outputs will be taken into account. Relevant geographic
experience i.e. Georgia, Caucasus, Central Asia, Eastern Europe - is an advantage.

30.
Indicative time inputs and responsibilities and estimated minimum person-month
allocations are outlined below. This minimum indicative time allocation reflects that this TA will
be awarded on the basis of an output-based contract in which the consulting firm proposes the
actual time allocation and if required, the potential addition of further team members. Moreover,
the actual time allocation will depend on the particular methodology and approach being
proposed. It is understood that the Team Leader is the focal point for all communications
between the consulting team and CDIA, ADB and Tbilisi City Hall, and is accountable for all
deliverables as well as the project and team supervision. All key experts, and preferably all
experts, should have good reporting skills in English and be computer literate.
31.

Indicative inputs - International Experts:

(i)

Team Leader/ Structural Engineer (Metro), International The Team Leader/

Structural Engineer (Metro) is expected to meet the following criteria: possessing
Masters University Degree in civil engineering, preferably with concentration on metrospecific structures and systems; considerable team leadership/project management
experience; at least 10 years of experience in civil engineering, specifically with metro
5

For further information, see: https://uxdmz06.adb.org/OA_HTML/adb/adbpos/jsp/ADBPOSRegisterInfo.htm

construction, rehabilitation, upgrade, or re-equipping projects; and excellent written and

oral communication skills in English. Knowledge and experience with former communist
block metro systems will be considered a strong asset. Team Leader/ Structural
Engineer (Metro) will be mainly responsible for:
Overall project and team supervision at task and at expert output level;
Providing technical inputs to the teamwork depending on her/his qualifications (e.g.
structural engineering);
Ensuring the synergy and coherence of all inputs and recommendations provided by
other experts;
Compilation of expert inputs into project reports and submitting and presenting
project reports; and
Liaison with key project stakeholders.
(ii)

Electro-mechanical Engineer, International The candidate for this position should

have: a university degree in electric transport engineering, civil engineering, or a related
field; at least 9 years of experience in civil engineering, specifically with metro
construction, rehabilitation, upgrade, or re-equipping projects; and excellent written and
oral communication skills in English. Knowledge and experience with former communist
block metro systems will be considered a strong asset. The Electro-Mechanical Engineer
will be mainly responsible for:
Supervision of any data collection and analysis processes related to metro electro
mechanical systems and for completeness and quality of the data collected;
Assessment of existing electro mechanical systems;
Producing well-substantiated recommendations on improvement and replacement of
electro-mechanical components while addressing the aspects of compatibility with
old systems remaining in operation by the time of replacement, and ensuring
uninterrupted metro system operation in the process of installation of the new
recommended equipment/systems;
Recommending the optimal technological choice (for electro-mechanical systems) for
the Tbilisi Metro System upgrade;
Deriving the list of technical specifications and itemized bills of quantities (BOQ) for
the recommended list of electro-mechanical equipment;
Deriving a technically well-substantiated sequence and plan of replacement of the
electro-mechanical equipment to be integrated into sequenced 3-phase plan of Tbilisi
Metro System upgrade
Producing narrative on the relevant currently existing safety issues and the
approaches in selecting the new equipment that help resolve these; and
Deriving methodologically sound calculations for energy consumption and savings of
modernization by each electro-mechanical component subject to replacing - for every
proposed phase of modernization and in total for full package of modernization
proposed.

(iii)

IT and Signaling Systems Expert, International - The candidate for this position
should have: a university degree in electrical engineering, preferably with the

specialization focus on transport signaling and IT systems engineering, or in a related

field; at least 9 years of experience in designing, installation supervision, and/or in
maintenance of electric transport (metro) IT and signaling systems. Knowledge of and
experience in SCADA systems and former communist block metro IT and signaling
systems will be considered as strong assets. The IT and Signaling Systems Expert will
be mainly responsible for:
Supervision of any data collection and analysis processes related to IT and signaling
systems of the metro and for completeness and quality of the data collected;
Assessment of existing IT and signaling systems of the metro;
Producing well-substantiated recommendations on improvement and replacement of
IT and signaling systems components while addressing the aspects of compatibility
with old systems remaining in operation by the time of replacement, and ensuring
uninterrupted metro system operation in the process of installation of the new
equipment;
Recommending the optimal technological choice (for IT and signaling systems) for
Tbilisi Metro System upgrade;
Deriving the list of technical specifications and itemized BOQ for the recommended
list of IT and Signaling equipment;
Deriving technically well-substantiated sequence and plan of replacement of the IT
and Signaling equipment to be integrated into sequenced 3-phaze plan of Tbilisi
metro upgrade;
Producing narrative on the relevant currently existing safety issues and the
approaches in selecting the new equipment that help resolve these; and
Deriving methodologically sound calculations for energy consumption and savings at
every phase of modernization by each IT and signaling component subject to
replacing - for every proposed phase of modernization and in total for full package of
modernization proposed.
(iv)

Rolling Stock Expert, International - The candidate for this position should have:
university degree in transport (preferably electric transport) engineering, mechanical
engineering preferably with specialization in electric transport, or in the relevant field; no
less than 8 years of experience in assignments that implied equipping or modernizing
metro and/or commuter rail rolling stocks; expert knowledge of the rolling stock options
in the market. Knowledge of and experience in communist block metro rolling stock will
be considered as a strong asset. The Rolling Stock Expert will be mainly responsible for:
Supervision of any data collection and analysis related to rolling stock of the metro
and for completeness and quality of the data collected;
Assessment of existing rolling stock of the metro;
Producing well-substantiated recommendations on improvement, refurbishment,
upgrade or replacement of rolling stock components (whichever relevant) while
addressing the aspects of compatibility with old systems remaining in operation by
the time of replacement, and ensuring uninterrupted metro system operation in the
process of installation of the new equipment;

Recommending the optimal technological choice (for rolling stock upgrade or

replacement) for Tbilisi Metro System upgrade
Deriving the list of technical specifications and itemized BOQ for the recommended
Rolling Stock option;
Deriving technically well-substantiated sequence and plan of replacement, upgrade
or refurbishment of the Rolling Stock (whichever relevant) to be integrated into
sequenced 3-phaze plan of Tbilisi Metro System upgrade; and
Deriving methodologically sound calculations for energy consumption and savings at
every phase of modernization by each Rolling Stock component subject to replacing
or modernization and in total.

(v)

Economic and Financial Specialist, International - The candidate for this position
should have: a university degree in economics/financial management or similar;
preferably 10 years overall experience; 5 years of experience in multilateral funded
urban infrastructure projects; and excellent written and oral communication skills in
English. Knowledge and experience with former communist block metro systems will be
considered a strong asset. The Economic and Financial Specialist will be mainly
responsible for:
Conduct a rapid financial analysis of the existing Tbilisi Metro System financial
operations and propose improvements;
Prepare a cost/benefit analysis of the investments required for the modernization of
the Tbilisi Metro System and identify priorities;
Prepare a financial and economic model sufficiently detailed for taking informed
decisions on planning investments; and
Determine the economic viability and financial sustainability of the proposed
investments.
All financial and economic assessments will follow ADB guidelines and methodology for
economic and financial analysis.

(vi)

Metro Operations Expert/Deputy Team Leader, National - The candidate for this
position should have: university degree in the relevant field, work experience in setting
up, mainstreaming or supervising metro operations, and no less than 8 years of relevant
professional experience. Experience of coordinating or managing professional teams
and with former communist block metro systems is desirable. The candidate must be a
citizen of Georgia. The Expert will be mainly responsible for:
Working in conjunction with Project Team Leader/Structural Engineer (Metro)/
International, while contributing as needed to completing tasks and responsibilities of
the latter (outlined above);
Coordinating the work of the national experts including quality and timeliness of their
individual outputs. Verify coherence and synergy of all national expert outputs under
Objectives 1 and 2;
Providing technical inputs to the teamwork depending on her/his qualifications (e.g.
assessment of selected aspects of operational efficiency);

As a deputy Team Leader, carry out project management tasks as required and
agreed with the Team Leader;
Providing international and national experts with relevant guidance from overall
metro operations perspective; and
Liaising with key project stakeholders in Georgia.

32.
In addition to proposing the project team, the proposing entities should also include
within the proposals personnel work plan and schedule all other team members deemed
appropriate to deliver the project outputs in accordance with the entitys proposed approach and
methodology. The proposing entity will also determine, for all team members, the person-month
allocations required to successfully implement the project.
F.

Request for Proposal

33.

The selection method for this assignment is Fixed Budget Selection.

34.
Technical and Financial Proposals. After the evaluation of the EOIs, the shortlisted firms
will then be requested to prepare technical and financial proposals. Proposals will encompass
the final proposed CVs in ADB format as well as the final Personnel Work Plan and Schedule.
G.

Term of Assignment

35.
The assignment should be implemented over a maximum period of 6 months from the
start date. Expected date of commencement of the consulting services is March 2017. In the
Personnel Work Plan and Schedule the consulting firm will propose the expected work schedule
and the timing of delivery for each major milestone.