INNOVATIVE SOLUTIONS FOR URBAN MOBILITY IN ALMATY AND TASHKENT Terms of Reference for Consultancy Services APRIL 27, 2021
1 of 12 TABLE OF CONTENTS Page
I. Background and objectives ...... 3
II. Scope of the assignment ...... 4
III. Component A: Inception ...... 4 A. Task 1A: Mobilization and Inception Report ...... 4
IV. Component B: Public Transport Resilience Strategy ...... 5 A. Task 1B: Understanding Disruption Response Preparedness in Almaty and Tashkent .. 5 B. Task 2B: Developing a Public Transport Resilience Strategy ...... 6 C. Task 3B: Developing an Emergency Funding / Financing Strategy ...... 6
V. Component C: Smart City Solutions ...... 6 A. Task 1C: Public Transport Survey ...... 6 B. Task 2C: Designing Smart Solutions to Tackle Congestion and Air Pollution...... 7
VI. Component D: Preparing Smarty City Projects for Implementation ...... 7 A. Task 1D: Pilot Project Designs ...... 7 B. Task 2D: Designing a Project Pipeline ...... 8
VII. Component E: Institutional Structure and Capacity Building ...... 8 A. Task 1E: training and institutional structures ...... 8
VIII. Indicative Team Composition ...... 10
IX. Milestones and Invoicing...... 10
X. Administrative Provisions ...... 11 A. Data ownership ...... 11 B. Language of reports and data...... 12
2 of 12 INNOVATIVE SOLUTIONS FOR URBAN MOBILITY IN ALMATY AND TASHKENT Terms of Reference for Consultancy Services I. Background and objectives 1. Almaty and Tashkent are at the core of Central Asia’s rapid economic growth, representing the region’s primary industrial and commercial centers accounting for 15% of Central Asia’s GDP. As populations grow and local economies continue to pivot towards trade in services, pressure is growing on transport systems to modernize and adapt to demands for improved connectivity and growing environmental concerns.
2. Growth in the number of motorized vehicles registered in Almaty and Tashkent have driven an increase in urban congestion. Commuting from outside urban areas compounds these challenges during morning and evening peak hours. The Almaty region now accounts for 25% of all cars registered in Kazakhstan with half of the cars registered in the city, while Tashkent city accounts for one-fifth of total passenger car flow in Uzbekistan and two-thirds of passenger car flow in the entire Tashkent region. This congestion is estimated to impact negatively upon the cost of doing business and contributes significantly to local particulate emissions. Local particulate emissions in Almaty and Tashkent are consistently above safe levels, averaging 340% and 414% of the WHO’s daily exposure limits during the last year, respectively. The intensive use of old vehicles in Almaty—a city walled in by mountains—has resulted in hazardously poor air quality. Air pollution in Tashkent has reached a critical point with land vehicles estimated to produce roughly two-thirds of air pollution. Motorization rates are expected to continue growing as urban population and incomes increase.
3. The governments of both Almaty and Tashkent have signaled the need for smart city projects addressing congestion and transport emissions through the adoption of smart city strategies. Smart Almaty was launched in 2015 to use information and communication technologies to target issues in 6 priority areas. The city benchmarked its smart systems against international best practice in these areas, with transport being scored 1.37 on a scale of 5. Plans to improve transport-related systems include the use of cameras, GPS and sensors to optimize traffic, provide real-time information for users and divert trucks (in particular transit traffic) from the city center, through the creation of a congestion charging scheme. In Tashkent, “Smart transport” is a key component of the Smart City strategy. The Smart City framework approved in 2019 includes a specific component on “Smart Transport” designed to improve traffic conditions, increase mobility and reduce average journey times. These measures will be key to addressing transport-related air pollution in Almaty and Tashkent when securing the development gains brought about by improvements to mobility.
4. These Terms of Reference form the basis for an assignment targeting the generation and application of data for traffic management and smart city systems. The assignment would entail a team of experts (hereafter “The Team”) to guide World Bank support for the deployment and expansion of Smart City systems in Almaty and Tashkent.
3 of 12 5. This activity will seek to address congestion and transport-related emissions in Almaty and Tashkent by promoting the use of public transport through service quality improvements and supporting the development of traffic management systems. Specifically, it will seek to (i) develop measures and processes to improve the financial and operational resilience of public transport systems, (ii) prepare two smart city pilot projects, with a view to establishing replicable models and (iii) create a pipeline of smart city projects and financing options to support the development of public transport / traffic management systems beyond project completion.
II. Scope of the assignment 6. This consultancy assignment is funded through a grant from the Korean Green Growth Trust Fund. The scope of work for this activity includes the following:
. Develop a strategy to improve the resilience of public transport services to operational crises in Almaty and Tashkent;
. Take stock of existing smart city urban transport systems in Almaty and Tashkent;
. Based on Korean and international experience, identify those smart city technologies most suited to addressing traffic management and traffic-related emissions in Almaty and Tashkent;
. Support the development of a smart city pilot project in each target city with potential for near-term preparation;
. Support the development of smart city project pipelines and financing options that reflect the future needs of Almaty and Tashkent to develop their smart city systems related to public transport service improvement and traffic management; and
. Building on Korean and international know-how, design and implement a program of ongoing knowledge exchange and capacity building around the operation, maintenance, and upgrading of smart city traffic management systems.
7. While COVID-19 travel restrictions limit the implementation of the assignment, the Team will make use of virtual knowledge exchanges and the World Bank Group’s in-country presence to undertake tasks.
III. Component A: Inception A. Task 1A: Mobilization and Inception Report 8. The Team will mobilize and undertake the following activities during an initial mobilization phase:
. Connect with all relevant parties—Almaty City Hall (Akimat), Tashkent City Hall (Hokimiyat), TOO “AlmatyElectroTrans” (public bus and trolleybus operator), KGP "Metropoliten” (Almaty metro operator), AO “Toshshahartransxizmat” (public operator of city and inter-city transport in Tashkent) and AO “O'zbekiston temir yo'llari” (Tashkent Metro operator/ National railways operator)—to deliver an initial kickoff presentation (20-
4 of 12 30 min in length). This will include an introduction to key team members and the assignment Work Program. The World Bank Group will support the Team to initiate contact with relevant counterparts and will provide facilities for video conferencing;
. Develop a written data and information request for use with the institutions noted above as needed to take stock of (i) the smart city technologies and procedures currently in place for responding to operational disruptions (e.g. financial crises, extreme weather events, COVID-19 etc.) (ii) public transport operations and COVID-19’s impact upon these, and (iii) urban transport congestion / emissions;
. Undertake desk research to fully identify the current state of play for smart city systems in Almaty / Tashkent. The focus of this research should be on existing systems for traffic monitoring / modeling, fare collection, the provision of passenger information, public transport vehicle control, parking management and traffic signals, including:
(i) Analysis of current stock of transport data-collection equipment (e.g. traffic detectors, smart cameras, GPS tracking equipment on public vehicles etc.);
(ii) A review of the data currently collected / available for traffic management (e.g. data from cameras, ticketing systems);
(iii) A technical review of existing legal and regulatory provisions, mapping of the various institutions engaged in traffic management and smart city projects and plans that apply to smart city / traffic management systems in Almaty and Tashkent;
(iv) An overview of the institutional, legal and technological / data gaps between legacy transport management systems and projected requirements for upgraded traffic management / smart city systems; and
(v) Analysis of the steps needed to close these gaps and rough implementation cost estimates.
9. On the basis of this research and initial engagements with the clients, review and update the work program initially proposed in the team’s technical proposal. Planning should include contingencies for scenarios where COVID-19 considerations prevent travel to / from / within Central Asia;
10. The outputs of Component A will include: (i) two kickoff presentations for Almaty and Tashkent City Halls and municipal SOEs; (ii) an updated work program for the assignment; and (iii) two written reports (20-30 pages) detailing the current smart city systems and the flow of data / information into and out of each system element in Almaty and Tashkent.
IV. Component B: Public Transport Resilience Strategy A. Task 1B: Understanding Disruption Response Preparedness in Almaty and Tashkent 11. The Team will undertake desk research and interviews with relevant city stakeholders to identify which institutional structures, procedures and smart city systems are in place to deal with
5 of 12 disruption to public transport operations in Almaty and Tashkent (e.g. financial crises, extreme weather events, COVID-19 etc.).
12. The Team will conduct an assessment of the risks facing public transport operations in Almaty and Tashkent. To include: the potential for (i) financial crises, (ii) flooding and mudflows, (iii) heavy snowfall, (iv) earthquakes, (v) extreme heat events and (vi) pandemics or pandemic- like events. Where possible, this will identify specific risks posed to public transport routes and facilities (e.g. depots, stations, interchange hubs etc.).
B. Task 2B: Developing a Public Transport Resilience Strategy 13. The Team will draw upon experience of a context with well-developed smart city systems to develop protocols and training to maximize the provision of safe public and non-motorized transport options during periods of disruption (e.g. extreme weather events, COVID-19 etc.). Protocols and training will recognize and reflect the needs and transport patterns of male and female service users.1 To include consideration of: (i) plans to modify rolling stock and infrastructure to facilitate the safe use of public transport and bicycles, and (ii) the use of traditional and smart communication platforms to inform users of crowding and service disruptions.
C. Task 3B: Developing an Emergency Funding / Financing Strategy 14. The Team will draw upon experience of a context with well-developed smart city systems and other international best practices to support the development of contingency plans around emergency sources of crisis funding and financing for public transport operators. Plans should address the operators’ need to meet their obligations around (i) operational expenses, (ii) the servicing of short-term debt and (iii) current maintenance expenses in situations where own- revenue sources and subsidies may be temporarily limited.
15. The outputs of Component B will include: (i) A written ‘public transport resilience strategy’ that combines the work done under Tasks 1B, 2B, and 3B. This should detail the status quo of resilience planning / preparedness as well as the steps needed to enhance resilience to the threats facing urban transport systems in Almaty and Tashkent.
V. Component C: Smart City Solutions A. Task 1C: Public Transport Survey 16. In partnership with the World Bank, the Team will design a survey to identify barriers to shifting travel demand from private to public modes of transport in Almaty and Tashkent. This will take account of (i) fare affordability, (ii) perceptions around public transport services, (iii) ease of use (e.g. availability of information) (iv) safety concerns, (v) convenience / suitability of service alignment / frequency. The World Bank will contract out administration of the survey and will target users of public transport, private motorized vehicles and non-motorized means of transport.
1 Where the availability of gender-disaggregated data is a bottleneck to the development of a mobility response strategy, data needs will be included in the strategy.
6 of 12 B. Task 2C: Designing Smart Solutions to Tackle Congestion and Air Pollution 17. Building on the work done during Mobilization, the team will identify local bottlenecks and other network features key to designing traffic management / smart city systems tailored to the transport networks of Almaty and Tashkent. These will include but are not limited to (i) junction design, (ii) rights of way, (iii) physical capacity constraints along busy corridors, (iv) signal prioritization and (v) foreseeable disruptions (e.g. flooding, road closures etc.) in Almaty and Tashkent. The Team are encouraged to engage with network users, municipal bodies and mapping services.
18. The Team will conduct an options analysis of those smart city systems and services which could promote the uptake of public transport and address the issues identified under Tasks 1B and 2. Options will be drawn from (i) experience of a context with well-developed smart city systems, (ii) needs identified under previous engagements and (iii) systems currently under local government consideration.2 For each option, this will involve a gap analysis to establish the technical / financial viability of alternatives.
19. The outputs of Component C will include: an interim report detailing the needs and potential smart city solutions identified under Tasks 1C and 2C.
VI. Component D: Preparing Smarty City Projects for Implementation A. Task 1D: Pilot Project Designs 20. The Team will assist in the design of a traffic / public transport management pilot project with the potential for near-term preparation. Where beneficial, designs should take the opportunity to propose approaches to project management and implementation that may be novel to counterparts in Almaty and Tashkent. Design materials should outline system infrastructure / operational plans and, where necessary, provide the technical foundation for a pre-feasibility study.
21. The Team will produce a set of technical requirements (e.g. storage capacity, interoperability standard, software version etc.) to complement system infrastructure plans and provide a short list of vendors / products which meet these requirements that can be procured readily in Kazakhstan and Uzbekistan. Alternatives should be prioritized on the basis of:
. Contribution to network security;
. Interoperability with other systems in Almaty / Tashkent;
2 To-date, these include:
Almaty: (i) traffic cameras, GPS devices and sensors to support the development of a traffic optimization system and congestion charging regime; (ii) communication / tracking systems to relay information to truck drivers and divert transiting freight traffic away from downtown urban areas; and (iii) the electrification of urban fleet segments.
Tashkent: (i) enhanced bus management systems (to support operational efficiency and plans to privatize services); (ii) enhanced bus information systems; (iii) smart ticketing systems; and (iv) parking demand management systems.
7 of 12 . Alignment with regional standards;
. Availability in Kazakhstan / Uzbekistan (to include spare / replacement parts);
. Cost (both upfront and maintenance); and
. Future scope for Almaty / Tashkent city halls to operate, maintain and update systems independently.
22. The choice of pilot projects should reflect the analyses done under Task 2C.
B. Task 2D: Designing a Project Pipeline 23. The Team will support the development of an indicative pipeline of 5 smart city pipeline projects per city and a package of financing options. Indicative project pipelines (3-10 projects) should clearly depict the timeline and concrete steps needed for implementation. This should be accompanied by a written description justifying the inclusion of each project.
24. The outputs of Component D will include: a final report (~60 pages in length) detailing the work done under this component (~30 pages for each task).
VII. Component E: Institutional Structure and Capacity Building A. Task 1E: training and institutional structures 25. The Team will identify the key institutional and capacity challenges facing the implementation of solutions identified under components C and D. It will propose a program of ongoing capacity building and knowledge-sharing between the cities of Almaty, Tashkent and a city with deep knowledge of smart city systems around:
. Data collection and sharing;
. Using data for policymaking;
. Using data to support identification of priority investments; and
. Traffic management.
26. The Team will have access to World Bank support in the setting up of a capacity-building partnership with a selected partner city. The team will also support efforts to (i) select a suitable ‘study visit’ locations for a small group of counterparts from Almaty / Tashkent city halls.
27. The outputs of Component E will include: (i) an organogram and associated notes detailing a suitable institutional model and reporting structure for implementation / expansion and operation of smart city / traffic management systems in Almaty and Tashkent and (ii) a road map detailing a program of exchange and capacity building between the city selected for partnership, Almaty and Tashkent.Parallel and complementary activities
8 of 12 28. This consultancy assignment covers some of the activities envisaged under the World Bank project ‘Innovative Solutions for Urban Mobility in Almaty and Tashkent.’ To give further context to this consultancy assignment, an overview of those components that will be completed by the World Bank staff directly. While these activities are not part of this consultancy assignment, they will require close coordination with the WB team.
Smart Solutions (builds on the outputs of Components D and E under this assignment) . Design and administer the survey designed under Task 1C to identify barriers to shifting travel demand from private to public modes of transport;
. Draft a proposal exploring opportunities to embed the Tashkent smart city pilot project developed under Task 1D into the WBG’s “CASA Digital Uzbekistan” IPF project;3 and
. Draft a proposal exploring opportunities to embed the Almaty smart city pilot project developed under task 1D into the WBG’s “Kazakhstan Smart Cities and Artificial Intelligence” WBG P4R lending project.
Knowledge and Dissemination . Funding a study tour to Seoul for selected representatives of the municipalities of Almaty and Tashkent.
. Document the transfer of knowledge / technologies (captured in project documents, training sessions, workshops etc.) and lessons learned under the project. This will be used to inform follow-on activities (i.e. pilot project implementation) and support communication / dissemination activities.
Opportunities to Improve the Emissions of Existing Fleets in Almaty Through eMobility
Public Transport . Collect qualitative (i.e. interviews) and quantitative data to capture the operators’ experience of using battery electric buses and trolleybuses in Almaty. To reflect: (i) the financial / economic case for electric bus technologies in Almaty, (ii) the suitability of current-generation e-vehicles to local conditions, (iv) the availability of rolling stock and spare parts in Almaty, (v) constraints around maintenance and HR needs. This will also seek to capture the impact of PT fleet electrification upon users and other stakeholders. Understanding the Demand for Private eMobility . Analysis of the fleet composition in Almaty. On the basis of their sensitivity to a menu of policy interventions (i.e. changes in taxation, regulation etc.) this will assess the segments of Almaty’s fleet most amenable to near-/medium-term electrification; and
3 Targets government capacity to deliver digitalized public services.
9 of 12
. Identify the demand for e-vehicles in Almaty and the binding constraints around uptake (i.e. accessibility of charging infrastructure, availability of affordable options etc.) through surveys and interviews targeting a representative sample of Almaty’s population.
VIII. Indicative Team Composition 29. The Consultant must be familiar with (i) the design and implementation of smarty city systems in a context with well-developed traffic management systems and (ii) an integrated transport management service capable of processing inputs and outputs in real time. The consultant must have a deep understanding of both the technical and political challenges around the implementation of urban traffic management systems. Recent experience of working in the digital / transport sectors in Kazakhstan and / or Uzbekistan would be desirable. The project team should consist of the following experts:
(i) Team Leader: with 10+ years of working experience in the fields of urban mobility and smart city solutions, the Team Leader has broad experience in Korean know-how in these areas and has previous experience in supporting cities in CIS countries in using data-driven planning approach to urban mobility and smart cities.
(ii) Urban Mobility Specialist: has 8+ years of working experience in the fields of urban planning, including public transport, traffic management, and data-driven system analysis and design. Has experience with system such as TOPIS or equivalent.
(iii) Digital Solutions Specialist: has 5+ years of working experience in the field of smart city applications, and has previous experience in tailoring solutions for developing countries.
(iv) Communications / Project Support Officer: will provide overall support to the team while ensuring communication and dissemination of project activities. Has previous experience in similar roles and fluency in English and Korean.
IX. Milestones and Invoicing 30. The Team will invoice at each task milestone according to the contract fractions listed below. The Team’s contract will be “lump sum” inclusive of expenses. Invoices will be paid against the delivery of acceptable outputs for each task in the fractions of the total contract value listed below.
10 of 12 Invoicing Indicative completion (weeks from Task Title signing) (% of the contract amount)
1A Inception 10 6
Understanding Disruption 1B Response Preparedness in - 14 Almaty and Tashkent
Developing a Public Transport 2B - 14 Resilience Strategy
Developing an Emergency 3B - 14 Funding / Financing Strategy
Public Transport Resilience 4B 30 52 Strategy Implementation
1C Public Transport Survey - 60
Designing Smart Solutions to 2C Tackle Congestion and Air 30 64 Pollution
1D Preparation of a Pilot Project - 66
2D Designing a Project Pipeline 20 66
Training and Institutional 1E 10 70 Structures Total 70
X. Administrative Provisions A. Data ownership 31. The World Bank Group shall own all right, title and interest, including all intellectual property rights, in and to any reports, document, computer software (in source code and object code form), or other deliverables (whether in hard-copy or digital files) created or used under this assignment. The Team will provide additional soft copies of all data in Microsoft Excel formats. For the avoidance of doubt, this will include all data used in the development of assignment tasks such that all analysis should be replicable after completion of the assignment without requiring any additional data sources.
11 of 12 B. Language of reports and data 32. Teams will provide all reports and data sets in well written English. If necessary, the Team will engage editors to ensure that all outputs meet a standard of quality that is fit for public dissemination. All written materials should be packaged concisely with graphics, figures, and tables as required to facilitate communications. All data files should include annotations in English that will enable Almaty / Tashkent City Halls, the World Bank, or different development partners to retrace analytical steps and make future use of all data and analysis.
12 of 12