Project Preparation Grant Proposal

NOSY BE RENEWABLE ENERGY POWER PROJECT – MADAGASCAR

 Abstract
Project Summary
Projet Pôles Intégrés de Croissance (PIC / Integrated growth pole project), which is active in fostering
Project
growth in high potential areas of Madagacsar, has committed resources to address the deteriorating
Description
energy situation of Nosy Be island – one of the most appreciated touristic zones of the country. It aims
at constructing a more sustainable power generation complex with an initial total capacity of 8MW to
partly substitute and complement the existing high-cost thermal electricity generation (around 4MW
currently available and progressively deteriorating) of Nosy Be Island in Madagascar, through a
Public-Private Partnership (PPP) scheme with the involvement of the utility. This will not only
address the existing unmet demand and frequent outages but will also give positive signals to private
investors who are preparing investments in the tourism sector. A recent study forecasts the demand
in 2015 at about 10MW in the region. Different technological alternatives will be explored including a
mixed solar / wind / biomass / hydro (pumped-storage) / hydroelectric scheme composed of: (i) a
solar photovoltaic farm to supply daytime electricity demand, (ii) a wind farm to provide for the
needed pumping capacity to replenish lakes’ water levels, (iii) a biomass from the bagasse to supply
periodic electricity demand, (iv) a hydro-power station fed by the refilled lake to accommodate short
term evening demand peak and (v) a classic hydroelectric system from the main island to meet long
term demand in the DIANA region .
Project total cost is estimated at USD 36 million, including energy production and
Cost Structure
transportation. Pre-investment studies are required to validate the technical, commercial,
environmental and social viability of the mixed generation and the alternative models in order
to choose the most adequate solution. Total pre-investment activities costs are estimated at
USD 2.8 million of which USD 0.987 million are sought from SEFA to finance: (i) the technical
assistance to the coordination of the project during the feasibility phase; (ii) the
implementation of feasibility studies; (iii) the selection and activities of an investment bank to
prepare documents related to the development phase and (iv) the audit of the grant utilization.
To that end, SEFA’s financial assistance is sought to complement the sponsor’s resources for
undertaking those studies.
PIC is the project sponsor and will act as the implementation unit for the grant. It already is the
Implementati
Project Implementation Unit of a World Bank funded project that supports private sector
on
development. The management of the PIC’s fiduciary activities (finance, administration,
Arrangements
accounting and procurement) has been outsourced to a fully-fledged fiduciary agency that will
manage also the procurement, disbursement and audit processes of the SEFA grant according
to the rules and procedures of the Bank.
Justifications for the Bank’s Involvement
Strategic Madagascar has adopted since 1999 a series of institutional measures to address limited access
Alignment to energy, which remains a major impediment to the development of the private sector. From
year 2012, the GOM has granted significant fiscal incentives on investments in renewable energy.
In that sense, this project addresses perfectly the country’s priorities in the energy sector. It also
aligns with the 2012-2013 interim CSP that fosters the rehabilitation of productive
infrastructure and the promotion of climate change adaptation and mitigation measures in the
Bank’s activities in the country. Finally, it espouses equally the objectives of the Bank’s energy
policy to support regional member countries to set up modern, affordable and reliable energy
infrastructure and services as well as that of the Bank’s private sector strategy in building
competitive infrastructure through PPP. It also complies with the Bank’s Climate Change Action
Plan and is aligned with the Sustainable Energy for All Initiative of the United Nations.
Development The project will bring the available energy generation capacity in Nosy Be to 8MW through
Outcomes less costly, clean and sustainable technology, while transforming the JIRAMA unit in the island
into an autonomous and financially viable business unit. It is expected that at least 70 new
businesses and 300 additional jobs per year mostly from tourism and hospitality sector would
be created as a result of additional electricity supplied by the project. The project will as well
augment the electricity access rate in Nosy-Be from 35% to 70% in five years from the
project’s operational start. Finally, GHG reduction from the project is estimated at 18,000 tons
per year, which could be sold through CDM scheme.
Justification By using the grant to finance feasibility and project development costs, the Bank will prepare a bankable
for the Use of project that will pave the way for other financiers and private sector companies to join in and deliver a
Grant sustainable energy solution with huge socio-economic impacts.
 Application Summary

Processing Stage Date Bank Team Lead Bank Team Composition

Grant proposal December 2012. Hajavola Rakotondrazaka
preparation.

Project Sector/Technology Project Country/Region

Renewable energy Madagascar – Nosy Be/ ORSB.

Implementing Agency Partner Donors

Projet Pôles Intégrés de Croissance Projet Pôles Intégrés de Croissance

Project Components
1. Recruitment of a consultant to conduct feasibility studies
2. Recruitment of a consultant to provide technical assistance to JIRAMA in the restructuring of its
business unit and tariff system in Nosy Be
3. Recruitment of an transaction advisor for the project development phase
4. Audit of the grant use

Key Performance Indicators

1. Feasibility studies conducted: monthly reports on the studies progress, report on prior studies to
detailed design of the plant with CD, report on prior studies to detailed design of transmission
line and associated items with CD, report on economic and financial studies are produced
2. Technical assistance provided: inception report, report on the current situation, interim and final
technical reports, draft tender document of investment call, final version of the draft tender
document, monthly status reports, final mission report are produced
3. Support by transaction advisor effective: monthly implementation reports, final tender
document with contracts, Negotiation report and final agreements with the private investor,
final synthesis report
4. Audit conducted: Audit report issued and approved.

Summary Financing Plan (USD)

Total project preparation cost Sponsor AfDB Private operator Unfunded
Amount 2’862,000 1’500,000 987,000 375,000 0
Percent of Total 100% 52% 34% 13% 0%
 Table of Contents

Acronyms 2
1. Introduction 4
1.1. General Context 4
1.2. Country and Sector Issues 5
1.3. Institutional Background 7
1.4. Grant Objective 7
2. Justification 7
2.1. Preparation of a Bankable Project 8
2.2. Strategic alignment 8
2.3. Alignment with SEFA Objective 8
3. Work Plan 9
3.1. Current Status of Project 9
3.2. Detailed Description of Grant Components 11
3.3. Outputs and Deliverables of Grant Components 12
3.4. Summary of outstanding & unfunded preparation Activities 12
4. Cost Estimates 12
5. Procurement Modalities 13
5.1. Procurement management and capacity of the PIU 13
5.2. Procurement Review 14
6. Implementation Schedule (revised as per TC comments ) 14
7. Conclusions and Recommendations 15
Annex I – Logical Framework of the Project Preparation Grant 16
Annex II – Risk Matrix (added as requested by TC) 17
Annex III – Detailed Budget (added as requested by TC)
Annex IV – Terms of Reference for Consultants 18
Annex V – Decree for creation of PIC 32
Annex VI – Organizational structure of PIC 33
Annex VII – Procurement plan 34
Annex VIII – Letters of intent from potential private investors 35
Acronyms

ADER Agence de Développement de l’Electrification Rurale

ADEMA Aéroport de Madagascar
AFD Agence Française de Développement
AfDB African Development Bank
CD Compact Disk
CDM Clean Development Mechanism
CSP Country Strategy Paper
DIANA Northern Region of Madagascar
DSM Demand side management
FNE Fonds National d’Electricité
GDP Gross Domestic Product
GHG Green House Gas
GOM Government of Madagascar
JIRAMA Jiro sy Rano Malagasy (national water and power utility)
LV Low Voltage
MV Medium Voltage
MW Mega Watt
ORE Office de Régulation de l’Electricité
ORSB Department South Region 2
PAF Police de l’Air et de la Frontière
PDF Partnership Development Facility
PIC Pôles Intégrés de Croissance
PPA Power Purchase Agreement
PPP Public-Private Partnership
PV Photovoltaic
RFP Request for Proposal
SEFA Sustainable Energy Fund for Africa
TA Technical Assistance
USD United States Dollar

2
DIANA Region of Madagascar (including Nose Be island)

3
 1. Introduction

1.1. General Context

Madagascar ranks amonst the lowest income countries in Africa. Recent international financial crisis
and ongoing internal political crisis, along with with recurrent natural disasters, amplified the
incidence of poverty on the ground. The country’s annual GDP lingers at USD 400 per capita, its human
development index is 0,480 (151 out 183 countries) and 76% of its 21 million inhabitants live in
poverty according to development figures in 20111.
The country possesses nevertheless a wealth of natural assets and resources that, if wisely tapped, can bring
the country to the path of sustainable development. With its unique biodiversity and extraordinary sites,
Madagascar boasts unparalleled tourism opportunities that could help bolster its economic growth. Tourism
has been and will be one of the key drivers for the country’s economy despite its sharp slump in the
aftermath of the political crisis in 2009. Nosy Be Island (“Nosy Be”), situated in the north of Madagascar, plays
a key role as one of the most appreciated touristic destinations of the country. Tourism is the mainstay of
Nosy Be and most of the activities on the island are linked to it.

Statistics of tourists entrance 2006 à 2011 (source : ADEMA/PAF)

Nota : January to August 2012 : 43.014 tourists

However, poor and costly access to electricity threatens new investment projects and ultimately will
hamper economic and social development of Nosy Be. With its current 35% electricity access rate,
Nosy Be is far above the national average (19%); nonetheless, private investors often highlight the
current electricity situation in the island as a major obstacle to their investments. Local energy supply
is deficient and prone to frequent outages that are detrimental to business, notably in the hotel
industry. Unsurprisingly, most of new investment projects in Nosy Be are currently on hold and
requests for new connections have been left unmet.
The use of thermal energy generation accounts largely for the degradation in energy supply in the
island. Indeed, JIRAMA, the national electricity and water utility, which ensures the production and
distribution of electricity to the region, was no longer able to properly deliver energy because soaring
maintenance and production costs of the island aging thermal power plants exceed current
commercially regulated tariffs. As a result, power blackouts became persistent with devastating effects
on the social and economic situation of the island. Meanwhile, JIRAMA’s financial position has
worsened and left the company powerless to respond to this bleak scenario.
Projet Pôles Intégrés de Croissance (Integrated Growth pole project) or PIC, a World Bank financed
project, has collaborated with JIRAMA and the Ministry of Energy to devise a more sustainable energy
scheme (using renewable energies) to replace the current thermal generation plant in Nosy Be. PIC will
finance the pre-feasibility studies of the project and requests a grant of USD 987,000 from SEFA to bridge
the funding gap for the remaining pre-investment studies between the pre-feasibility phase and the project
financial close. This includes coordination, feasibility and transaction advice.

1
Madagascar Country Strategy Paper 2012-2013

4
 1.2. Country and Sector Issues
The energy sector: poor electricity access despite important Renewable energy potential
National electricity average access rate is about 19% (varying from more than 30% in urban areas and
less than 5% in rural areas), which is extremely low compared to the average rate of 30%2 of sub-
Saharan African countries. The country however has immense renewable energy potential. It has a
hydro-potential of 7,800MW of which 1.5%3 only is utilized. In terms of solar energy, more than 2,800
hours of sunshine are recorded consistently every year throughout the territory but yet largely
untapped. Wind energy is also promising in various areas of the country, in particular in the North and
South Zone where annual average wind speed is between 6 and 8m/s at 50m height.
The national electric system is composed of three interconnected grids (Antananarivo, Fianarantsoa
and Toamasina) and about a hundred autonomous centres supplying other main cities. Total installed
capacity in the country (excluding mining projects) is estimated at 290MW producing 1,184GWh in
2010 of which 60% come from 12 hydro sites and 40% from 112 thermal generation stations. JIRAMA
still dominates the landscape, owning the largest hydroelectric plant in the country with a capacity of
125MW4. On the demand side, the number of electricity subscribers of JIRAMA has not changed much,
from 401,000 in 2005 to 423,000 in 2010, due to supply insufficiency.
Institutional setting: good reforms initiated but fell short to improve the sector
Madagascar had initiated a series of reforms since the end of the nineties to revamp the energy sector
with the support of donors such as the World Bank, and French Development Agency (AFD). The first
pillar of these reforms touches on the restructuring of JIRAMA which experienced a deteriorating
financing situation due to a spiralling fuel cost of its thermal diesel- powered plants, costly recourse to
leasing thermal generating sets, greater administrative expenses caused by personnel increase,
regulated tariffs largely below costs, political interference in management, electricity hi-jacking, and
weak debt recovery rate.
Privatization of the company was ultimately envisaged with a first phase of management handover to
private hands in 2006, accompanied by other recovery measures such as increases in electricity rates,
capital increase through cash contributions, improvement of debt recovery rate, hunting of illegal
branching, all with the aim of regaining financial equilibrium by 2009. Unfortunately, the crisis and the
decision of the Transition government to hold the company under public management stopped the
reforms and donors’ aid. Now, it is admitted, for the Nosy Be project, that a shape of autonomy could
be introduced –e.g. subsidiary with independent executive management.
The second pillar of the reforms was the liberalization of the sector. After 25 years of monopoly,
private operators were allowed to ensure electric power generation and distribution but currently
major operators still limit themselves mostly to the production and sale of electricity to JIRAMA which
then sells the energy to end-users through its distribution grids. However, the insolvency of JIRAMA
negatively impacts the financial position of private operators and strongly deters the advent of new
operators.
Furthermore, while the sector has been opened up to private sector, tariffs to end-users remain
regulated by an independent regulatory body (ORE) whose mission is (i) to determine, publish and
monitor prices of electricity; (ii) to ensure compliance with standards promote competition and
private sector participation in the generation and distribution of electric power; (iii) to ensure that
electricity sector operators comply with the implementation conditions for contracts and permits; and
protect the interests of consumers. A Rural Electrification Agency (ADER) was also set up with a
mandate to promote rural electrification by subsidizing up to 70% of investment cost of selected
private sponsors projects. These subsidies come from a Fund (FNE 5) supported by taxes on electricity
bills6 and the national budget allocation to rural electrification. There are about 20 private companies
in the rural electrification space; they assure the production and the distribution of the electricity.

2International energy agency database 2009, http://www.iea.org/weo/electricity.asp

3Expansion de Madagascar, n°4 – juillet 2010, pp 6-11
4
Andekaleka 3 * 31MW, Mandraka : 24MW, Antelomita : 8MW
5 Fonds National de l’Electricité
6 1.25 % of the price list except social price list

5
The third pillar of the reforms recommended the harnessing of renewable energy sources but
objectives are still vague. Nevertheless the Transition government still adheres to this pillar and has
provided in the 2013 budget law some fiscal incentives for renewable energy investments. In addition,
a national energy policy based on the development of the renewable energies is in preparation with
the EU Energy Initiative Partnership Dialogue Facility (EUEI PDF).

The Nosy Be case: an urgent need to replace thermal generation

The Nosy Be island counts 69,1767 people and is located 12km off the main island of Madagascar. The
installed power capacity in Nosy Be in October 2012 was 8.26MW with only 3.97 MW available (of which
1.2MW is rented). There are 11 generators of which 3 are unavailable due to maintenance problems. The
island’s power supply is composed of 3 generating stations operated by JIRAMA: i) a decrepit,
contaminated, noisy, smoky site in the middle of town with containerized gensets cluttering the inner
courtyard and several broken down units under repair; ii) a rented site which generation contract will
terminate on January 2013 (with 3 rented gensets), and iii) a brand new powerhouse with no generating
capacity for now and where PIC is planning to install 2x2MW of emergency diesel gensets in 2013. Only
6,1068 subscribers are connected to the electricity network. 58% of the population in the serviced
areas are connected to the network; which represents only 35% of the overall population of Nosy Be.
The JIRAMA unit in Nosy Be has never benefited from a status of budgetary autonomy, and
theoretically has relied on cross-subsidies based on the national tariff policy. Nosy Be caused USD 3,5
million losses to JIRAMA in 2011 for a peak demand of 4MW as it can no longer afford maintenance
and generation costs due to the increasing cost of diesel fuel without being able to operate
corresponding tariff adjustments (currently regulated by ORE at 0.33USD/kWh9). This has led to
rolling economic blackouts and a generation collapse in late 2011 during peak tourism period, which
brought about dramatic consequences for both the local population and the private sector that is
mainly driven by tourism activities.
Since 2005, tourism sector in Nosy Be has grown by 70% both in terms of international visitors and
number of additional hotel rooms (1,700 in total to date), while about 1,500 direct tourism-related
jobs were created. Despite the negative effects of the 2009 political crisis, new tourism investments
are planned for the coming years that will address market demand for world-class rooms (up from 3-
star hotels) and timeshare luxury villas, including a golf course and resort. It is expected that at least
200 new businesses and 1,000 direct jobs would be created by tourism investments until end of 2014.
This rate of growth is expected to accelerate and requires capacity expansion from 4MW to at least
8MW in the short term to accommodate new confirmed investment projects.
In that context, it is essential to come up with a less costly and reliable source of energy to sustain the
momentum of the tourism sector which drives the economic growth of the island while improving the
living standards of the population. Meanwhile, the restructuring of JIRAMA’s Nosy Be Business unit
and the tariff systems is also necessary to clean up the situation and incentivize the private sector to
deal with it in the investment and production of energy. To those ends, the Ministry of Energy, JIRAMA
and PIC whose objective is to foster private sector-led economic growth signed up a partnership
agreement in March 2012.
PIC and JIRAMA have identified in and around Nosy Be several opportunities for small/medium-scale
renewable energy projects to meet growing demand. Some 15 supply alternatives with various
technical and geographical schemes are now under pre-feasibility study through PIC financing.
Preliminary results are expected to be available by first quarter 2013 (target completion is mid-2013)
and will highlight the most promising project to be proposed to private investor(s) through a
competitive selection process. Contacts have been initiated with six key local private investor/
developer/ operators who all have expressed their interest in participating in the future project10.

7 Source: INSTAT – Institut National des Statistiques,

8 October 2012
9 www.ore.mg/Presentation.htm,
10 An official open prequalification process will be launched since initial contacts were made directly only with established

IPPs that have PPAs with JIRAMA. Prequalified firms will be identified by January 2013 and will be briefed on the progress of

6
 1.3. Institutional Background
A sponsor - partner sharing the objective of a private-sector led development and involved in
improving power supply.
The Project sponsor and partner is the World Bank-financed Integrated Growth Pole Project – PIC
(Projet Pôles Intégrés de Croissance). PIC a temporary project implementation unit (PIU) of the
Government of Madagascar created by presidential decree which was effective in 2005 and will end in
December 2014, aims at fostering economic growth in high-potential areas, namely Nosy Be and Fort-
Dauphin called Growth Poles, through integrated support to private sector development. To date, it
has invested some USD 50 million in Nosy Be in various soft and hard activities, notably in basic
infrastructure. The partnership agreement signed in March 2012 between the Ministry of Energy,
JIRAMA and PIC defining each party’s responsibilities demonstrates that all the players are on board. The
objective of the PIC power related activities in the Nosy Be growth pole is to provide: i) emergency
measures to bring on additional generation capacity (2 x2MW) with energy efficiency measures; ii)
works and supplies to rehabilitate the existing power generation and distribution system to make it
more efficient, and iii) attract private investment to replace the existing thermal generation system with
an improved renewable energy generation system using hydro, solar, biomass, wind energy or in
combination. Overall PIC contribution is estimated at USD 6 million over a time frame of 24 months.
An experienced recipient and executing agency with a great track record.
PIC organizational structure includes a permanent National Secretary and operations manager, two
delegates from the two Growth Poles and a permanent national team including experts in infrastructure,
governance and private sector development, and complemented by short-term consultants as required
(see organizational chart in annex VI). The team has accumulated 7 years of experience and comprises of
environmental, land, social, training, monitoring and evaluation specialists. The technical expertise at the
national level is also fully represented by personnel in the growth poles reporting to the full-time National
Secretary Delegates. Noteworthy, PIC team won the World Bank excellence award for Africa in 2007.
PIC will be the recipient of the SEFA grant and will manage the monitoring and procurement activities.
None of these funds will be used for administration of the PIC.
1.4. Grant Objective
The overall objective of the grant is to bring to fruition an innovative renewable energy solution
spearheaded by private hands that will boost economic and social development of Nosy Be and
Madagascar as a whole. Concretely, the project will partly substitute and complement current high-cost
thermal generation and increase energy supply from its current peak level of 4MW to at least 8MW. In
that sense, it is in harmony with the development objective of SEFA to support sustainable, private
sector-led economic growth in African countries through the efficient utilization of presently untapped
renewable energy resources.
The grant would supplement PIC’s financial resources to carry out pre-investment activities
(feasibility study and part of the development costs) of the selected generation option and support the
project until financing closure. It would also provide public counterparts with the relevant and
genuine information needed for negotiating a win-win public-private partnership agreement11.The
long-term impact of such a project, if successful, is the possibility/opportunity to replicate a new
business and generation model in other areas of the country. The grant will however be contingent on
satisfactory completion of on-going prefeasibility work.

2. Justification

prefeasibility studies. Firms will be authorized to submit projects for evaluation during prefeasibility study. Draft contractual
agreements and financial model agreeable to all parties should be ready feasibility studies are undertaken.
11While the organizational and institutional study will address this issue in detail, for the moment a classical IPP is envisaged,

whereby GOM (land), PIC (equipment and supplies) and SEFA (studies) contributions may be considered as grants to the
operating entity on behalf of GOM.

7
 2.1. Preparation of a Bankable Project
SEFA’s grant will finance the project feasibility studies and the technical design in which investment
costs, tariff options and financial projections will be analyzed to ensure that the selected technical
solution is genuinely viable and affordable for both the developer/operator and customers. The study
would help better estimate the level of investment required and provide relevant information for
prospective financing partners to support the project.

2.2. Strategic alignment

The project also alignes with the Bank’s Energy Policy twin objectives of (i) supporting Regional Member
Countries (RMCs) in their efforts to provide all of their populations and productive sectors with access to
modern, affordable and reliable energy services; and (ii) to help RMCs develop their energy sector in a
socially, economically and environmentally sustainable manner. The project is aligned with upcoming AfDB
Energy strategy in that it will seek to: (i) increase electricity access rate by offering affordable energy in Nosy
Be and service private investors in the tourism industry, (ii) promote cost-efficient utilization of presently
untapped renewable resources (solar, wind, hydro, biomass, pump/storage), (iii) address environmental and
climate change concerns by using cleaner technology and allowing the avoidance of some 18,000 tons of CO2
emissions per year that could bring additional funds through Clean Development mechanism. Finally, it is
also in line with the 2012-2013 Madagascar Interim Country Strategy Paper (CSP), which promotes the
rehabilitation of infrastructure and the promotion of climate change adaptation and mitigation measures in
the Bank’s activities in the country. It also complies with the Bank’s Climate Change Action Plan and is aligned
with the Sustainable Energy for All Initiative of the United Nations.

2.3. Alignment with SEFA Objective

As per SEFA’s objective, the project is designed to attract a private sponsor in the development and
operation of a renewable energy generation project that will increase access to a reliable energy
supply to the population and private sector of Nosy Be. This will stimulate economic activity in the
island as the targeted increase of energy supply at lower cost would bring about the creation of 70
new businesses and 300 tourism related jobs per year12. The project adheres to SEFA’s grant eligibility
criteria in terms of its purpose, investment amount, country of implementation and sponsor
contribution.

12 Estimates based on PIC Monitoring and evaluation work since 2005

8
3. Work Plan
For the project to reach its investment stage, a number of studies are envisaged: pre-feasibility,
feasibility and development studies. PIC will finance the pre-feasibility phase while SEFA would fund
the feasibility and parts of the development phase.

3.1. Current Status of Project

Previous activities outside the project scope

Few hydropower alternatives have already been studied over the last 25 years. Only one pre-
feasibility study was carried out for an alternative site that is the Ramena/Bevory run of river 6,5MW
hydro generation project, first studied by Coyne & Belier in 1988. The study was updated in 1994 and
2007 and delegated to private investors for development in 2007 (Italian Thai) without any further
development thereafter. The Ramena/Bevory option will be reviewed during the prefeasibility studies.
A scoping study for another project was carried out in 2007 (R. Christen/PIC) on an interconnected
Diego-Nosy Be system from a hydroelectric site on the Mahavavy river. The private sector is preparing
similar hydroelectric supply alternatives in the DIANA Region but the work is not well advanced
(Hydelec, POWA). However, for a long-lasting supply in electricity of the region, the results of the
studies converge on the development of the hydroelectric sites

Pre-feasibility study to be financed by PIC

Study of some 15 different options will be completed before SEFA support is required. PIC is
financing in partnership with JIRAMA the review of all potential alternatives during the 2012-2013
pre-feasibility phase (next 6-12 months) for about USD 1.5 million. In addition private sector firms will
be able to propose alternative solutions to those already identified. At the end of the pre-feasibility
work, before the start of the feasibility phase, object of this support request to SEFA, only one site will
remain. The alternatives that will be evaluated during this phase include (not exhaustive):

Site Technology Size (MW) Location Supply to Comments

Mahavavy or Hydroelectric 8 potential The main Nosy Be and Requires some 60km of
Ramena rivers sites between island Ambanja / Ankify transmission line, some
12 and 27MW 3-5km underwater
Hydroelectric 3 potential DIANA Region: Nosy Requires some 180km of
sites between Be, Ambilobe, transmission line, some
43 and 53MW Ambanja, Joffreville 3-5km underwater
and Diego
Two volcanic Hybrid wind 7 potential Nosy Be using Nosy Be, Nosy El Hiero Canary Islands,
lakes + wind farm & pumped combinations 2 volcanic Komba and Nosy Okinawa
near Bemapaza or storage + 2 potential lakes with Sakatia and may be
Antsahamanavaka wind farms 220m head Ambanja / Ankify
Nosy Komba Hybrid wind 1 reservoir 2 Nosy Komba Nosy Be, Nosy
Summit and pumped generating island next to Komba, Nosy
storage on station Nosy Be with Sakatia and may be
Nosy Komba options 600m Ambanja / Ankify
elevation
TBD Solar PV 1,2MW Nosy Be Island Nosy Be Max 20% of demand.
Require a mix
Ambanja Thermal 8MW Main Island Nosy Be only and 100% of demand
heavy Fuel may be Ambanja /
Ankify

These options will be compared to the existing diesel operation. Completion of the pre-feasibility
study is targeted October 2013, while preliminary conclusions should be available by April 2013
(of use for initiating public-private collaboration process)

9
Details of pre-feasibility studies to be conducted
JIRAMA has appointed two semi-permanent technical teams, one dedicated to the technical studies
during pre-feasibility phase and another responsible for preparing the institutional framework
including the off taker organization structure but most important the payment guarantee scheme.
These teams are supported by international consultants appointed by PIC: ARTELIA Group for the
technical study and SEURECA for the organizational study.

The technical studies for the pre-feasibility work will focus on:
 Updating the energy demand study of of Nosy Be and DIANA region;
 Updating the master distribution plan of Nosy Be;
 Inventory of the hydroelectric sites on the main Island to feed Nosy Be and estimate development
costs;
 Examine the pre-feasibility of a power supply project encompassing hydroelectric, wind energy,
solar energy, biomass energy and pumping storage on Nosy Be;
 Prepare a plan for production and transport to DIANA region

The institutional and business operations framework will focus on:

 Diagnostic of the current operations;
 Institutional analysis;
 Management restructuring proposal;
 Systems and procedures;
 Public Private Partnership plan;
 Business model and tariff structure
 Training and capacity-building
Overall time frame for feasibility studies is 12 months. Cost is estimated at USD 1,500,000
which will be met by PIC and JIRAMA.

10
 3.2. Detailed Description of Grant Components

The grant will have four components and will become effective upon satisfactory completion of pre-
feasibility studies:
1) Recruitment of a consultant to conduct feasibility studies:
Feasibility studies include works that would continue on the selected site with a geological survey;
estimation of power potential and installed capacities for project optimization; detailed project design;;
project schedule; optimization of the project layout; detaileded cost estimates; and finally, an economic,
financial and environmental evaluation of the project including an assessment of the impact on the
existing electrical grid. Generic TORs provided in annex, these will be further detailed following
preliminary findings of pre-feasibility work and technical option identified. Time frame is between 6
to 12 months and the cost estimated at USD 544,000.

2) Recruitment of a consultant to provide technical assistance to PIC in the restructuring of the

business unit and tariff system in Nosy Be:
The overall objective of the technical assistance will be to supervise JIRAMA teams to ensure proper
transition from preparation phase through pre-feasibility to feasibility. This includes coordinating the
design of the institutional, organizational and systems necessary for the Nosy Be subsidiary to evolve
as an autonomous business unit within JIRAMA. This subsidiary would be restructured thereafter to
attract and comfort private players in a sustainable institutional solution able to attract investment
needed for its expansion. The Consultant will coordinate the deliverables of both JIRAMA technical and
organizational teams that will be finalizing the project reports to meet banking requirements. The
analyses of the viable energy tariff system in the island will be also evaluated through this assistance.
Importantly, capacity building of JIRAMA team is also a major component of the TA financed by PIC
(USD 800,000). This SEFA-funded TA will be implemented during the feasibility stage as a six-month
extension to the current PIC coordination contract (Q4 2013 to Q1 2014) with an estimated
amount of USD 162,500.

3) Recruitment of a transaction advisor to support the project development phase:

The third component is the recruitment of a transaction advisor for a 6 months assignment to
complete the development phase of the project. The advisor will prepare the Power Purchase
Agreement, Concession agreement, all legal documents and the financing agreement. He will also be
responsible for setting-up and running the tender process for selection of a private investor and
ensure the closing of the deal. As such, he will be remunerated with a formula consisting of a fixed fee
portion with a variable success fee based on the value of the final transaction. The fixed cost portion
is estimated at USD 262,500 while the success fee would be in the range of 1-3% of the value of
the investment cost and borne by the winning bidder (estimated at the same amount).

4) Audit of the grant use

In accordance with SEFA guidelines, the utilization of the grant will be audited at the completion of all
the activities for which support has been provided. The audit will be conducted over one month
and its cost is estimated at USD 18,000.

11
 3.3. Outputs and Deliverables of Grant Components

ACTIVITIES / COMPONENTS OUTPUTS AND DELIVERABLES

(Component 1) Recruitment of a Feasibility studies conducted:
consultant to conduct feasibility - Monthly reports on the studies progress
studies - Report on prior studies to detailed design of the plant (in CD)
- Report on prior studies to detailed design of transmission line and
associated items (in CD)
- Report on economic and financial studies
- Report on ESIA
- Sythesis report of all the studies
(Component 2) Recruitment of a Technical assistance provided:
consultant to provide technical - Inception report
assistance to PIC in the restructuring - Report on the current situation
of the business unit and tariff system in - Interim and final technical reports
Nosy Be - Draft tender document of investment call
- Final version of the draft tender document
- Monthly status reports
- Final mission report
(Component 3.) Recruitment of an Project development phase supported:
transaction advisor to accompany the - Monthly implementation reports
project development phase - Final tender document with contracts,
implementation - Negotiation report and final agreements with the private investor
- Final synthetic report
Audit of the grant use Audit conducted
- Audit report

3.4. Summary of outstanding & unfunded preparation Activities

All preparation activities are financed except for GOM land rights settlement; compensation, land
acquisition costs, permits and authorizations required by Q4 2013, after pre-feasibility and ESIA
studies have been completed.

4. Cost Estimates
(Detailed Cost Structure in Annex III)

ACTIVITIES / COMPONENTS Total (USD) % to total Time frame Funding Partner

Q4/2012 –
Pre-feasibility work 1,500,000 52.4% PIC and JIRAMA
Q3/2013
Recruitment of a consulting firm to conduct
544,000 19.0% Q2/2013 SEFA
feasibility studies (Component 1)
Recruitment of a consultant to provide technical
assistance to PIC in the supervision of JIRAMA in
162,500 5.7% Q2/2013 SEFA
restructuring of the business unit and tariff system
in Nosy Be (Component 2)
Recruitment of a transaction advisor to accompany
the project development phase implementation
262,500 9.2% Q1/2013 SEFA
with success fee to be paid by the winning bidder
(Component 3)
Success fee for transaction advisor 375,000 13.1% Q1/2014 Private operator
Audit of the grant use and contingencies 18,000 0.6% Q2/2014 SEFA
Total Pre-investment costs 2,862,000 100.0%

The implementation phase - with a total investment cost estimated around USD 36 million – will be funded
with a mix of equity and debt under the responsibility of the private operator.

12
5. Procurement Modalities
Rules’ Applicability and Eligibility: The procurement of services under the project will be in
accordance with the AfDB’s Rules and Procedures for the Use of Consultants (Edition of May 2008,
revised in 2012), using the relevant standard bidding documents. Services shall only be delivered from
member countries of the Bank Group.

Item of Expenditure Procurement / Selection Method SEFA Funds (US$)

Consulting Services (Feasibility Study) Sole Source 544,000
Consulting Services (TA to PIC) Sole Source 162,500
Consulting Services (Transaction Advisor) QCBS 262,500
Audit Services LCS 18,000
TOTAL 987,000

The grant’s four service components will be procured as follows:

(a) Consulting services to undertake the feasibility study at US$ 544,000 will be acquired through Sole
Source from the existing consultant – ARTELIA (France) - that is delivering the pre-feasibility
study for Nosy Be. In accordance with Rules and Procedures for the Use of Consultants, the direct
sourcing of the consultant that did the prefeasibility could be acceptable as there is a logical
continuation of the work with need for continuity in the technical approach and experience
acquired may make continuation with the initial consultant preferable to a new competition. It has
been made clear that ARTELIA had been selected through Qualift Cost Based Selection (QCBS)
following World Bank’s procedures. The firm’s prefeasibility work must be rendered satisfactory
by PIC and the WB before awarding feasibility study contract.

(b) Technical Assistance required to support PIC in the supervision of JIRAMA and in the restrucuirng of
the business unit and the tariff system shall be acquired through Sole Source from SEURECA (France)
that has been selected through QCBS following WB’s procedures in October 2012. The cost of these TA
services is estimated at US$ 162,000.

(c) Recruitment of the Transaction Advisor to accompany the project development phase
implementation will happen through QCBS as it is estimated at US$ 262,500 with fair need for
technical quality.

(d) It is expected that Audit services will be required at the end one year long pre-investment phase.
These services costed at US$18,000 shall be acquired through Least Cost Selection Method (LCS).

(e) For contract amounts valued at less than UA 200,000 the Borrower may limit advertisement for
the procurement to national or regional newspapers. However, any eligible consultant, regional or
not, who wishes to provide the requested services, may express his/her desire to be short-listed.
For contract amounts valued at more than UA 200,000 for consultancy services, advertisement for
the procurement must be placed in the UN Development Business Journal and the Bank’s website. For
individual consultants, the selection method shall be through the Bank’s procedure for the selection of
individual consultants.

5.1. Procurement management and capacity of the PIU

A World Bank-financed public project under the supervision of the Ministry of Finance and Budget, PIC has
the capacity to implement the project’s activities through its operational department. Its team has over seven
years of experience in project implementation under the World Bank’s rules and procedures.

13
 5.2. Procurement Review
All procurement under the project will be subject to prior review. The following documents are subject to
review and approval by the Bank before promulgation: (i) Requests for Expressions of Interest; (ii)
Shortlists; (iii) Techncial Evaluation Reports; (iv) Combined Report on the selected firm’s technical and
financial proposal and contract negotiation including recommendations for Contract Award; (v) Draft
contracts, if these have been amended from drafts included in the tender invitation documents.

6. Implementation Schedule
ACTIVITIES 2012 2013 2014 2015
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
DEVELOPMENT PHASE
Prefeasibility
Technical studies
Contract notification
Inception report
Update of the energy demand
Update of the master distribution plan
Inventory of hydroelectric sites and
estimation of development costs
Prefeasibility of hybrid power supply with
various scenarios
Wind survey
Institutional & business operations
framework
Contract notification
Inception report
Diagnosis of current operations
Institutional analysis
Organizational restructuring scenarios
Systems & procedures
PPP plan
Business model and tariff structure
Training and capacity building
Decision point for SEFA commitment
Feasibility
PIC JIRAMA SEFA coordination
Site investigation
Alternative site visits
Hydrologic assessment
Environmental assessment
Preliminary design
Power system study
Detailed cost estimate
GHG baseline study &MP
Report preparation
Project management
Travel and accommodation
Development
Transactions Advisory
PPA negotiation
Permits and approvals
Land rights
Land survey
GHG validation and registration
Audit
Audit of SEFA grant
INVESTMENT PHASE
Construction supervision

14
7. Conclusions and Recommendations
Strapped between soaring maintenance and production costs of Nosy Be aging thermal power plants
and a regulated tariff system, JIRAMA has accrued financial losses and is no longer able to sustain the
existing energy supply let alone meet an increasing demand for power in the island. As a result, many
new investment projects in the tourism sector as well as individual electricity connection requests
have stalled, hindering economic growth prospects and improved socio-economic outcomes.
To address this situation, the Ministry of Energy, JIRAMA and PIC have agreed to set up a project that
would aim at using less costly, environmentally sound, reliable and renewable sources of energy
implemented by private operators through a public-private partnership to replace existing thermal
generation. They will look also for ways to reform the energy sector by turning JIRAMA’s subsidiary in
Nosy Be into a financially viable and autonomous unit while proposing innovative tariff systems as
part of the restructuring pacakage. Ultimately the Nosy Be renewable energy project will serve as a
model for institutional reform for other JIRAMA units operating outside the main transmission system.
The implementation of the project implies however pre-investment activities that require external
financing contribution. In that regard, PIC has requested a grant of USD 987,000 from SEFA to fund the
feasibility and some development phase activities to bring the project to bankability status and
financial close. Considering the project alignment with SEFA objectives and criteria,
Madagascar’s Country Strategy Paper and AfDB energy policy, the approval of this USD 987,000
grant is herewith requested to the relevant authority.

15
 Annex I – Logical Framework of the Project Preparation Grant

PERFORMANCE INDICATORS MEANS OF RISKS / MITIGATION

RESULTS CHAIN
Indicator (Including CSI) Baseline Target VERIFICATION MEASURES
Contribution to economic growth of Poverty ratio 54,4% 45% (2017) National and regional surveys
IMPAC

Nosy-be
T

- Renewable project operational

- Energy supply increased Renewable Power plant built and operational 0 1 (2016) JIRAMA and private operator
- Cost of electricity reduced Electricity production output 4 MW 8 MW (2017) reports, regional survey,
OUTCOMES

- Tourism investments developed Cost of kWh 650Ar Less than 650Ar

- Jobs created in the tourism sector New hotel rooms 0 140 (2017)
- JIRAMA is autonomous and profitable Number of new employed people 0 600 (2017)
- Access rate increased Net earnings of JIRAMA Negative Positive (2017)
- GHG emission reduced Access rate 34% 60% (2017)
Tonnage of GHG avoided per year 0 18,000 (2017)
Output 1 : Feasibility studies conducted - Synthetic report of all the studies produced 0 1 Reports from the sponsor Pre-feasibility studies are
delayed.
Output 2 : Technical assistance provided - Final mission report produced 0 1
OUTPUTS

Measures : PIC will take

Output 3 : Project development phase - Final report produced 0 1 necessary steps to achieve
accompanied pre-feasibility studies
Output 4 :Audit conducted - Audit report issued 0 1 according to planned
schedule
INPUT
ACTIVITIES

Component 1 : Recruitment of a consultant to conduct feasibility studies Component 1: 544,000 USD

Component 2 : Recruitment of a consultant to provide technical assistance to JIRAMA in the restructuring of the business unit and tariff system in Nosy Be Component 2:1 62’500USD
KEY

Component 3 : Recruitment of an transaction advisor to accompany the project development phase implementation Component 3: 262’500 USD
Component 4 : Audit of the grant use Component 4: 18,000 USD

16
 Annex II – Risk Matrix

Risks Mitigation actions

PIC programme is expected to close on December 2014 while

preparatory activities are planned to end in June 2014. This provides a
six-month margin to finalize grant-funded activities. It is encouraging
to note that the procurement process for the recruitment of the two
Activities are delayed and PIC firms for the attainment of the pre-feasibility study has been run on due
is phased-out before all the time and that the first activities of the study are on good tracks with
preparatory tasks are completed. regard to planning. On the top of this, SEFA team will review progress
of the pre-feasibility work against the planning and evaluate at
“decision point” for SEFA’s grant effectiveness.. Finally, a private
investor may have been identified by then to ensure continuity of
project.

Should this possible occurrence happen, the decision point included in

Prefeasibility studies are
the planning would be the occasion to decline SEFA’s commitment in
inconclusive.
the process.

In the perspective of a successful PPP operation, PIC has initiated

consultations with the private sector at a very stage to make sure it
shows a potential interest for this project. As a result, four private
No private operator confirms operators have already submitted a letter of intent confirming their
interest in the operation. willingness to take part of the process (provided in annex)
Furthermore, the pre-selection process has been initiated so that pre-
selected firms could be involved in the studies. This early involvement
should reduce the risk of divergence of views between the parties.

JIRAMA has agreed to explore all scenarios that could potentially

JIRAMA does not accept the
improve its operations prior to any commitment by PIC. In addition,
restructuring schemes proposed
PIC has secured resources so that JIRAMA’s teams are highly
by the consultant.
involved in the activities with the consultants.

Indeed, the purpose of the second component of the grant is to address this
critical issue: the restructuring of the JIRAMA business unit in Nosy Be
The utility (JIRAMA)’s into an autonomous structure that could only be affected by its own local
financial profile appears not operations. The expected outcome should remove the negative impact of
attractive enough to make a PPP JIRAMA’s weak financial profile onto Nosy Be operations and provide a
sustainable. blueprint for similar such arrangements to other JIRAMA units around the
country. There is in fact an agreement between PIC and JIRAMA for this
work.

The international community is working hard in supporting transition

government towards a fair electoral process. There are encouraging
The political situation signs from both political camps, while at same time Government is
deteriorates trying to create conditions to attract foreign investment Nonetheless,
should the political situation deteriorate but the project will be delayed
until normality is reestablished.

17
Annex IIIACTIVITIES
– Detailed Budget
/ COMPONENTS Total (USD) % to total Time frame Funding Partner
Q4/2012 –
Pre-feasibility work 1 500 000 52,4% PIC and JIRAMA
Q3/2013
PIC Supervision 250 000
Coordination PIC JIRAMA 50 000
Coordination PIC JIRAMA SEFA during prefeasibility and
200 000
recruitment of private developer

Tools/Equipment acquisition 130 000

Purchase measurement equipment for wind campaign on 2

80 000
sites
Purchase of measurement equipment for water campaing on 2
50 000
rivers
Technical studies 404 000
- Project Manager (USD 1,200/day for 70 days) 84 000
- Power Engineer (USD 1,100/day for 25 days) 27 500
- Wind Specialist (USD 1,100/day for 15 days) 16 500
- RE Specialist (USD 1,100/day for 45 days) 49 500
- Hydropower Engineer (USD 1,100/day for 20 days) 22 000
- Civil works Engineer (USD 1,100/day for 25 days) 27 500
- Geologist (USD 600/day for 30 days) 18 000
- Demand/PLanning Sepcialist (USD1,100/day for 20 days) 22 000
- Impact Analyst (USD 600/day for 45 days) 27 000
- Travel and other expenses 110 000
Technical Assistance to JIRAMA 380 000
- Project Manager (USD 1,200/day for 30 days) 36 000
- Financial Analyst (USD 1,200/day for 30 days) 36 000
- Organization Management (USD 1,100/day for 90 days) 99 000
- Power Engineer (USD 1,100/day for 60 days) 38 500
- Sales and Marketing Sepcialist (USD1,100/day for 45 days) 49 500
- IT Specialist (USD 1,100/day for 30 days) 33 000
- HR Expert (USD1,100/day for 30 days) 33 000
- Institutuional/Legal Expert (USD 600/day for 25 days) 15 000
- Administration/Finance expert (USD 600/day for 45 days) 27 000
- Travel and other expenses 85 000
JIRAMA team dedicated to technical studies+logistics 130 000
JIRAMA team dedicated to organizational and
130 000
institutional studies+logistics
Contingencies 76 000

Recruitment of a consulting firm to conduct

544 000 19,0% Q2/2013 SEFA
feasibility studies (Component 1)
- Project Manager (USD 1,200/day for 138 days) 165 600
- Power Engineer (USD 1,100/day for 70 days) 77 000
- RE Specialist (USD 1,100/day for 65 days) 71 500
- Hydropower Engineer (USD 1,100/day for 60 days) 38 500
- Demand/Planning Sepcialist (USD1,100/day for 30 days) 33 000
- EIA Expert (USD 600/day for 45 days) 27 000
- Travel and other expenses 131 400

Recruitment of a consultant to provide

technical assistance to PIC in the supervision of
162 500 5,7% Q2/2013 SEFA
JIRAMA in restructuring of the business unit
and tariff system in Nosy Be (Component 2)
- Project Manager (USD 1,200/day for 45 days) 54 000
- Marketing/Sales Expert (USD 1,100/day for 10 days) 11 000
- HR Expert (USD 1,100/day for 35 days) 38 500
- Institutional/Legal Sepcialist (USD400/day for 20 days) 8 000
- Financial Administration Expert (USD 400/day for 20 days) 8 000
- Travel and other expenses 43 000

Recruitment of a transaction advisor to

accompany the project development phase
262 500 9,2% Q1/2013 SEFA
implementation with success fee to be paid by
the winning bidder (Component 3)
Success fee for transaction advisor 375 000 13,1% Q1/2014 Private operator
Audit of the grant use and contingencies 18 000 0,6% Q2/2014 SEFA
Total Pre-investment costs 2 862 000 100,0%

18
Annex IV – Terms of Reference for Consultants

TERMES DE REFERENCE (TDR)

REPUBLIQUE DE MADAGASCAR

---------------

MINISTERE DE L’ENERGIE

---------------

TERMES DE REFERENCE

ETUDE D’AVANT PROJET DETAILLE

APPROVISIONNEMENT EN ELECTRICITE DURABLE DE NOSY BE

19
INTRODUCTION

1. L’accroissement de la demande en électricité à Nosy Be, combiné avec la vétusté des moyens de
production, a conduit le Ministère de l’Energie en partenariat avec la JIRAMA et le Projet Pôles
Intégrés de Croissance (PIC), à envisager la meilleure façon de renforcer l’offre en électricité de
l’île. A cet effet le Gouvernement de Madagascar (GOM) décide de faire réaliser une étude d’Avant
Projet Détaillé (APD) pour la réalisation des différents travaux, suite à une recommandation de
l’équipe d’experts de la JIRAMA sous la supervision du consultant international ARTELIA E&E –
SOMEAH.

MANDAT DU CONSULTANT

2. Les prestations à réaliser dans le cadre de cette étude d’APD comprennent les quatre phases
suivantes :
 Activité 1 : L’étude d’APD d’un _________________ ;
 Activité 2 : L’étude d’APD de la ligne de transport et/ou d’évacuation de l’énergie,
des postes de transformation et de protection ;
 Activité 3 : L’étude économique et financière ;
 Activité 4 : L’étude d’impact environnemental.

3. Les différentes études de préfaisabilité réalisées à ce jour ont fait ressortir que
________________________ de ___________ est l’un des meilleurs projets pour la pérennisation de l’offre
d’énergie à coût compétitif pour le développement économique de Nosy Be et la région DIANA.

EXECUTION DES ETUDES

Organisation et gestion

4. Le Consultant fera intervenir une équipe comprenant ses experts et des experts homologues issus
de la JIRAMA.

5. Cette équipe, dirigée par un Chef de projet du consultant et dont le profil est proposé en annexe,
est chargée de l’exécution des études. Le Chef du projet prend notamment les décisions techniques
aux différentes phases des études. Il rend compte au Maître d’ouvrage pendant tout le
déroulement des études à travers les rapports thématiques et les rapports mensuels
d’avancement.

6. Un Assistant Technique du Maître de l’ouvrage assure la supervision et le suivi régulier des

activités du Consultant. Il assure la coordination entre les équipes du Consultant et
l’Administration. Il facilite les contacts, les visites de terrain et veille à assurer l’accès du
Consultant à toute la documentation et aux informations disponibles qui sont nécessaires pour la
réalisation de sa mission. Il contrôle la progression des études en fonction du calendrier retenu. Il
examine les rapports soumis par le Consultant et prépare diligemment les commentaires et
observations éventuelles sur leur contenu.

Rapports

7. Des rapports d’avancement à périodicité mensuelle seront produits durant l’exécution des études.

8. Les prestations correspondant aux activités 1 à 4 feront l’objet de rapport thématique en fin de
tâche.

9. Le Consultant soumettra au Maître d’Ouvrage les rapports décrits ci-dessus, couvrant l’ensemble
du travail réalisé conformément aux présents termes de référence. Tous ces rapports doivent
contenir tous les documents, cartes, plans schémas, diagrammes et autres appropriés. Ils sont
édités et expédiés aux frais du Consultant. Les rapports seront édités en version provisoire et

20
 définitive, en 10 exemplaires et également transmis en version électronique sur CD. Pour chaque
rapport, le Maître d’Ouvrage fera parvenir au Consultant dans un délai ne pouvant dépasser 1 (un)
mois ses remarques éventuelles en vue de leur édition définitive.

10. Un rapport de synthèse de l’ensemble de l’étude sera rédigé en même temps que l’établissement
des dossiers d’appels d’offres.

Calendrier d’exécution

11. Le délai global d’exécution est estimé à 10 mois à partir de la date de notification du contrat. Le
Consultant commencera ses travaux à la signature du contrat et l’étude se déroulera suivant le
calendrier prévisionnel ci-dessous :

Notification du contrat To

1 - APD production To + 8 mois

2 - APD lignes et Postes To + 8 mois

3 - Etudes économiques et financières To + 10 mois

4 – Etude d’impact environnemental To + 9 mois

12. Au démarrage des prestations, le Consultant soumettra un planning de réalisation de l’ensemble

des activités, étant entendu que leur durée globale, y compris les délais d’approbation des rapports
ne doit pas dépasser dix mois. Ce planning indiquera notamment les périodes de missions du
Consultant sur le terrain, les périodes de réunions de travail avec les homologues, les dates de
production et d’expédition des rapports.

Prestations à la charge de Maître d’Ouvrage

13. Le Maître d’Ouvrage mettra à disposition du Consultant toute la documentation en sa possession

en relation avec le projet de Nosy Be. Le Maître d’Ouvrage facilitera l’accès du Consultant aux
documents et archives de toute nature ainsi que les contacts avec les établissements publics ou
privés à Madagascar en relation avec le projet de Nosy Be. Le Maître d’Ouvrage facilitera les
formalités d’entrée et de sortie du personnel et du matériel du Consultant à Madagascar et se
chargera des formalités (visa, douane, etc.) concernant la libre circulation sur l’ensemble du
territoire.

21
DESCRIPTION DETAILLEES DES PRESTATIONS

22
Activité 1 : Etude d’Avant-Projet Détaillé de la production

Pré activité - Actualisation des études antérieures et définitions d’options d’aménagement

(a) Données topographiques
Les compléments à apporter à ces informations concernent de façon non limitative :
 les informations complémentaires éventuelles du levé de la route d’accès principal au site ;
 levés bathymétriques et terrestres à préciser du site ;
 le levé du profil en long ;
 la cuvette du réservoir
(b) Données sur le gisement de l’énergie primaire (hydro, solaire, éolien, …)
La collecte et la révision des données disponibles et sur des stations proches pour consolider les
acquis :
 Analyse et critique des données
 Calcul des potentiels
 Estimation des écarts
(c) Mise à jour des prix d’ordre
Les prix d’ordre élaborés lors des études antérieures devront être révisés à la lumière des résultats
des récents appels d’offres internationaux pour des ouvrages équivalents comprenant à la fois des
ouvrages de génie civil, ainsi que des équipements mécaniques et électriques de taille semblable à
celle du site retenu.
(d) Etude des accès au site et cité du Maître de l’Ouvrage
L’étude des accès au site consistera à évaluer l’état de la piste et à concevoir les améliorations
nécessaires (élargissement, pentes maximales, drainage, stabilités, etc.) pour que cette piste devienne
ultérieurement la route d’accès au projet et satisfasse les critères correspondants. Les possibilités
d’acheminement du matériel au site seront également examinées en tenant compte des considérations
sociales et environnementales.
Le consultant procédera :
 à l'identification et au levé topographique des sites de carrière (terre et roches),
 au levé géologique des affleurements rocheux,
 au prélèvement éventuel d’échantillons rocheux proches de la surface, et à leur analyse
pétrographique en vue d’une première identification vis à vis des phénomènes d’alcali
réaction.
(e) Définition des options de dimensionnement de l’ouvrage et des options de mode d’exploitation
Le consultant procédera à l'étude et à la comparaison technique, économique et environnementale des
différentes options :
Les options identifiées seront présentées au Maître d'œuvre ; sur la base des recommandations du
Consultant, une option sera retenue pour les études détaillées et les activités décrites ci-dessous.
Activité principale

Cette étude d’Avant-Projet Détaillé a pour objet, après avoir procédé à l’actualisation des paramètres
liés à la production et après avoir vérifié ou ajusté ses caractéristiques optimales, d’approfondir et de
développer la conception des ouvrages qui constituent le génie civil ainsi que les matériels
électromécaniques.

L'étude d'APD fera également l’objet d’un mémoire technique présentant les critères de conception, les
données de base et les valeurs des paramètres adoptées pour la conception des ouvrages et justifiant

23
les options techniques retenues. Ce mémoire comprenant entre autre un descriptif des ouvrages sera
accompagné d’un devis estimatif, d’un programme des travaux ainsi que des recommandations pour la
mise en œuvre des étapes suivantes devant permettre la construction de l’ouvrage.

Le mémoire technique sera accompagné d’un cahier de plans et graphiques présentant la conception
des ouvrages et ayant servi à l’élaboration des métrés des travaux.

Activité 2 : Etude d’Avant-Projet Détaillé de la ligne de transport, des postes de transformation

Le consultant proposera un point de raccordement au réseau de Nosy Be ou au RID de la région de

DIANA. La ligne de transport entre le site et le RID, au stade actuel de l’avancement du projet, sera
étudiée entièrement à partir des reconnaissances topographiques effectuées pour les voies d’accès et
en plongée.

Le dimensionnement de la taille des conducteurs et des pylônes respectera les standards utilisés à
Madagascar pour une tension de service comprise entre 90 et 225 KV (pour le projet sur la grande
terre) ou 20kV pour un projet sur Nosy Be ou Nosy Komba.

D’autres questions telles que la mise à la terre, le système de protection pour l’amélioration de ce
système seront prises en considération.

Concernant plus précisément les postes de départ et d’arrivée, leurs équipements seront proches des
équipements déjà existant dans d’autres sites existant à Madagascar sinon au moins aussi
performants.

Pour la télécommunication (téléphone et paramètres de communication pour l’exploitation du

système électrique), il y aura lieu d’étudier la mise en œuvre d’un réseau de télécommunication tenant
compte de l’évolution technologique et des standards les plus élevés du moment (technologie de fibre
optique ou autre technologie éprouvée).

En ce qui concerne la conduite des nouveaux ouvrages, des équipements seront prévus pour leur
raccordement aux systèmes de télé-conduite (SCADA) et de télé-comptage en cours d’établissement

A cet effet, il sera nécessaire de se rapprocher des différents opérateurs en matière de

télécommunication à Madagascar.

Ces études feront l’objet d’un mémoire technique présentant les critères de conception, les données de
base et les valeurs des paramètres adoptées pour la conception des ouvrages et équipements et
justifiant les options techniques retenues. Ce mémoire sera accompagné d’un dossier des plans de
l’APD, d’un devis estimatif, d’un programme des travaux ainsi que des recommandations pour la mise
en œuvre des étapes suivantes devant permettre la construction de l’ouvrage.

Le mémoire technique sera accompagné d’un cahier de plans et graphiques présentant la conception
des ouvrages ayant servi à l’élaboration des métrés des travaux.

Activité 3 : Etudes économiques et financières.

L’objet de ces études est de justifier à long terme de la rentabilité économique et financière de la
réalisation de la solution définitive de production dans le système électrique du réseau de Nosy Be ou
du RID, vis à vis des banques et des bailleurs de fond pour financer cet ouvrage indispensable au
développement du pays.

Le choix du dimensionnement de la centrale sera déterminé et justifié économiquement en fonction du

potentiel de production du site, d’une part et des besoins électriques à moyen et long terme sur le
réseau de Nosy Be ou sur le réseau interconnecté de DIANA (RID) d’autre part.

A la lumière des données ci-dessus, ces études seront reprises en tenant compte de la manière dont
l’énergie produite est absorbée par le système électrique dans une perspective de long terme. On
utilisera pour cela les résultats des études antérieures ainsi que d’autres éléments de planification qui

24
seront fournis par le maître d’ouvrage. Si besoin était, une simulation avec un modèle mathématique
de réseau de l’ensemble du système électrique du réseau interconnecté RID permettra d’apprécier
convenablement l’apport énergétique sur les ouvrages existants et sur les ouvrages projetés. Cette
opération pourrait être effectuée en option. La décision sera prise par le Maître d’Ouvrage en rapport
avec l’Opérateur du réseau.

Dans le cadre de cette étude, le Consultant fournira un document descriptif de projet assorti d’une
plaquette à remettre aux différents bailleurs de fond pour la recherche de financement comprenant :

 Une présentation du projet et un résumé des différentes caractéristiques techniques et

environnementales du projet (retenue et usine connectée au réseau interconnectée RID ou
ferme éolienne et pompage turbinage sur Nosy Be ou NosyKomba) ;
 Un rapport technico-économique explicite justifiant l’intérêt économique du projet dans le
système électrique à moyen et long terme, etc.

25
 TERMES DE RÉFÉRENCE

CONSULTANT POUR LES ACTIVITÉS DU SECTEUR ÉLECTRIQUE NOSY BE

2012-2014

RAPPEL DU CONTEXTE
1. Le Gouvernement de Madagascar a obtenu un crédit de l'Association Internationale de
Développement (IDA) pour financer la mise en œuvre du Projet Pôles Intégrés de Croissance
(PIC). L'objectif du Projet PIC est de stimuler la croissance économique dans des pôles/régions
sélectionnés. Le pôle de Nosy Be, île située au nord ouest de Madagascar, est un des pôles
appuyés en raison de son énorme potentiel touristique.
2. En 2008 le Projet PIC s’est vu octroyé un financement additionnel par la Banque Mondiale.
3. Depuis 2006, le projet PIC a appuyé la JIRAMA autant à Fort Dauphin qu’à Nosy Be. Lors de la
récente réactivation du projet PIC il a été décidé d’appuyer la JIRAMA par un financement
additionnel de quelques USD 6 millions sur le secteur électrique de Nosy Be (voir tableau en
annexe).
4. Dans le cadre de cet appui, le PIC financera l’achat de biens et fournitures qui seront remis à la
JIRAMA pour améliorer les installations existantes. La JIRAMA fera l’installation de ces
fournitures et équipements à Nosy Be et en assurera la gestion, l’exploitation et l’entretien.
5. La JIRAMA pour sa part doit participer à l’amélioration du service à Nosy Be par la fourniture
de frais généraux nécessaires à son personnel pour la mise en place des biens achetés par le
PIC ainsi que des ressources humaines nécessaires à la réalisation de certaines études et
actions commerciales.
6. La JIRAMA doit rencontrer des objectifs de performance précis dans sa gestion commerciale à
Nosy Be et mettre en place un nouveau business model à Nosy Be pour assurer à court terme
un haut niveau de service d’utilité publique d’électricité à faible coût, avec réduction générale
des tarifs à terme.
7. A moyen terme le partenariat MdE, JIRAMA et PIC rechercheront la mise en place d’une
solution définitive de remplacement de la production thermique diésel à Nosy Be.
8. Le Projet PIC dans le cadre de la mise en œuvre de l’accord de partenariat entre le MdE, la
JIRAMA et le PIC s’est vu mandater la responsabilité de rechercher et de mettre en œuvre des
financements pour réaliser les études de la mise en place d’une solution alternative à la
production thermique diésel actuelle. Une demande de financement a été soumise auprès du
Sustainable Energy for Africa Fund de la BAfD qui en étudie la pertinence.
9. La mise en œuvre de ce programme nécessitera sur une période qui pourrait durer 4 ans, un
appui en assistance technique internationale spécialisée dans la gestion de projet.
10. Le financement de cette assistance technique sera d’abord sur le crédit existant jusqu’à la fin
septembre 2012, sur le financement additionnel pour une période additionnelle de six mois et,
si le financement est obtenu de SEFA, sur les fonds obtenus de SEFA pendant une autre année.
OBJECTIF GÉNÉRAL ET FINAL DE LA MISSION
11. L’objet général de la mission est d’appuyer la JIRAMA dans la mise en œuvre de toutes les
mesures identifiées dans l’accord de partenariat à l’intérieur des délais impartis. L’Objectif
final de la mission est de mettre en place le nouveau business model, d’identifier et de
sécuriser le financement de la solution technique pérenne du service d’utilité publique à Nosy
Be et, éventuellement mettre en œuvre ce financement.
12. Le Consultant se verra assigner de temps à autre des objectifs portant sur d’autres activités du
PIC où ses compétences le justifient dans d’autres activités du projet PIC.

26
DEROULEMENT DE LA MISSION
13. La mission s’étendra sur 12 mois renouvelables à temps partiel. Dans l’éventualité où un
financement de la BAfD / SEFA est obtenu, un programme spécifique sera ainsi proposé.
14. Le Consultant partagera son temps entre Nosy Be et Tana selon les besoins du projet. Un
programme mensuel sera établi avec le Secrétaire National.
OBJECTIFS SPECIFIQUES ET ACTIVITES DU CONSULTANT
15. Les objectifs spécifiques de la mission et les activités prévues par le Consultant sont :
Phase I - premier semestre :
a) Appuyer la JIRAMA dans la préparation des dossiers d’appel d’offres relatifs aux fournitures et
biens financés par le PIC (identification des besoins, DAO, évaluation des offres, etc.) ;
b) Appuyer la JIRAMA dans la mise en œuvre et le suivi des investissements d’urgence financés
par le PIC
c) Appuyer le PIC dans la préparation de la documentation nécessaire à l’obtention de
financements externes privés dont entre autres l’émission de l’appel à projet et l’appel à
manifestation / préqualification.
d) Appuyer la JIRAMA NB dans la mise en œuvre des programmes d’amélioration commerciale et
mesure de la performance. (Élaboration systèmes de collecte des données, développer le
baseline, propositions de programmes de travail, suivi, résultats.)
e) Appuyer la JIRAMA dans (i) la mise à jour de l’étude de la demande, (ii) l’identification et
l’évaluation des sites à potentiel hydroélectrique, (iii) l’élaboration des options de production
et transport de l’électricité dans la Région Diana, et (iv) l’identification du projet d’énergie
renouvelable à promouvoir pour alimenter Nosy Be.
f) Appuyer le PIC et la JIRAMA dans la coordination des activités des deux Assistances techniques
(Études et Organisation).
g) Appuyer la JIRAMA dans la préparation de la proposition de schéma de gestion, de business
plan et du mode de financement du nouveau business model de Nosy Be ainsi que la politique
tarifaire sous-tendant le business model.
h) Appuyer le PIC dans l’évaluation des progrès réalisés par la JIRAMA dans la mise en œuvre des
activités sur lesquelles elle s’est engagée.
i) Tout autre objectif décidé d’accord partie.
Phase 2 – deuxième semestre
j) Appuyer la JIRAMA dans la mise en place du nouveau business model (par exemple : textes
constitutifs, assemblées d’actionnaires, sélection du management, communications avec les
populations et les clients) en commençant avec la gestion autonome ;
k) Appuyer le processus d’appel à projet d’investissement pour la solution pérenne de production
d’électricité à faible coût : sélection de la banque d’affaires, coordinations avec les Assistance
techniques recrutées par le PIC ; négociations des ententes entre les partenaires techniques
(EPC, EPCM, DBO, etc.) – convention d’actionnaires, négociations des financements avec les
banques.
l) Mettre en place un programme de participation communautaire au financement de la nouvelle
entité par les populations (ex. ‘achète ton panneau solaire’…)
m) Lancement et suivi des projets d’investissement structurants.
n) Appuyer le PIC dans l’évaluation des progrès réalisés par la JIRAMA dans la mise en œuvre des
activités sur lesquelles elle s’est engagée pour le deuxième semestre.
o) Tout autre objectif décidé d’accord partie.

27
Phase 3 – Troisième et quatrième semestre
p) Suivi des projets d’investissement structurant et mise en marche ; suivi de la période de
garantie.
q) Appuyer le PIC dans l’évaluation des progrès réalisés par la nouvelle entité dans sa gestion et
assurer un suivi régulier de l’Accord de Partenariat signé en 2012.
r) Appuyer le PIC dans l’évaluation des progrès réalisés par la JIRAMA dans la mise en œuvre des
activités sur lesquelles elle s’est engagée pour le troisième et quatrième semestre.
s) Tout autre objectif décidé d’accord partie
LIVRABLES
 Un rapport mensuel sur les activités réalisées et les indicateurs de performance des progrès
réalisés par la JIRAMA et le PIC dans la mise en œuvre des activités sur lesquelles ils se sont
engagés.
 Rapports sur (i) la mise à jour de l’étude de la demande, (ii) l’identification et l’évaluation des
sites à potentiel hydroélectrique, (iii) l’élaboration des options de production et transport de
l’électricité dans la Région Diana, et (iv) l’identification du projet d’énergie renouvelable à
promouvoir pour alimenter Nosy Be.
 Rapports sur (i) la proposition de schéma de gestion, (ii) de business plan et (iii) du mode de
financement du nouveau business model de Nosy Be ainsi que (iv) la politique tarifaire sous-
tendant le business model.
 Rapport semestriel d’évaluation de la mise en œuvre du plan de gestion, validé par les parties
prenantes avec leurs commentaires : 20 jours après la fin du semestre.
 Tout autre rapport jugé nécessaire pour l’avancement de la mise en œuvre des objectifs de
l’Accord de partenariat.
 Les rapports seront soumis en version électronique via internet. Le Client assurera la
reproduction papier si requise.
DEBUT ET DEROULEMENT DES MISSIONS
Le démarrage de la première intervention se fera en juin 2013.
PROFIL REQUIS
 Etre titulaire au minimum d'un master international en économie, gestion, énergie ou tout
autre domaine pertinent ;
 Posséder au moins 10 années d'expérience professionnelle ;
 A voir géré une entreprise d’électricité en Afrique ;
 Très bonne connaissance du contexte et enjeux du secteur électricité dans les pays en
développement. La connaissance de Madagascar serait un plus ;
 Connaissance des problématiques des pôles de croissance serait un atout ;
 Maîtrise parfaite du français et de l'anglais ;
 Excellentes capacités d'analyse, de rédaction et de communication.

28
 TERMES DE RÉFÉRENCE

CONSULTANT CHARGÉ DE SUPERVISER LA PROCÉDURE DE RECRUTEMENT ET LES

NÉGOCIATION ENTRE LES PARTIES DES ENTENTES POUR LA MISE EN PLACE D’UN
INVESTISSEMENT EN PRODUCTION PRIVÉE D’ÉNERGIE RENOUVELABLE POUR NOSY BE.

RAPPEL DU CONTEXTE
1). Le Gouvernement de Madagascar a obtenu un crédit de l'Association Internationale de
Développement (IDA) pour financer la mise en oeuvre du Projet Pôles Intégrés de
Croissance (PIC). L'objectif du Projet PIC est de stimuler la croissance économique dans
des pôles/régions sélectionnés. Le pôle de Nosy Be, île située au nord ouest de Madagascar,
est un des pôles appuyés en raison de son énorme potentiel touristique. En 2008 le Projet
PIC s’est vu octroyé un financement additionnel par la Banque Mondiale.
2). Depuis 2006, le projet PIC a appuyé la JIRAMA autant à Fort Dauphin qu’à Nosy Be. Lors de
la récente réactivation du projet PIC il a été décidé d’appuyer la JIRAMA par un
financement additionnel de quelques USD 6 millions sur le secteur électrique de Nosy Be
(voir tableau en annexe).
3). Le Projet PIC dans le cadre de la mise en œuvre de l’accord de partenariat entre le
Ministiere de l’Energie (MdE), la JIRAMA et le PIC s’est vu mandater la responsabilité de
rechercher et de mettre en œuvre des financements pour réaliser les études de la mise en
place d’une solution alternative à la production thermique diésel actuelle. Une demande de
financement a été soumise auprès du Sustainable Energy Fund for Africa (SEFA) de la BAfD
qui en étudie la pertinence.
4). La mise en œuvre de ce programme nécessitera sur une période qui pourrait durer 6 mois,
un appui en assistance technique internationale spécialisée dans la négociation des
Partenariats Publics Privés.
OBJECTIF GÉNÉRAL ET FINAL DE LA MISSION
5). L’objet général de la mission est d’appuyer la JIRAMA dans la finalisation des ententes
entres les parties, Gouvernement, JIRAMA, banques et l’Opérateur privé pour permettre la
mise en place d’un investissement privé de nouvelle capacité de production d’électricité à
partir d’énergie renouvelable. L’Objectif final de la mission est de finaliser tous les
documents contractuels et compléter le ‘closing’ financier de la solution technique pérenne
du service d’utilité publique à Nosy Be et, éventuellement mettre en œuvre ce financement.
DEROULEMENT DE LA MISSION
6). La mission s’étendra sur 6 mois. Elle débutera suite à la finalisation des études techniques
de la solution définitive et de l’étude de réorganisation (gestion autonome) effectuée par la
JIRAMA avec l’appui d’une assistance technique fournie par le projet PIC et suite à la
préqualification des investisseurs.
7). Le Consultant sera appelé à se rendre à Tana selon les besoins du projet. Un programme
mensuel sera établi avec le Secrétaire National.
OBJECTIFS SPECIFIQUES ET ACTIVITES DU CONSULTANT
8). Les objectifs spécifiques de la mission et les activités prévues par le Consultant sont :
a) Revoir les dossiers préparés par la JIRAMA appuyé des Assistances techniques
recrutées par le PIC. Il s’agit des rapports techniques sur l’étude de la demande, les
plans directeurs production, transport et distribution, le rapport de sélection de la
solution définitive, l’étude économique, la proposition de structure organisationnelle et
institutionnelle du Groupe Nosy Be, le projet de business plan, l’avant projet sommaire
et l’avant projet détaillé, l’estimation des coûts de l’investissement, le business plan, le
cahier de charges, les résultats de l’appel à préqualifcation, le règlement d’AO proposé
pour le recrutement de l’investisseur privé, le Information Memorandum, les projets de

29
 contrats (convention de concession, conventions de financement, PPA, etc.), la
convention tarifaire, et tout autre document pertinent à l’affaire et faire ses
recommandations pour leur finalisation ;
b) Lancer le processus de sélection de l’investisseur privé en coordination avec le MdE, la
JIRAMA et le PIC (rédiger et placer les annonces, décider du nombre et fréquence de
parution, etc.) ;
c) Réunir les informations nécessaires, mettre en place et gérer la sécurité des documents
et le règlement d’accès à une data room ;
d) Assurer les échanges de questions réponses avec les soumissionnaires, réviser le DOA
en conséquence des discussions et propositions afin de pourvoir recevoir toute
proposition technique sous un même cahier de charge. à
e) Coordonner l’ouverture des propositions et gérer l’ensemble du processus selon les
règles des marchés publics de Madagascar. Présenter les résultats de la compétition
aux autorités.
f) Entamer les négociations entre l’Adjudicataire pressenti, les autorités Malgaches, la
JIRAMA et les institutions financières.
g) Organiser le closing financier et la signature des différentes ententes.
h) Rédiger un rapport mensuel d’avancement et un rapport final.
LIVRABLES
 Un rapport mensuel sur les activités réalisées dans la mise en œuvre des activités de
recrutement de l’investisseur privé.
 Propositions d’amendement des Rapports à inclure dans la data room. Il s’agit des rapports
techniques sur l’étude de la demande, les plans directeurs production, transport et
distribution, le rapport de sélection de la solution définitive, l’étude économique, la
proposition de structure organisationnelle et institutionnelle du Groupe Nosy Be, le projet
de business plan, l’avant projet sommaire et l’avant projet détaillé, l’estimation des coûts
de l’investissement, le business plan, le cahier de charges, les résultats de l’appel à pré-
qualification, le règlement d’AO proposé pour le recrutement de l’investisseur privé, le
Information Memorandum, les projets de contrats (convention de concession, conventions
de financement, PPA, etc.), la convention tarifaire, et tout autre document pertinent à
l’affaire;
 Dossier d’appel d’offre finalisé avec projets de contrats ;
 Recueil de documents et Règlement de la data room ;
 Projets d’annonces ;
 Rédaction des réponses aux questions des soumissionnaires et recommandations sur les
modifications du DAO ;
 Analyse des offres des soumissionnaires ;
 Rapport sur les négociations et versions définitives des ententes ;
 Rapports mensuels et rapport final de mission ;
 Les rapports seront soumis en version électronique via internet. Le Client assurera la
reproduction papier si requise.
DEBUT ET DEROULEMENT DES MISSIONS
9). Le démarrage se fera vers le mois de mars 2013.
PROFIL REQUIS:
 Etre titulaire au minimum d'un master international en finance, juridique, économie,
gestion, énergie ou tout autre domaine pertinent ;

30
 Posséder au moins 15 années d'expérience professionnelle dans la négociation de
conventions de partenariat publics privés pour des projets d’investissement dans la
production d’énergie ; Une expérience en énergie nouvelle sera privilégiée ;
 Très bonne connaissance du contexte et enjeux du secteur électricité dans les pays en
développement. La connaissance de Madagascar serait un plus ;
 Connaissance des problématiques des pôles de croissance serait un atout ;
 Maîtrise parfaite du français et de l'anglais ;
 Excellentes capacités d'analyse, de rédaction et de communication.

31
Annex V – Decree for creation of PIC

32
Annex VI – Organizational structure of PIC

ORGANIZATIONAL SCHEME

STEERING COMMITTEE SUPERVISING AUTHORITY

(Govt, Private Sector) Ministry of Finance & Budget

PIC
Na onal Secretariat

Opera ons Division

Technical Sec on Fiduciary Agency

PARTNERS CONTRACTORS
(JIRAMA) (Firms, Consultants)

Private Sector Operators

33
 Annex VII – Procurement plan
PLAN DE PASSATION DE MARCHES (PPM)
1 Généralités Remplir seulement les cellules grises!
Pays/Organisation : MADAGASCAR/POLES INTEGRES DE CROISSANCE
Description Projet/Programme NOSY BE RENEWABLE ENERGY POWER PROJECT
Identification SAP Projet/Programme # x
N° Prêt/Don # : x
Agence d'Exécution : POLES INTEGRES DE CROISSANCE
Date Approbation du Plan de Passation de Marchés (PPM) : x
Date de l'Avis Général de Passation de Marchés (AGPM) : x
Action Anticipée d'Acquisitions x
Période Couverte par ce PPM : Décembre 2012 - juin 2014

Seuil d'Examen Préalable : Décisions sur les acquisitions faisant l'objet d'examen préalable par la Banque
tel qu'indiqué dans l'Annexe B5 du Rapport d'évaluation

3. CONSULTANTS
2 Consultants (voir Note 3)

Exame Préalable
Mode d'acquisition et de sélection Seuil Commentaires
(Equiv. UC)
1.
2.
3.
4.
5.
6.

Diverses Prestations avec les Modes de sélection et Avis à manifestation Termes de Référence Demande de Propositions Période de Soumission Evaluation
3 Données de base Liste Restreinte Projet de Contrat Attribution du Contrat Exécution du Contrat
le Calendrier d'intérêt (AMI) (TDR) (DDP) Propositions Technique (T) & Financière (F)
Examen Date Date
Date Forfait ou Montant Date Plan/ Date Remise- Non-objection Date Montant Projet Montant Date
Date Non- Méthode de Préalable Date de Date de Date de Date Non- Date de Date Non- Date de Date Non- Date Soumission Ouverture Date Non- Réception Date Signature Date Date
Description* Réception Temps- Estimée en estimée Revised/ Ouverture Rapport Réception Contrat dans Contrat en UC attribution
Objection Sélection ou a Publication Remise Réception Objection Réception Objection Réception Objection Invitation Rapport Propositions Objection Contrat final Contrat Démarrage Achèvement
AMI Passé USD (000) Remise Actuel propositions Evaluation (T) Projet Contrat Monnaie (000) (000) Contrat
Posteriori Evaluation (T) Financières
10-déc.-12 17-déc.-12 SBQC Forfait 544,00 Préalable 1-janv.-13 Plan 18-déc.-12 1-janv.-13 10-déc.-12 17-déc.-12 8-janv.-13 15-janv.-13 25-janv.-13 9-févr.-13 12-févr.-13 29-mars-13 10-avr.-13 25-avr.-13 2-mai-13 19-mai-13 3-juin-13 22-juin-13 4-juin-13 21-juin-13 1-juil.-13 28-déc.-13
Recruitment of a consultant to conduct feasibility studies Revisé
Actuel

Recruitment of an individual consultant to provide technical NA NA Entente directe Forfait 162,50 Préalable NA Plan NA NA 25-avr.-13 2-mai-13 NA NA NA NA 9-mai-13 19-mai-13 24-mai-13 NA 24-mai-13 24-mai-13 8-juin-13 22-juin-13 9-juin-13 21-juin-13 1-juil.-13 28-déc.-13
assistance to JIRAMA in the restructuring of the business unit and
Revisé
tariff system in Nosy be (Extension of contract financed by PIC in
pre-feasibility phase) Actuel
12-mars-13 19-mars-13 SBQC Forfait 262,50 Préalable 3-avr.-13 Plan 20-mars-13 3-avr.-13 12-mars-13 19-mars-13 10-avr.-13 17-avr.-13 27-avr.-13 12-mai-13 15-mai-13 29-juin-13 11-juil.-13 26-juil.-13 2-août-13 19-août-13 3-sept.-13 22-sept.-13 4-sept.-13 21-sept.-13 1-oct.-13 30-mars-14
Recruitment of an investment banker to accompany the project
development phase implementation Revisé
Actuel

25-sept.-13 2-oct.-13 SMC Forfait 18,00 Préalable 17-oct.-13 Plan 3-oct.-13 17-oct.-13 25-sept.-13 2-oct.-13 24-oct.-13 31-oct.-13 10-nov.-13 25-nov.-13 28-nov.-13 12-janv.-14 24-janv.-14 8-févr.-14 15-févr.-14 4-mars-14 19-mars-14 7-avr.-14 20-mars-14 6-avr.-14 16-avr.-14 16-mai-14
Audit of the grant use Revisé
Actuel

Plan
Revisé
Actuel

Plan
Revisé
Actuel

Plan
Revisé
Actuel

Plan
Revisé
Actuel

Plan
Revisé
Actuel

Plan
Revisé
Actuel
Coût Total Services 987,00 Plan 0,00
0,00 Revisé
0,00 Actuel 0,00

34
Annex VIII – Letters of intent from potential private investors

35
36
37
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