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KARNATAKA HEALTH PROMOTION TRUST

IT Park, 5TH Floor, No. 1 – 4, Rajajinagar Industrial Area,

Behind KSSIDC Administrative Office,

Rajajinagar, Bangalore – 560 044

Tel: 080-40400200 Fax: 080-40400300

Email : khptblr@khpt.org

Request For Proposals (RFP)

Landscaping and Business Modelling for Additional Investment in Tuberculosis

Prevention and Care

RFP Reference No. : KHPT/THALI/01/2017-18 Date of RFP : 24-Nov-2017 Last Date to Seek Clarifications : 30-Nov-2017 Deadline for Submission of Proposal : 15-Dec-2017, 1.00 PM Address for Communication : Dy Director – Administration Karnataka Health Promotion Trust IT Park, 5th Floor # 1-4, Rajajinagar Industrial Area Behind KSSIDC Admin Office Rajajinagar, Bangalore 560044 Tel : +91 80 40400200 Email : khptblr@khpt.org

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Table of Contents

Contents Page Nos.

SECTION – A

About Karnataka Health Promotion Trust (KHPT) 4

Overview of Tuberculosis Health Action Learning Initiative (THALI) 5

Background 8

Private Investment in Health in India 8

Investment in TB Control in India 9

Need for Additional Investment for the End-TB Strategy 10

SECTION – B

Scope of Work 11

Eligibility Criteria 11

Expectations from Selected Agency or Individual Consultant

- Part A – Mapping and Landscaping of Traditional and Additional, Non-traditional, Investments in TV Prevention and Care

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- Part B – Planning Receipt and Use of Traditional and Additional Investment in India, with a focus on THALI States

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- Part C – Market Research on Market-based Solutions for TB Prevention and Care

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- Part D – Business Model Development 13

- Part E – Execution : Seeking and Enabling Additional Investment for TB Prevention and Care under THALI ( optional for this RFP)

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Expected Outcomes of the assignment 13

Deliverable Based Disbursement 14

Technical Proposal 15

Financial Proposal 15

Proposal Submission 16

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Acronyms

AIDS – Acquired Immunodeficiency Syndrome

ASHA – Accredited Social Health Activist(s)

BMGF – Bill and Melinda gates Foundation

CAGR – Compound Annual Growth Rate

CSR – Corporate Social Responsibility

GFATM – Global Fund for AIDS, TB and Malaria

GoI – Government of India

GoK – Government of Karnataka

HIV – Human Immunodeficiency Virus

IT – Information Technology

KHPT – Karnataka Health Promotion Trust

MNCH – Maternal, New born and Child health

NIMHANS – National institute of Mental Health and Neuro Sciences

OVC – orphans and vulnerable children

PLHIV – People Living with HIV

RNTCP – Revised National Tuberculosis Control Program

RoI – Return on Investment

SMART – Specific, Measurable, Achievable, Relevant/Realistic, Time-bound

TB – Tuberculosis

THALI – Tuberculosis Health Action Learning Initiative

UNTF – United Nations Trust Fund (to end violence against women)

UoM – University of Manitoba

USAID – United States Agency for International Development

WHO – World health Organization

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SECTION - A

About Karnataka Health Promotion Trust (KHPT)

KHPT was established in the year 2003 as a partnership between the University of Manitoba

(UoM), Canada, and Government of Karnataka (GoK) with the vision of empowering

communities to transform their lives through focused interventions in health, education and

community institution building. It began as a lead partner for program implementation with

the GoK to scale up targeted HIV prevention, care and support programs across the

Karnataka state. The interventions were evidence driven, systematically planned, rigorously

implemented and monitored that later became scalable models for national programs and

emerged as learning sites for innovative approaches.

KHPT currently works across south and north Indian states, focusing on eight thematic

areas including maternal, new born and child health (MNCH); Nutrition; Adolescent health

and education; orphans and vulnerable children (OVC); HIV/AIDS prevention, care and

support; tuberculosis (TB) prevention, care and support; violence against women and

community institution-building.

KHPT adopts the ‘Program Science’ approach for its programs. It involves research-driven

methodologies for intervention design and assessment, ensuring the right mix of

interventions for the right populations: designing methods for scaling up, translating

knowledge for global dissemination and creating forums for cross learning. KHPT adopts an

empowerment framework to guide its work with all vulnerable groups that aims to

strengthen the individual efficacy and collective actions among these groups. The outcome

of such work has been the achievement of increased coverage and maximum efficiency of

programs.

KHPT has been able to build successful partnerships with a wide range of private and public

sector organisations. It has partnered with research institutes like St. John’s medical College

and Research Institute, NIMHANS; universities like the Boston University, London School of

Hygiene and Tropical Medicine; community based organisations (CBO) which include 33 sex

worker CBOs, 25 sexual minority CBOs, 30 District Level Networks of PLHIVs etc.;

government departments and programs like the Women and Child Development, National

Health Mission etc. KHPT has implemented projects funded by the BMGF, USAID, and

UNTF, WHO, Clinton Foundation, Deshpande Foundation, NACO, Government of

Karnataka, Maharashtra State AIDS Control Society and many others.

KHPT has been awarded:

• Medallion from Governor General of Canada, 2014 for promotion of bilateral

programs translating into policy.

• B.M. Patil Oration Award, Karnataka Association of Community Health, 2013 for

Maximum contribution to community health initiatives in Karnataka.

• WHO – ICICI Award for Primary Healthcare, 2013 for ensuring continuity of care

for People Living with HIV.

• Avahan Award for Best State Lead Partner for mobilising communities.

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• Impact Award 2017 in recognition to our contribution “Deeply impact lives through

excellence in program implementation and innovation”

Overview of Tuberculosis Health Action Learning Initiative (THALI)

USAID awarded multiple THALI awards in January 2016 with the goal of gaining a 10% improvement in national case detection rates and improving the national case treatment success rates across India over the next four years. Supporting these overarching goals include additional USAID awards, e.g., the Call to Action, but also the important programs conducted by the Government of India’s Central Tuberculosis Division, State level programs, and investments by other donors such as the Global Fund and the Bill and Melinda Gates Foundation. The USAID THALI awardees focus specifically on improved urban TB control in selected cities. The awardees test and develop best practices across five areas:

1. Increased investment in urban TB control.

2. Improved city management of resources (human, financial, technical).

3. Innovations for urban TB control catalyze.

4. Improved Private sector delivery of urban TB services.

5. Increased evidence-based decision making.

THALI: Coverage, Scale and Scope

THALI is a four-year USAID-funded program. It improves awareness, stimulates behavior change, enables person-centered care and explores additional investment in TB control, care and prevention. THALI accelerates efforts to eliminate TB in Bengaluru (Karnataka) and Hyderabad (Telangana) through multi-sectoral collaboration, integration with RNTCP, evidence and innovation.

THALI reaches a population of about 17 million people, including 2.2 million living in urban slums. Priority sub-populations include women, children and the elderly, who tend to be additionally marginalized, neglected and prone to inequitable access to health care; persons with co-morbid conditions, especially those with HIV/AIDS, under-nutrition and diabetes, conditions which enhance the onset of TB disease and complicate, delay and/or compromise treatment outcomes; persons working in high-risk occupations like construction and textile industries which compromise lung function; and migrant workers who lack family and social support and are more likely to interrupt treatment.

Led by Karnataka Health Promotion Trust (KHPT), THALI is implemented in Bengaluru by KHPT, and in Hyderabad by TB Alert India.

THALI enables access to quality TB services with a focus on private health service delivery. It fosters desired behaviour change among five interlinked stakeholder groups:

1. Health seeking by people living in urban slums for early diagnosis and initiation of treatment,

2. Adoption of standards for TB care by private health care providers, 3. Treatment compliance by TB patients, and prevention of spread of TB, 4. Additional public sector commitment and stewardship, for improved urban TB

services,

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5. Investment in TB control, care and prevention by corporate and additional investors.

Support to additional cities: In addition to the primary cities, THALI plans to extend technical support to several additional cities in each of the implementation states The number of these cities and the type of support provided to them will be decided in consultation with state RNTCP program managers. Support could be in the form of transfer of lessons and insights from primary cities to the new ones where action can be taken by RNTCP either directly, or through engagement of other non-government organizations. The additional cities may also benefit from tools developed and used by THALI.

THALI Approach: Our Continuum of Care

THALI uses a ‘continuum of care’ approach to ensure that project activities are in line with the patient-centered approach of the End-TB Strategy. Figure1 depicts the continuum of TB related steps that takes a patient from health seeking at the onset of symptoms to access to quality service delivery by health care providers of the patient’s choice to care and support which extends through and after completion of TB treatment. This continuum of care is seen from the point of view of the most vulnerable among the beneficiaries.

A patient is engaged and documented by the project at any point in the continuum of care. However, over a period of time, patient-documentation is initiated at the first point of contact with a service provider.

The THALI Model

The strategic framework for THALI involves the use and harnessing of existing and new resources, evidence and innovations to engage with:

Figure 1: Continuum of Care for TB Patients

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1. Communities, especially priority populations, for improved awareness on TB and health-seeking behavior,

2. Health care providers, especially those in the private sector, to enable adoption of standards for TB care by all service providers, and

3. People affected by TB, and their families, for improved treatment adherence and reduced TB transmission.

THALI improves TB diagnosis, notification and treatment in its implementation cities. It will focus on two target groups, namely private health care providers and people living in urban slums, working in collaboration with RNTCP. THALI interventions are segregated under 8 activity streams:

1. Community engagement, 2. Provider engagement, 3. Prevention, care and support, 4. Government engagement, 5. Additional investment (in TB prevention and care), 6. MITHRA, a technology platform for effective and efficient innovations 7. Research, monitoring and evaluation, and 8. Communications.

Figure 2. THALI Model

The THALI model (Figure 2) is designed to support priority populations and health care providers managing TB. It enables seamless access to high quality TB diagnosis and treatment services, especially for vulnerable populations. THALI uses innovative solutions to reach and benefit more people. THALI as an interface strengthens health systems and inter-sectoral collaboration, fills gaps in service delivery and works with existing market forces. Insights from THALI are used to scale up TB strategies in India. THALI is open to investments from public and private sectors for scale up and sustainability.

The purpose of each of the 8 activity streams are listed on the right in Figure 2.

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Background

Country Epidemiological Snapshot [Data sourced from WHO Global TB Report 2015]

Tuberculosis (TB) is the leading cause of death from infectious diseases among adults in India; it kills more men than women, yet more women die of TB than all causes associated with childbirth, combined. This treatable disease kills more than 600 persons every day in India. With a population of nearly 1.3 billion people, and an incidence rate of 167 per 100,000 people, India has the highest number of TB cases, globally, contributing to 23 percent of the world’s TB burden. A total of 1.6 million new and relapsed TB patients, about 73 percent of the estimated incident TB, were notified in India in 2014. While this was substantially higher than in 2013, an estimated 600,000 TB patients remain missing from public health records. Treatment success rates for known TB patients in India remain lower than desired at 88% (new and relapse; 2013), 66% (previously treated, excluding relapse; 2013), 76% (HIV+; 2013); 46% (RR/MDR-TB; 2012) and 33% (XDR-TB; 2012).

Drug Resistant Tuberculosis [Data sourced from WHO Global TB Report 2015]

Globally, there were an estimated 480,000 new cases of multidrug-resistant (MDR) TB in 2014 and about 190,000 of them died. The estimate of MDR-TB among notified pulmonary TB patients was 300,000. More than half of them are in India, China and the Russian Federation. India, with the highest number, is estimated to have 71,000 people with MDR-TB among those notified with pulmonary TB. Of them only 24,073 patients, a third of the estimated number, were enrolled on MDR-TB treatment in 2014.

It is estimated that 2.2 percent of new TB patients in India, and 15 percent of those previously treated, are estimated to have drug-resistance. However, the last survey for MDR-TB was conducted in 2009 and these estimates may no longer be applicable. Extensively drug-resistant (XDR) TB has been identified in 105 countries, including India; on an average, among those with MDR-TB globally, 9.7 percent are estimated to have XDR-TB.

Private Investment in Health in India

The overall Indian healthcare market today is worth US$ 100 billion and is expected to

grow to US$ 280 billion by 2020, a Compound Annual Growth Rate (CAGR) of 22.9 per

cent. Healthcare delivery, which includes hospitals, nursing homes and diagnostics centers,

and pharmaceuticals, constitutes 65 per cent of the overall market. The Healthcare

Information Technology (IT) market which is valued at US$ 1 billion currently is expected to

grow 1.5 times by 2020. Despite such encouraging trends in healthcare industry, India still

needs a US$ 25-30 billion in the next 4 years to address all the gaps in healthcare service

delivery.

Healthcare has become one of India’s largest sectors - both in terms of revenue and employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing, telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare sector is growing at a brisk pace due to its strengthening coverage, services and increasing expenditure by public as well as private players. A snapshot of this indicative growth:

• During 2008-20, the market is expected to record a CAGR of 16.5 per cent.

• The total industry size is expected to touch US$ 160 billion by 2017 and US$ 280 billion by 2020.

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• As per the Ministry of Health, development of 50 technologies has been targeted in the FY16, for the treatment of disease like Cancer and TB.

According to the Indian Institute of Corporate Affairs, a minimum of 6,000 Indian companies will be required to undertake Corporate Social Responsibility (CSR) projects in order to comply with the provisions of the Companies Act, 2013 with many companies undertaking these initiatives for the first time. Some estimates indicate that CSR commitments from companies can amount to as much as Rs. 20,000 crore.1 According

to data released by Ministry of Corporate Affairs, a total of 6338 crore rupees were spent on CSR activities by 51 Public Sector Undertakings (Rs. 2387 crores) and 409 Private companies (Rs. 3951 crore). Public Sector Undertakings on an average spent Rs. 46.8 crore while each private company spent an average of Rs. 9.7 crores. The top 10 spenders accounted for 43.5 percent of the total CSR spend while the top 20 companies accounted for 56 percent of the total CSR spend. The sector-wise CSR expenditure in 2014-15, in Crores of Rupees, is shown in Figure 3. Eradicating Hunger, Poverty and Health Care was the second favored area with a spending of 1422 crore rupees (22 percent of the total).2

Investment in TB Control in India

The Grant approval committee of Global Fund for AIDS, TB, and Malaria (GFATM) in its report raises questions about sustainability of India’s RNTCP program. In 2012–2013, the Government of India (GoI) contributed only $136 million, which was $44 million short of the projected budget of about $180 million. Health officials expected the gap to grow to $150 million in 2013–2014. The current Global Fund grants for TB addresses the basic goal of universal access to drug-resistant TB services through the provision of second-line anti-TB drugs and civil society involvement in TB control. GoI has completed negotiations for a third International Development Association (IDA; World Bank) loan that funds basic RNTCP activities. GFATM grants and IDA loans provide direct budgetary support to RNTCP. However, with substantial decrease in donor funded programs in TB, the funding gap is increasing over past few years. USAID’s strategic direction in health portfolio for India employs a ‘venture capital’ approach to development, where USAID provides seed funding to test creative local, low-cost, and innovative approaches to identify solutions for key development issues. The THALI initiative aligns with the broader USAID strategy and will

1 Handbook on Corporate Social Responsibility in India (by PWC for CII) 2013 2 Rakesh Dubbudu; February 29, 2016

Figure 3: Sector-wise CSR Expenditure in 2014-15 (Rakesh Dubbudu)

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focus on promoting increased investment by all stakeholders to bridge the resource gap and sustain the critical interventions over longer period of time.

The disbursement and utilization of funds by the state in the year 2013-14 as per RNTCP reports (TB India report 2014) has been varied in different states. Karnataka utilized about 94 percent of funds released in the year. Information about Telangana state for the same period is not available, but the erstwhile state of Andhra Pradesh reported about 80 percent utilization in 2013-14.

Need for Additional Investment for the End-TB Strategy

Increased upfront investments are urgently needed in order to achieve End-TB Strategy milestones and goals. Implementing the accelerated investment scenario will achieve great impact, preventing 45 million people from getting ill with TB and saving 10 million lives by 2020, globally.

India recently doubled spending on TB control from about USD 100 million to USD 200 million.3,4 However, independent assessment puts the requirement for effective TB control at over USD 600 million.5 While the bulk of TB investments in India will need to come from government resources, mobilization of alternative funding sources, including pooled

donor trusts, CSR, private philanthropies, etc., will add on to what the government is doing and dramatically accelerate the pace of scale-up. Substantial in-kind and financial investment from all sectors is essential and a priority for India to fulfil the End-TB Strategy. Delaying this will escalate future costs and burdens, including lives lost, infections not prevented, increased treatment costs, and lost productivity, with direct and adverse impact on everyone.

THALI welcomes dialogue with private and public corporates, individuals, foundations and trusts looking to partner on market-based, and philanthropic investments in TB prevention and care. There is also the potential to expand systems developed to reach beyond TB by co-funding health systems working synergistically on platforms developed for TB.

3 http://planningcommission.nic.in/reports/genrep/health/RNTCP_2011.pdf. Accessed on September 30, 2012 4 World Health Organization, Global Tuberculosis Report 2012. Available from: http://apps.who.int/iris/bitstream/10665/75938/1/9789241564502_eng.pdf Accessed on October 20, 2012 5 Bhatter P, Chatterjee A, Mistry N. The dragon and the tiger: Realities in the control of TB. Interdisciplinary Perspectives on Infectious Diseases; Volume 2012, Article ID 625459. Doi:10.1155/2012/625459

Principles

• Government: governments commit to invest in TB prevention and care; aim at TB elimination per WHO’s End- TB strategy and SDG 3.3.

• Private: market based solutions for TB prevention and care are configured to standards for TB care.

• CSR/other investments: private or public actors intending to invest in TB prevention and care see return on investment, even if this is indirect.

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SECTION – B

Scope of Work for the Agency or Individual Consultant

KHPT expects to generate tools, processes and evidence to enable stakeholders to make informed decisions and optimize investments in TB prevention and care over four years. To achieve this, KHPT will engage an agency or individual to landscape and develop the potential for additional investments in TB prevention and care. KHPT will utilize this opportunity for industry and corporations to effectively contribute to addressing the TB epidemic in India through leveraging their domains of expertise, resources, and people; and create sustainable solutions for long-lasting impact for the communities.

Eligibility Criteria

KHPT calls for proposals from agencies/organizations and individuals having expertise in the following areas:

1. Strong understanding of additional investment in health care:

a. Knowledge of laws and regulations governing social investments, including CSR and philanthropy in India,

b. Understanding of market based solutions for health care,

c. Ability to design, seek and manage additional, non-traditional investment (NTI), in compliance with Indian laws and regulations.

2. Strong proven ability and experience in scoping potential for additional investment in health care:

a. Ability to develop a strategic plan to landscape traditional investment (TI) and additional, non-traditional, investment (NTI) for TB prevention and care,

b. Ability to ascertain potential for additional investment from myriad and diverse stakeholders for TB prevention and care, including diagnosis, treatment and support, at national and state levels,

c. Ability to analyze qualitative and quantitative information received from potential stakeholders and to synthesize SMART recommendations.

3. Ability to build organizational capacity to receive or facilitate additional, non-traditional, investments in TB prevention and care:

a. Experience and ability in advising government bodies and non-government organizations on, and building capacity for, receipt and use of additional NTI for social/health purposes,

b. Custom CSR project implementation including design, implementation, and monitoring of custom models with strong on-ground engagement,

c. Ability to provide strategic CSR advice towards attracting funds and long term engagements.

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Expectations from Selected Agency or Individual Consultant

Part A – Mapping and Landscaping of Traditional and Additional, non-traditional, Investments

in TB Prevention and Care

1. Define traditional and additional, non-traditional, investments in TB.

2. Conduct a Needs Assessment for additional investment in TB by private and public industries, corporates, philanthropies, grants, etc. with a focus on:

a) Defining the total need for investment in TB,

b) Defining how much of the need is met by traditional investments and areas where the investment is being made to address the burden of TB in India.

c) Articulating the gaps in traditional investment in TB that need additional investment.

d) Achieving End TB goals through creation of a movement to eliminate TB in THALI states, but not being limited only by these boundaries.

3. Identify and define CSR law in India, its potential and limitations.

4. Landscape private business, investors, corporations, philanthropies, grants, etc. who have the potential to invest in health care and their CSR/other potential to invest in the End TB Strategy. Investments may be in cash or kind with in-kind investment including human resources, technology solutions, equipment, etc.

5. Segregate corporates and industries by level (national and state), sector, areas of potential interest, investment objectives, parameters considered important to different corporates, and geographies.

6. Identify actors (public and private) who may be targeted for advocacy for increased investment in TB.

7. Identify motivators and de-motivators for each group.

Part B – Planning Receipt and Use of Traditional and Additional Investment in India, with a

focus on THALI States

1. Strategize receipt of investments in TB prevention and care focusing on who can receive the funds, how the funds can be channeled and other factors which govern the receipt of any direct or indirect investment.

2. Develop a strategy and execution plan on how additional investment in TB prevention and care can be used, clearly charting:

a. The role of funding bodies and receiving agencies,

b. The process for identifying stakeholders and beneficiaries.

Part C – Market Research on Market-based Solutions for TB Prevention and Care

1. Conduct a dip stick study market based solutions in health and explore possible

solutions for TB.

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2. Identify marketing and business solutions for market-based investments in TB.

3. Define Return on Investments (RoI) for market based solutions for TB prevention

and care.

Part D – Business Model Development

1. Propose models that can be tested out during the life of THALI.

a. Propose costing for each model,

b. Propose other resources required, for example for human resources,

infrastructure, etc., including for ‘donor servicing’.

c. Define stakeholder involvement for each model, if any.

2. Submit execution plan along with timelines and calculations on RoI for each model.

3. Provide technical support in setting up the model(s).

Part E- Execution: Seeking and Enabling Additional Investment for TB Prevention and Care

under THALI (optional for this RFP)

1. Execute agreed strategies and plans for additional investment in TB prevention and

care over the life of THALI, or a part thereof.

Expected Outcomes of the assignment

The broad expected outcomes of engaging an agency or individual expert to attract public

and private additional investment in TB prevention and care are:

1. To know and understand the landscape for potential NTI, especially of the private

corporate sector, in TB prevention and care in India. The knowledge and

understanding should be evidence-based. Additionally, to capture, articulate and

publish the evidences for and/or against the potential for NTI in TB prevention and

care in a manner that can be used by government and non-government actors

working in the TB space at local/state, national, and possibly even at international

levels.

2. To develop one or more models for additional investment in TB prevention and care

that can be used by KHPT, its partners, and other actors, to potentially achieve End

TB Strategy goals at scale in THALI states, and which can be advocated to, and

replicated by, the Government of India and by other bodies in other geographies,

both national and international.

3. (Optional outcome if Part E is implemented) To enable greater traditional

investment and additional investment in TB prevention and Care, strengthening state

and/or national capacity to achieve End TB Strategy goals.

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Deliverable Based Disbursement (Timelines may be Achieved Earlier)

Deliverable Indicative Duration Disbursement*

Submission of work plan with timelines for agreed Parts

30 days after agency is selected

25 percent of the total cost stated in commercial proposal, prorated by Parts

Final approved report on Mapping and Landscaping of Traditional Investment and Additional Investment in TB Prevention and Care (Part A)

120 (one hundred and twenty) calendar days after approval of work plan

Balance amount of Part A budget

Final approved report on Planning Receipt and Use of Traditional Investment and Additional Investment in India, with a focus on THALI States (Part B)

120 (one hundred and twenty) calendar days after approval of work plan

Balance amount of Part B budget

Final approved report on Market Research on Market-based Solutions for TB Prevention and Care (Part C)

90 (ninety) calendar days after approval of work plan

Balance amount of Part C budget

Business Model Developed and approved (Part D)

150 (one hundred and fifty) calendar days after approval of work plan

Balance amount of Part D budget

Execution of business model for NTI (Part E; optional)

Ongoing during THALI intervention period, after completion and approval of Parts A-D

Payments on monthly or quarterly invoices

*Costs for travel, lodging, per-diem and local conveyance during out-station travel should be

budgeted for separately. Such costs will be reimbursed by KHPT as per actual expenses

incurred, on submission of complete and correct KHPT travel claim forms and of original

boarding card stubs, tickets, hotel bills, taxi bills, etc. KHPT’s travel policy will apply for all

travel undertaken on its behalf under the THALI project. Alternatively, KHPT may book

travel tickets, hotel rooms, etc. directly.

*Costs, if any, for roundtable meetings, conferences, meetings, gatherings, events, etc.

should be budgeted for separately. Such costs will be reimbursed by KHPT as per actual

expenses incurred, on submission of complete and correct KHPT activity requisition forms

and of original bills, invoices, etc. Alternatively, KHPT may book venues and pay event

managers and event service providers directly.

*To reduce the financial burden on the selected agency, mutually agreed sub-deliverables

may be determined to enable monthly payments by KHPT to the agency.

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Role of KHPT

The THALI-specific activities of the selected agency/consultant will be closely and frequently

reviewed and monitored by KHPT through regular consultative meetings and review of

reports and interim documents. KHPT will assess progress and outcomes and review drafts

of reports till the project objectives are satisfied.

The agency/consultant will work closely and primarily with a point of contact from the

THALI project at KHPT. Approvals for closure of each deliverable will be sought and

provided by the Project Director, THALI.

Agencies or Individuals Applying Must Submit the Following:

A: Technical proposal

1. Cover page with at least the name of the proposal, name of the agency/individual responding to this RFP, RFP number, date of submission of the proposal and the signature, name and contact details (including email and mobile number) of the person responsible for the proposal [maximum 1 page].

2. Acronyms [maximum 1 page].

3. Executive summary [maximum 1 page].

4. Brief profile of work done and background [maximum 2 pages].

5. Proposed plan for each Part (A-D/E) listed above along with timelines for undertaking this assignment [maximum 4 pages for Part A, 2 pages for Parts B, C, D and E].

6. Proposed organizational structure; describe profile and roles of key personnel and those of the people writing this proposal [maximum 1 page].

7. Name and contact details of the proposed single point of contact (lead person) responsible for this assignment, if this were to be a winning proposal (not required if the proposal is submitted by an individual consultant) [to be included in the page with the organizational structure].

8. Signed photocopies of Registration, PAN card, previous 3 years audited financials, TAN, GST registration certificate.

B: Financial Proposal

1. Cover page with at least the name of the proposal, name of the agency or individual responding to this RFP, RFP number, date of submission of the proposal and name and contact details (including email and mobile number) of the person responsible for the proposal [maximum 1 page].

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2. Separate budgets for each of the 4 (or 5) Parts using the template below:

Particulars* Part A (Amount in INR)

Part B (Amount in INR)

Part C (Amount in INR)

Part D (Amount in INR)

Total (Amount in INR)

Personnel / Consultancy Charges **

Travel (Domestic)

Conference / Seminars

Supplies

Other Direct Costs – Pls Specify

Total Funding

Cost Share#

Grand Total

PART E

Particulars*

Aug18 to Dec 18 (Amount in INR)

Jan19 to Sep 19 (Amount in INR)

Total (Amount in INR)

Personnel / Consultancy Charges **

Travel (Domestic) Conference / Seminars Supplies Other Direct Costs – Pls specify

Total Funding Cost Share# Grand Total

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* Only relevant rows need to be filled. a Parts A-D are expected to be completed within about 6 months from approval of the work plan. b Part E is expected to be continued at most till September 2019. # Cost Share to THALI is desired from agencies. ** Please specify the amount including taxes, if applicable.

Proposal Submission

• Proposals should be written in English. Proposals, or parts therein, written in other

languages will be rejected or disregarded.

• Each sheet of both the proposals, technical and financial, should be signed or

initialled by the principal proposer.

• Two Sets of the Technical and Financial Proposals in separate sealed envelopes super

scribed “Technical Proposal” or “Financial Proposal” as the case may be,

should be submitted in a single sealed envelope super scribed “THALI – Proposal

for NTI” addressed to The Managing Trustee, KHPT, #1-4, IT Park, 5th

Floor, Industrial Area, Behind KSSIDC Admin Office, Rajajinagar,

Bangalore-560044, Karnataka, India.

• Sealed proposals must be deposited in the drop-box kept at KHPT Office at above

address. They may also be sent by speed-post, courier or registered post to the

above address. However, the KHPT will not be responsible, or consider, late receipt

of proposals. Proposals submitted electronically, e.g. as email attachments,

will be rejected.

• The deadline for proposal submission is 15-Dec-2017. Applications sent in by postal

service or courier, but reaching after the deadline will not be accepted.

• Agencies or individual consultants planning to submit proposals may seek

clarifications to questions only via e-mail to: khptblr@khpt.org. Last date and time

for seeking clarifications is 30-Nov-2017, 5.00 PM. All email queries should have

“THALI – Proposal for NTI” in the subject line. Responses to clarifications

sought will be marked to all who have asked any question and without revealing the

source of the original question.

• Proposals will be reviewed by the KHPT procurement committee on a points-based

system.

• KHPT retains the right to award the tasks (Parts A-E) to one or more agencies or

individual consultants in accordance with the spirit of this RFP. Any or all Parts may

also not be awarded. Similarly, KHPT also retains the right to reject any or all

applications for reasons which need not be specified.

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• KHPT will not reimburse any costs towards developing the proposals, or towards

their submission or towards witnessing their opening.

• Shortlisted agencies or individual consultants may be contacted for further

information and discussion, including cost negotiations. Such communication, if

necessary, may be in the form of emails, phone conversations or face-to-face

meetings. Any domestic outstation travel costs incurred by shortlisted applicants

invited to KHPT for face-to-face meetings prior to an award may be claimed by the

applicant. The ceiling amount for reimbursement will be as per KHPT’s domestic

travel policy.

• Regrets will be communicated only after the signing of a formal Agreement/Contract

with the winning agency or individual consultant.

Mohan H L

Managing Trustee

KHPT