TA-10246 REG: Enhanced Diagnostics for Private Sector Development and Public-Private Partnerships - KAZ PPP Monitor and PSD Strategy (E-057234-001)

The assignment structure is as follows: Component 1 - PPP Monitor Update: update the existing Kazakhstan PPP Monitor and supporting database, including data collection, validation, consultations, finalization, and publication support. Component 2 – PSD/PPP Pathways Preparation: undertake broader PSD and PPP analysis and consultations and translate the findings into prioritized, practical pathways for ADB engagement under the CPS. Link between components: the updated PPP Monitor is an input to, but not the organizing framework for, the PSD/PPP Pathways. Each component has its own scope, outputs, review process, and submission dates. Detailed Tasks and/or Expected Output 1. COMPONENT 1: UPDATE OF FIRST EDITION OF THE KAZAKHSTAN PPP MONITOR

The first edition of ADB’s PPP Monitor was released in 2017. It covered seven developing member countries (DMC) of ADB including Kazakhstan. Since then, the PPP Monitor has been updated and expanded to cover a larger number of DMCs https://www.pppmonitor.adb.org/https://www.pppmonitor.adb.org/www.adb. orgwww.adb.org. The latest edition of the PPP Monitor for Kazakhstan was prepared in 2022. The PPP Monitor for Kazakhstan now needs to be updated to reflect changes since that time. The updated PPP Monitor will then be used to form the basis for the preparation of ADB’s new PPP roadmap for Kazakhstan. 1.2. PPP Monitor Scope of Work a) Review the previous edition of the PPP Monitor for Kazakhstan available online. Following the initial review of existing document, prepare an indicative list of the document sections which require updating and agree this with the ADB Project team. b) Undertake a preliminary review of data availability and identify the key sources of primary and secondary information to be used for compiling the various sections of the PPP Monitor and agree this with ADB Project team. Note that particularly for compiling the project related information, multiple sources of primary and secondary information are typically needed to provide a comprehensive overview of the market. c) Undertake an extensive review of the identified primary and secondary data sources to collate and cross-check all the information needed to update the PPP Monitor, which may include both hard and soft copy data, as well as reliable anecdotal information from in-country missions and government agencies. d) Implement a robust quality control process to cross-check information from different sources and ensure that the most reliable and up to date information has been identified and that data is not duplicated. e) Update the PPP monitor document including key performance metrics. f) Hold discussions with all relevant ADB stakeholders, under ADB Project Team guidance, to obtain their feedback on the information and data presented in the PPP Monitor and, where possible, to address any information gaps in the draft document. g) Consult with the Kazakhstan PPP center and any other relevant government counterparts, in collaboration with the ADB Kazakhstan Resident Mission, to clarify information and to confirm the accuracy of analysis in the PPP Monitor. h) Update the draft of the PPP Monitor addressing all aspects and feedback agreed during the above consultations. i) Prepare an excel database based on ADB's standardized spreadsheet template which contains all of the quality-controlled project information to inform the PPP monitor, as well as summaries of the key indicators required for all other sections of the PPP monitor. The spreadsheet needs to also include all the charts and tables created for the PPP Monitor document in an easily editable format to allow for future updates. j) Update the existing summary table containing ADB's standardized indicator scoring mechanism to provide "traffic light" dashboards for the various sub-sections of the PPP monitor (e.g. regulatory framework, institutional framework, financial framework, market maturity etc) and to allow PPP readiness of different aspects of the framework to be compared between countries. k) Be available to provide clarifications to government counterparts and interface with the ADB Project team once the draft PPP Monitor has been submitted to the relevant government agencies and ADB resident missions for comments. l) Prepare a final version of the PPP Monitor based on these comments. m) Provide any clarifications or assistance needed by the ADB Project team during the publication process. n) Provide support to extract all necessary data from the PPP Monitor and PPP Monitor database for upload onto ADB’s PPP Monitor website. o) If required, prepare a presentation summarising the key findings of the PPP Monitor in a format to be agreed with the ADB Project team. The assignment described above will be overseen by the ADB Project team and will require close coordination with the ADB’s Kazakhstan Resident Mission. 2. COMPONENT 2: PREPARATION OF KAZAKHSTAN PPP/PSD PATHWAYS ACTION PLAN

The Asian Development Bank (ADB) is formulating a new country partnership strategy (CPS) for Kazakhstan for the period 2028-2032. Under Strategy 2030, ADB will expand its private sector operations and pursue development impacts as the key objective of its private sector operations. This assignment will identify opportunities and constraints to private sector participation in Kazakhstan, and prepare a Private Sector Development (PSD) and Public-Private Partnerships (PPP) Pathways Action Plan, or a PSD/PPP Pathways Action Plan which summarizes the constraints and opportunities and sets out specific priority PPP/PSD related interventions for ADB. The analysis will be organized around four areas: (i) PPP and private sector participation (PSP) in infrastructure and public services; (ii) access to markets; (iii) access to finance; and (iv) access to skills and infrastructure. The assessment will draw on the updated PPP Monitor, PSD-related diagnostic reports and drafts, sector studies, research, and stakeholder consultations. These recommendations will provide strategic inputs to the CPS and particularly to its PSD Annex. By creating a common analytical base that looks at economy-wide and sector-level constraints and opportunities across the four areas, and by identifying the interventions that match ADB’s comparative advantages and Strategy 2030 priorities with the government’s near-term priorities, the PSD/PPP Pathways Action Plan can shape the policy dialogue and inform the CPS, by suggesting the ways in which ADB’s public sector operations and upstream support on PPP/PSD enabling environment can address the impediments to downstream private sector participation in Kazakhstan’s growth. In consultation with the ADB Project Team and relevant sovereign and nonsovereign departments, the assignment will identify and agree on a limited number of Priority Sectors and Subsectors that should be the focus of the PPP/PSD Pathways. For each agreed Priority Sector and Subsector, the assessment will examine constraints, opportunities and potential interventions across the three pillars of (i) access to markets, (ii) access to finance, and (iii) access to skills and infrastructure, while also considering the role of PPPs and broader private sector participation modalities, where relevant. The analysis will identify both economy-wide and sector-specific measures and will provide the basis for prioritizing ADB interventions within the PSD/PPP Pathways. 2.2. PPP/PSD Pathways Action Plan Scope of Work The objective of the assignment related to Component 2 is to develop a concise report (PPP/PSD Action Plan) for ADB in Kazakhstan which identifies constraints, opportunities and priority interventions in the four areas of private sector development and PPP, and guides the bank’s coordination of sovereignand non-sovereign operations as part of the CPS. Some face-to-face in-country consultations would be expected as part of this work. This will be done through: a) Review of ADB’s previous PPP Roadmap for Kazakhstan and any strategic documents, drafts, research papers, studies, and sector assessments, both external and internal; b) Review of the updated Kazakhstan PPP Monitor and PSD related diagnostic reports for Kazakhstan to understand the challenges in the current PSP/PPP enabling framework; c) Discussions with relevant ADB departments regarding the opportunities and challenges for PPP and PSD and synergies with broader ADB priorities; d) Discussions with relevant public and private sector stakeholders; and e) Review of relevant strategic initiatives of ADB and other development agencies. The report is to include an analysis organized around four pillars: Pillar 1: PPP and Private Sector Participation a) Review the previous Kazakhstan PPP Roadmap and more recent examples from other countries, such as Tajikistan. Discuss any potential areas for content or format improvement with ADB Project Team and agree any updates to the content list for the new PPP/PSD Pathways Action Plan, which is expected to be a concise document focused on a few key priority areas for intervention and practical actions for addressing the current issues. b) Based on the updated PPP monitor, prepare a high level summary of the current PPP enabling framework and develop a profile of the PPP landscape by leveraging knowledge from ADB stakeholders and other documents and discussions. c) Assess constraints to PPP preparation, procurement, financing, implementation and management. d) Identify any sectors where PPP transactions or PSD interventions have been successfully implemented or are planned, as well as any particular sectors where such work has been unsuccessful. Based on this agree with ADB Project team on a few Priority sectors/ subsectors or target sectors of the economy which should be the focus of the new PPP/PSD action plan. e) Based on local and international experiences, identify priority interventions, capacity-building measures, project preparation support, and transaction opportunities that could increase private sector participation. f) Recommend priority PPP and PSP interventions for inclusion in the CPS. Pillar 2. Access to Markets Following the identification and agreement of the Priority Sectors and Subsectors, the assessment will examine market-related constraints and opportunities affecting each Priority Sector and Subsector, together with any cross-cutting economy-wide issues. The analysis will identify sector-specific bottlenecks and opportunities and assess the extent to which improvements in market access could support private investment, competitiveness and job creation. The following tasks may be required: a) Review market structure, the role of state-owned enterprises and dominant market participants, competition issues, value chain bottlenecks, trade and logistics constraints, standards and certification requirements, legal and regulatory restrictions, and other barriers to private investment in priority sectors. b) Assess constraints affecting firms' ability to enter, compete in and expand within domestic and international markets, including the role of state participation, market concentration, dominant market players, and legal, regulatory and institutional barriers to entry and competition. c) Recommend policy, legal, regulatory, institutional and operational interventions that could improve market access, strengthen private sector competitiveness, reduce unnecessary barriers to entry, and promote more competitive and efficient market outcomes. Pillar 3. Access to Finance For each agreed Priority Sector and Subsector, the assessment will broadly examine the financing needs of firms and investors, assess whether existing financial sector institutions and instruments are adequately supporting private investment, and consider the extent to which public sector borrowing may be crowding out private financing. The analysis will also consider broader economy-wide constraints affecting access to finance and, where relevant, assess opportunities and constraints associated with access to international sustainable financing (e.g. climate finance, green bonds, sustainability-linked financing, blended finance, etc). Building on the existing project finance analysis beyond PPPs: a) Broadly assess access-to-finance constraints and the principal financing gaps affecting firms, including SMEs, infrastructure developers and investors, such as limited access to long-term, local currency and trade finance. Consider whether public sector dominance or market structures restrict private sector access to finance. b) Prepare a high-level review of the banking sector, capital markets, long-term financing availability, project finance market, credit enhancement mechanisms, alternative financing channels, and, where relevant, the accessibility of international and sustainable finance. c) Recommend interventions to deepen financial markets, mobilize private capital, strengthen financing mechanisms for private sector development, reduce market distortions and crowding-out effects where appropriate, and improve access to international and sustainable sources of finance. Pillar 4. Access to Skills and Infrastructure For each agreed Priority Sector and Subsector, the assessment will identify workforce, skills and infrastructure constraints that may be limiting productivity, competitiveness and private investment. The analysis will assess both sector-specific and economy-wide challenges and identify measures that could strengthen the enabling environment for private sector development. a) Assess workforce, skills and human capital constraints affecting private sector growth, including the effects of public sector employment practices, compensation structures, and talent retention mechanisms on private firms’ ability to attract and retain skilled workers. b) Review infrastructure gaps and the role of the public sector and SOEs, including market dominance and institutional arrangements, in limiting private investment, competition, efficiency and service delivery across transport, energy, digital connectivity, logistics and industrial infrastructure. c) Recommend policy reforms, institutional measures, capacity-building initiatives and investment priorities that would strengthen the enabling environment for private sector development, including measures to address skills mismatches, improve labour market outcomes, enhance private sector participation in infrastructure and utility services, and improve the efficiency and competitiveness of infrastructure provision. To arrive at the deliverables stated in the separate section below, the following tasks may be advisable. These tasks may be undertaken both in parallel and sequentially. Task 1: Priority Sectors and Review of Past Reports For the analysis in each Pillar, review previous and planned activities for agreed priority sectors/areas: i. In close coordination with the ADB Project Team agree on a list of Priority Sectors and Subsectors to be covered in the PSD/PPP Pathways Action Plan. These priorities may be different for Pillar 1 (PPP and PSP) and for Pillars 2-4 (Access to markets, finance and resources). ii. Review ADB’s relevant completed, ongoing, and pipeline TAs and loans, the country’s planning and investment strategies, other internal and external private sector assessments to identify any activities relevant to PPP/PSD and to understand the past and planned areas of focus of ADB’s sovereign and nonsovereign operations. iii. Review any past or planned activities of other MDBs and development partners which are relevant to PPP/PSD in each Priority Sector and Subsector. iv. Discuss and agree on the structure of the report for the PPP/PDS Pathways Action Plan. Task 2: Draft Reports and Discussion Materials Prepare a presentation that summarises the findings in terms of PPP/PSD landscape, key constraints and preliminary suggestions for potential interventions for use in stakeholder consultations as needed. At the minimum, this will include: i. A discussion on PPP/PSD opportunities and challenges including: • Sectors which have witnessed successful PPP implementation in the past, and the learnings from such projects – what has worked in the favor of these PPP projects? • Sectors in which PPP/PSD projects have not been successful in the past, and the learnings from such PPP projects – what has not worked in these PPP projects? ii. Consideration of which Sectors, potential interventions might have the biggest impact in terms of PPP/PSD implementation and preliminary suggestions for potential interventions. iii. A discussion of the priority constraints, opportunities and potential interventions identified under Pillar 2 (Access to Markets), Pillar 3 (Access to Finance) and Pillar 4 (Access to Skills and Infrastructure), including preliminary recommendations on the reforms, investments, capacity-building measures and institutional interventions that could have the greatest impact in unlocking private investment and private sector participation in the agreed Priority Sectors and Subsectors. Task 3: Support Stakeholder Consultations Support the ADB Project Team in conducting: i. Consultations with relevant ADB sovereign and non-sovereign teams and sector groups to discuss priorities, validate findings under the four pillars, and identify potential ADB interventions. ii. Meetings with key government agencies and international financial institutions to discuss sector priorities, constraints to private participation, ongoing initiatives and potential areas of support. iii. Where possible, informal interviews with commercial banks and private companies to obtain market perspectives on investment constraints, financing gaps and opportunities in the priority sectors. Task 4: Final Report Based on the above key issues, constraints and impediments, identify and agree with the ADB Project team the priority sectors/sub-sectors for support and suggest needed interventions including upstream framework improvements, capacity building, sector specific project definition or preparation support to facilitate PPP/PSD programmes in priority sectors and subsectors; and identify projects or sectors where opportunities exist to offer transaction advisory services or downstream support. These should include: i. Programmatic interventions to support Government to address the constraints in unlocking private sector participation in general or in Priority Sectors and Subsectors within the CPS. ii. For each of the above Priority Sectors and Subsectors, advise (from a commercial perspective) on the role ADB could play to support the Government in increasing PSD during the period of the CPS. This section should include a detailed discussion on potential interventions in each of the Priority Sectors and Subsectors. iii. Suggest projects where conditions already exist for ADB to leverage its sovereign financing arm to achieve a PPP/PSD outcome or where OMDP can readily offer its transaction advisory services in the Priority Sectors and Subsectors. iv. In discussion with the ADB Project Team, categorize each of the potential interventions into shortterm or medium-term activities and also prioritize them based on their potential impact to enable successful PPP implementation. v. In discussion with ADB Project Team, prepare a summary table of those interventions which are considered to be the highest priority for ADB implementation in the short and medium-term but which are also considered realistic given the likely staffing and funding resources available. vi. In discussion with ADB Project Team, propose any internal interventions which may be required to improve ADB’s capacity to implement the PPP Roadmap. vii. If needed, support the ADB Project Team in a workshop to discuss the priority interventions internally. Prepare a draft PPP/PSD Pathways Action Plan document summarizing the assignment findings. The document is expected to be concise and focused with an indicative target page length of upto [50] pages. Following feedback from ADB Project Team and other stakeholders, prepare a final document. Minimum Qualification Requirements The consultant will be an International PPP/PSD specialist with at least 10 years’ experience and extensive knowledge of analytical work in infrastructure finance and PPP policy and enabling frameworks in Kazakhstan and will have also undertaken PPP/PSD related advisory roles in other Asian countries, preferably with ADB. The PPP/PSD Specialist will be fluent in Kazakh or Russian language and in English. Experience in ADB-financed projects, advising on PPP projects and of similar PPP/PSD appraisal and strategy work is preferred. Minimum General Experience 7 Years Minimum Specific Experience (relevant to assignment) 7 Years Regional/Country Experience Required Desired Not Required Deliverables Details Name Type Estimated Submission Date An agreed list of priority sectors/sub-sectors Others 20-Oct-2026 An agreed content structure for the draft PSD/PPP action plan Others 26-Oct-2026 PPP Monitor Update - First Draft Report 30-Oct-2026 PPP Monitor Update - Final version Report 30-Nov-2026 Draft of PPP/PSD Pathways Action Plan, addressing comments from the ADB Project Team Report 30-Dec-2026 Final draft, addressing comments from ADB Stakeholders – Jan 2027 Report 31-Jan-2027 PPP Monitor and Action Plan presentations (if required) Others 28-Feb-2027 Schedule and Places of Assignment (chronological and inclusive of travel) Schedule Type Continuous Intermittent Max. Working Days/Week Home Office 5 Field 6 City and Country Estimated Start Date Estimated End Date Other Details (use if place selected is Others) Home Office, Other Search and Select: Place 15-Oct-2026 30-Nov-2026 Astana, Kazakhstan Search and Select: Place 01-Dec-2026 15-Dec-2026 Almaty, Kazakhstan Search and Select: Place 16-Dec-2026 31-Dec-2026 Home Office, Other Search and Select: Place 01-Jan-2027 28-Feb-2027 Export to PDF Export to PDF Copyright (c) 1998, 2023, Oracle and/or its affiliates. All rights reserved. Copyright (c) 1998, 2023, Oracle and/or its affiliates. All rights reserved. Pick a Date Loading... Loading...