Quality Infrastructure Investment Partnership (QII) Trust Fund

Kenya: Green Transition and Land Value Capture for Nairobi’s Commuter Rail Services

Terms of Reference For

Consultancy services for the assessment of Land-based revenue generation opportunities for the
Kenya Railway Corporation (KRC) to support commuter rail operation and boost station area
development

1. BACKGROUND
The Nairobi Metropolitan Area (NMA) occupying approximately 32,000 square kilometres expanding
over the five counties of Nairobi, Kiambu, Kajiado, Machakos and Murang’a, is the fastest growing
metropolitan region in Kenya, with 49% of the country’s urban population residing here. Between 2013
and 2017, the region contributed an estimated 34.2 percent to GDP, with the Nairobi City County
accounting for approximately two thirds of this (21.7%) and Kiambu County contributing 5.5 percent.
This phenomenal pace of urbanization has necessitated the urgent need for expanding public facilities and
infrastructure to provide for essential services such as housing, water and sanitization, sewerage,
transportation systems, health facilities and educational institutions.
Urban mobility in Kenya’s cities requires major transformation as the current inadequate urban transport
system affects all aspects of life. In Nairobi, 20% of households own cars, with only 38% of slum
households having at least one member who regularly uses motorized transport 1. Additionally, only 15%
of the poor use a minibus for commuting, while 70% of the poor walk to work, yet over 70 percent of the
urban road network has no pedestrian infrastructure 2. The railway is the only formal and regulated public
transport service available in the NMA. The Nairobi commuter rail system serves around 13,000
passengers per day on four lines totaling 155 kilometers. However, despite its strategic and extensive
network coverage, the commuter rail accounts for only one percent of the modal share for residents of the
NMA. The development of an enhanced financing mechanism for public transport is critical to providing
improved and reliable public transport services.
The Government of Kenya (GoK) has prioritized the improvement of commuter rail services to address
the current mobility challenge. Under the National Urban Transport Improvement Project (NUTRIP),
Kenya Railway Corporation (KRC) developed the Commuter Rail Master Plan 2030 in Nairobi
Metropolitan Area that laid-out short and long-term interventions towards revamping the Nairobi
commuter railway system. The Commuter Railway Master Plan projects that an estimated 6.2 million
people would be within 3 kms of a Commuter Rail station (in accordance with 2030 core network demand
assessment), half the projected total urban population in NMR (of 12.3 million). This proportion could be
increased further (and activity focused close to the stations) with the adoption of complementary land use
planning policies. The Commuter Railway Master Plan also recommends and costs various quick wins
and immediate actions geared towards service improvements of the Nairobi Commuter Railway System
that necessitates National and County Governments to leverage on alternative financing mechanisms.
Currently GoK is in partnership with the World Bank, in preparing the Kenya Urban Mobility
Improvement Project (KUMIP), that aims to improve urban mobility services within the Nairobi
Metropolitan Area and enhance the institutional capacity for resilient and green urban transport
development in Kenya. KUMIP embraces a Transit Oriented Development (TOD) approach that seeks to
1
Salon, D. & Gulyani , S., 2010. Mobility, Poverty and Gender : Travel "choices" of slum residents in Nairobi , Kenya. Transport Reviews ,
30(5), pp. 641-657.
2
Kenya National Bureau of Statistics (KNBS), 2018. Basic report on Well-Being in Kenya: Based on the 2015/2016 Kenya Integrated
Household Budget Survey ( KIHBS), s.l.: Unpublished.

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enhance integrated land use planning and transportation planning towards enhancing the development of
vibrant communities around railway transit nodes, therefore in essence increasing the usability and
effectiveness of the rail as a primary public transport mode. KUMIP will also support GoK’s ongoing
effort in urban mobility sector reform.
The development of enhanced financing mechanisms for public transport investments is critical to
providing improved and reliable public transport services. A low hanging fruit is for the National and
County Government agencies to develop land value capture (LVC) financing tools to leverage on the
upside in property values and opportunities created by public efforts and funding. Land is often the
centerpiece of most public infrastructure developments. These investments act as catalysts for private
investments with significant upside in property values and opportunities for owners of land in proximity
to the infrastructure nodes and in boosting County Government own-sourced revenue (OSR) sources,
including land rates.

II. OBJECTIVE OF THE ASSIGNMENT

The Kenya Railways Cooperation (KRC) owns an extensive railway network of 2,778 km of narrow-
gauge lines and 605 km of standard-gauge lines in the country. It is also the second largest landowner,
possessing large tracts of land along the railways and surrounding station areas. The Nairobi commuter
rail system serves around 13,000 passengers per day on four lines totaling 155 kilometers. A large
proportion of KRC-owned land is yet to be effectively utilized/developed to boost urban development and
generate additional revenue which can support the commuter rail operation. Additionally, land abutting
the extensive commuter railway line presents a diverse and largely untapped financing avenue towards
unlocking the financing gap needed to boost commuter rail operations within the Nairobi Metropolitan
Region.

Therefore, as part of KUMIP project preparation, the World Bank has received a grant from Quality
Infrastructure Investment (QII) whose overall objective is to understand land-based revenue generation
opportunities that can be harnessed by the Kenya Railways and County Governments in the NMA.

The specific objectives of the assignment are:

(i) To assess the specific legal and regulatory restrictions and opportunities at both national and
county level regarding land revenue extraction for parastatals like KRC, in comparison to county
and national government agencies.
(ii) To assess the opportunities of land‐based revenue generation for Kenya Railway Corporation and
county governments in the Nairobi Metropolitan Area as a result of improved service and TOD
investments on the Nairobi Commuter Railway Network

The outputs of the assignment shall provide guidance to KRC on the opportunities for implementing LVC
mechanisms towards generation of additional financial resources, in supporting the development and
operations of commuter railway operation in the Nairobi Metropolitan Area operations.
Further, the assignment will establish potential OSR sources that can be leveraged by NMA County
Governments to catalyze private sector financing for the development of commuter station areas.
In addition, this study will advise the KUMIP team in identifying readily accessible LVC opportunities on
KRC lands as a first step of implementation of Land-Value Capture.

III. SCOPE OF THE ASSIGNMENT

The consultant shall undertake the following key activities:
1. Task 1. Inception report

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Within three weeks from contract signature, the consultant shall prepare an inception report that shall
consist of, but not limited to, work program, assignment methodology, and an initial stakeholder
engagement strategy identifying which stakeholders will need to be engaged in what capacity, and where
various data and inputs could be sourced from. A kick-off meeting shall be organized with the team for
presentation of the inception report.

Output 1: Inception Report

2. Tasks 2. Legal and Regulatory framework review

The consultant shall assess the National and County legal and regulatory frameworks for value capture
from publicly owned land/real estate on KRC property. Under this task, the consultant shall:

a. Assess the National and County-level legal, regulatory and institutional frameworks that would
enhance or hinder LVC as a potential revenue generation mechanism for KRC, towards
supporting financing railway operations and capturing land –based financing as a result of
implementation of transit-oriented development.

The review shall focus on KRC lands and draw synergies with the World Bank report
“Assessment of the legal and regulatory framework governing land disposition, development and
value capture by County Governments in Kenya” prepared in 2022. The assessment should
identify relevant regulations related to, inter alia:
 Disposition and development of KRC land and buildings, covering also the specific
situations where real estate is held under fiduciary responsibility / "ownership"
 Analyze current land ownership and existing/proposed land uses around KRC stations
 Analyze the existing land transactions and land values around the KRC stations
 Research on the existing land use regulations and zoning restrictions near KRC stations
 Public finance management (national and subnational) as pertains to real property;
 Real estate asset transfer regulations that regulate the disposition of government-owned
assets in general, and specifically for KRC;
 Immovable asset management regulations governing the ownership, management and/or
disposition of KRC land;
 Procurement regulations impacting the purchase of land, the lease of real estate from
private sector owners; and
 Regulations governing national government mandates, authorities and limitations with
respect to solicitation of interest for public-owned real estate, disposition options,
conducting negotiations, forming legally binding relationships, including joint ventures,
with the private sector entities (with application to real estate in particular)
 Legislation governing joint (public and private) development of public land and buildings
etc.
 Legislations governing transfer of public land for private development in a manner that
generates revenue for infrastructure financing.
 The assessment shall identify barriers to monetization of KRC real estate assets to finance
commuter rail services, including policy, legal and regulatory barriers, and institutional
arrangements.
b. A review of the Railway Bill is ongoing, that is projected to facilitate Kenya Railways to develop,
own and manage the non-operational landed assets on a commercial basis. The assessment shall
review the draft bill and proscribe actionable value capture tools and institutional arrangements to
be captured in the Railway Act and accompanying regulations towards operationalizing LVC.

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Output 2: Assessment report on the legal and regulatory review of the barriers and opportunities of land
value capture on KRC land

Task 3: International Benchmarks on implementation of LVC

The consultant shall evaluate suitable international benchmarks as relates to implementation of LVC tools
in financing Railway Operations especially as relates to the enabling environment, roles and
responsibilities of local and national agencies, governance requirements for railway service operators, and
TOD planning and implementation.

Additionally, this exercise shall assess more advanced best practices as in Japan, Singapore and Korea, in
capturing lessons that may be useful in the Kenya context towards harnessing LVC tools for advancing
Transit Oriented Development and financing Railway Operations. As part of the international bench
marking, the assessment shall outline key enablers of LVC including but not limited to land use controls,
vibrant real estate market with tradeable land and development right and secure property rights and role
and enabling environment for private sector engagement.

Output 3: Report on International Benchmarks on LVC

Task 4. KRC Land Portfolio inventory

In close consultation with KRC focal person, the consultant compile an inventory of the KR land portfolio
including land use, lease arrangements and any conditions of use along the Nairobi Commuter Railway
Line.
A. The consultant shall support KRC in updating the available Asset Registry and more specifically
the available land inventory of KRC-owned land in the NMA. The consultant shall also assess the
spectrum of land and real estate ownership situations that KR deals with on a daily basis, with
indications of the overall size of land portfolio, level of land and building utilization, clarity and
security of property titles, and the extend of commercialization of station complexes. The
compilation shall be guided by the provisions of the Railway Bill as relates to the allowable
disposition rights on KRC land. This shall be undertaken for the whole commuter line in the NMA
region. The consultant in close consultation with KRC shall classify the station areas based on
factors such as location, size, passenger traffic and surrounding land use

b. Specifically for line 2 from Nairobi Central Station to Thika station, the consultant shall provide a
high-level assessment of current users, ownership situations and configuration of land within 3 km
from the railway line on both sides. The assessment shall also broadly identify any public owned
land within the three kilometers and the current users.
c. Under this task, the consultant shall assist KRC in the prioritization and ranking of 7 priority
station areas along line 2 (Nairobi Central Station-Thika) with available KRC land, with potential
to boast the largest potential for real estate development/value creation in and around station
complexes and for non-farebox revenue extraction (i.e. auxiliary commercial activities attracted by
transit functions).
d. The consultant shall discuss the data collection and management approach for this task with KRC
and WB task team before starting this assignment.

Output 4: Assessment report on the KRC land portfolio and land control scenarios along the Nairobi
Commuter Railway Line in NMA
Tasks 5: Detailed market analysis, actionable LVC instruments and financial forecasting
The consultant shall shortlist 4 commuter rail station areas from the 7 prioritized station areas reviewed in
Task 4. For each shortlist area, the Consultant shall undertake detailed market analysis, justification of

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actionable LVC instruments and conduct high-level financial modelling of LVC scenarios. The detailed
description of services for this task is as follows:

A. Detailed Market analysis.

In this Task the Consultant will assess the connections between the overall market vibrancy of the station
areas with the ability of KR/public agency to capture land and development values. The consultant shall:

 Delineate the geographical scope for the TOD impact areas (here referred to as TOD market
area) for each of the 4 shortlisted stations by considering historic observations, transit
catchment area, socio-economic factors, travel patterns, population densities, development
types and scales, income levels, housing and rent typologies, land tenure etc.
 Undertake a market demand and supply analysis covering major real estate asset classes as
applicable for the real estate market context in each of the delineated TOD areas (e.g.,
residential, retail, office, hospitality, urban logistics, etc.). The consultant will provide a
professional review of the current and forecasted demand and supply trends for various real
estate asset classes within the TOD areas.

 Based on the supply and demand analysis, the consultant will conclude realistic, market-
supported real estate development scenarios for each of the four TOD market areas. This
conclusion shall be based on the structured collation and analysis of the following market
data for each real estate asset class in the TOD areas and/or larger relevant competitive
submarkets: existing total stock of properties in the respective asset class, categorized by
commonly accepted grade and/or quality tiers, historic and most recent annual completions in
each asset class, annual absorption, commercial rates (sale prices, rent rates with indication of
rent structure, ADR for hotels,), occupancy and vacancy data for commercial asset classes,
indications of capitalization rates and prevalent investor return expectations, etc.
 The consultant may use own field data, research and real estate brokerage sources, surveys,
interviews, and transaction data to prepare the assessment. The consultant will assess how the
economy of the transit nodes or corridors is, or could be, linked to commercial clusters of
retail and office in the larger study area.


B. Actionable LVC instruments:

 As guided by the legislative review under task 2, the consultant shall identify a range of
actionable LVC instruments and prepare recommendations for their deployment by
KRC. This recommendation shall be based on their alignment with Kenyan land management
practices, regulations, and administrative procedures in general, their conformity with the
administrative procedures associated with the management of KRC land, and their
compatibility with Transit Oriented Development principles.
 Further, the consultant shall explore and recommend the LVC instruments that can be
leveraged on by the NMA County Governments within the TOD market area as a result of
improved service on the Nairobi Commuter Railway Network including, but not limited to,
locally administered fees and charges, including those associated with market-catalytic
zoning decisions (e.g., upzoning fees), special assessment areas, development charges,
disposition of publicly-owned (including parastatal-owned) land and associated development
rights (including ‘air rights’, in addition to preemptive development rights associated with
landed tenure). The consultant shall also identify opportunities and barriers towards
harnessing these value capture instruments. Additionally, towards enhancing station area
development, the consultant shall make recommendations in incentivizing County

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 Governments towards re-investment of accrued revenues from improved railway operations
into the TOD market area.
 The consultant shall prepare an action plan of actionable short-, medium- and long-term
value generation scenarios from the disposition of KRC land in the selected TOD market
areas, including through leasing, co-owned/joint real-estate development, and development
through outright land sale. Description of each value generation scenario shall be
complemented by a cursory outline of the potential implementation arrangements in the
context of regulatory and administrative procedures relevant to management of KRC land.

C. Financial modelling

Based on the understanding of actionable LVC instruments and real estate value sources as informed by
subtasks 5a and 5b, the Consultant will prepare a high-level financial model to test the revenue
generation scenarios of various LVC mechanisms in the selected four station areas. This analysis
will inform KRC and the NMA County Governments about the demonstrable financial potential and
realistic timelines for implementing LVC tools, thereby helping to establish realistic expectations
regarding the extent to which LVC could address KRC’s financial objectives. The consultant shall
therefore:
 Prepare a 15-year forecast of the potential land development activities in the TOD market area for
the four selected stations. Estimate the increase in land value resulting from this TOD
development, assuming it will be additionally stimulated by improved commuter rail service.
Separate the increase in value between the types of property owners (e.g., municipal agencies,
national government agencies, private owners, and KRC). Based on this analysis and the
conclusion of subtask 5b, propose mechanisms for capturing a share of the increased value for
supporting rail services.
 Prepare a financial model to test performance of the proposed LVC mechanisms under a range of
real estate development scenarios in each TOD area. The modelling exercise shall generate an
estimation of the potential size and timing of LVC revenue, net of investment and operational
costs, that can be generated from the land owned by the railways. This analysis should allow
KRC to weigh the pros and cons of various approaches to value extraction from its own land,
either through self-development or by collaborating with other agencies and developers and
contributing to development of the larger surrounding spaces.
 Outline a budgeting mechanism that would allow KRC to retain monetary LVC proceeds
generated from real estate activities at and around commuter stations and make them available for
allocation to support commuter rail business unit accounts. The mechanism should appropriately
link the causality of the commuter rail service and the LVC and provide incentive for the
Commuter Rail Unit to cooperate in land development in and around commuter rail stations.
 Use the financial analysis of LVC opportunities to recommend enhancement to public private
partnership structures to provide for equitable sharing of LVC revenues.
The expected outputs include a financial model, explanatory note with the list of assumptions and
structured presentation of modelling and financial forecasting outputs, and recommendations for
structuring PPPs to capture and channel LVC revenues equitably. The outcome is that the assessments
shall inform the selection of LVC mechanism and instruments that would be adopted in the development
of the strategy under the KR business unit.

Output 5: Consolidated detailed market analysis, actionable LVC instruments and financial modelling
report for four commuter station areas along the Nairobi Central Station-Thika Line

Task 6: Institutional Capacity Assessment:

 The consultant shall assess the institutional capacities of the KRC real estate unit, in
implementing the short-, medium- and long-term value generation scenarios as recommended

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 under task 5. The consultant shall identify any technical and operational needs and recommend
areas for improvement.
 The consultant shall also review the KRC organogram and make recommendations on the
requirements of a functional real estate unit, the capacities needed to be deployed, placing in the
organogram, and financing opportunities.
 The operational linkages of the real estate unit with the commuter railway unit should be clearly
addressed towards clearly defining the operational approach for using revenue generated from
implementation of LVC in boosting railway operations.

Output 6: Institutional Capacity Assessment report

Task 7: Training of key Stakeholders on LVC

 Towards enhancing buy in, the consultant shall undertake in person training of selected GoK
stakeholders towards enhancing their knowledge on LVC mechanisms and potential approaches
of application in the design of KUMIP project and development of an overall strategy for LVC.
The consultant's technical proposal shall include a proposal of the number of training workshops
to be undertaken under the assignment for concurrence with the World Bank team
 The consultant shall prepare a training plan and tools shall be developed and agreed upon with the
World Bank task team, before undertaking.
 The consultant shall prepare training modules on LVC mechanisms, specifically as prioritized
under Task 5b and 5c), that shall be reviewed by the World Bank Task team. The training
modules Must be detailed and tailored made for the specific stakeholders. The training material
shall be given as part of the overall assignment completion package.

Output 7: Training modules on LVC mechanisms and trainings undertaken

Task 8: Consolidated Final report
 The consultant shall prepare a consolidated report consisting of the outputs of Task 2,3, 4, 5 and
6. A first draft shall be prepared and submitted to the Bank for review and subjected to a
stakeholder validation process, with the comments consolidated into the Final Consolidated
Report.
 With guidance from the Task team leaders, the consultant shall undertake three stakeholder
consultations with KRC, State Department of Transport, State Department of Housing and Urban
Development, County governments and other relevant stakeholders for the dissemination of the
consultancy’s outputs at specific stages as follows:
(i) One combined workshop on delivery of Task 2, 3 and 4
(ii) One combined workshop on delivery of Task 5 and 6
(iii) One combined workshop for the validation of the draft consolidated final report
 All the stakeholder agreements shall be attached as an annex to the Final Consolidated Report.
The consultant's technical proposal shall include a stakeholder consultations plan, for concurrence
with the World Bank team.
 Upon submission of the final report the consultant shall handover all data collected in the
assignment. All the information generated from this Project is expected to be collated and stored
in accessible and easy to use formats that can easily be handed over to the TTL/World Bank. The
World Bank shall own all rights, title and interest, including all intellectual property rights, in and
to any reports, document, computer software (in source code and object code form), or other
deliverable (whether in hard-copy or digital files) created or used under this assignment.

Output task 8: Consolidated Final Report and Handover of all data

V. DURATION AND LOCATION OF ASSIGNMENT

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The Consultant is expected to complete the services within 10 months from the date of the effectiveness
of the service contract. The Consultant will provide outputs according to a working schedule agreed with
the Bank. The schedule for delivery of outputs and payment.
The location of the assignment is Nairobi County and Kiambu County.

V. REPORTING REQUIREMENT, TIMELINES FOR DELIVERABLES, AND PAYMENT

SCHEDULE
a. The client for this consultancy is the World Bank. For administrative and reporting purposes, the
Consultant will coordinate with the Task Team Leaders (TTL) Akiko Kishiue (Senior Urban
Transport Specialist) and Ms. Beatriz Eraso Puig (Senior Urban Specialist).
b. The Consultant must arrange virtual meetings at least twice per month to discuss the work plan,
scope, accomplishments to date, emerging risks/issues arisen as part of the consultancy services
and potential mitigation solutions. Each activity will be considered complete once all deliverables
within the activity have been accepted as final. The Consultant must summarize the findings of
outputs 2,3 and 4 in a consolidated written report of no more than 50 pages, including executive
summary, accompanied by specific annextures.
c. All the information generated from this Project is expected to be collated and stored in accessible
and easy to use formats that can easily be handed over to the TTL/World Bank. The World Bank
shall own all rights, title and interest, including all intellectual property rights, in and to any
reports, document, computer software (in source code and object code form), or other deliverable
(whether in hard-copy or digital files) created or used under this assignment.
d. The World Bank, as the Contracting Agency, is responsible for final acceptance of deliverables .

The reporting timelines and payment schedule are as follows:

Task Expected Outputs Timelines Payment
Task 1 Output 1: Inception Report 3 weeks Upon submission 1:
10%
Task 2 Output 2: Assessment report on the legal 2 months Upon submission of
and regulatory review of the barriers and output 2, 3 and 4: 30%
opportunities of land value capture on KRC
land
Task 3 Output 3: Report on International 2 months
Benchmarks on LVC
Task 4 Output 4: Assessment report on the KRC 2 months
land portfolio and land control scenarios
along the Nairobi Commuter Railway Line
in NMA
Task 5 Output 5 : Consolidated detailed market 7 months Upon submission of
analysis, actionable LVC instruments and output 4: 30%
financial modelling report for 4 commuter
station areas along line Nairobi Central
Station-Thika Line

Task 6 Output 6: Institutional Capacity Assessment 7 months Upon submission of

report output 6:10%
Task 7 Output 7: Training materials on LVC 8 months Upon Submission of
mechanisms and trainings undertaken Output 5: 10%

Task 8 Output 8: Consolidated Final Report and 10 months Upon Submission of

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 handover of all data Output 6 :10%

VI. MINIMUM REQUIREMENTS FOR CONSULTANT’S QUALIFICATIONS AND

EXPERIENCE
A. Core business and years in business: The lead bidding firm shall be registered/incorporated as a
consulting firm with core business in Finance and Transport Studies or equivalent for at least 5 years.
B. Relevant experience: The bidding firm/consortium shall demonstrate it as having successfully executed
and completed assignments of a similar nature, complexity and in a similar operating environment
within the last 10 years. Details of similar assignments, scope, value, and period should be provided at
EOI stage.
C. Technical and managerial capability of the firm: The firm shall demonstrate as having the requisite
technical capacity and managerial capacity to undertake the assignment in the submitted EoI/company
profile(s).
D. Additional vendor requirements:
 Prior experience with supporting real estate processes and transactions in the Kenyan market, and
specifically, in NMA, is required.
 Demonstrated knowledge of the Kenyan land and real estate market is required (either in-house or
through an affiliation with a subject matter expert or a specialized partner firm).
 Experience advising public sector entities in Kenya on policy and regulatory analyses.
 Access to subject matter international expertise in best practices on regulatory aspects of land and
real estate-based fees in urban contexts.
 Excellent written and verbal communication skills in English is required.
 Local presence and/or flexibility to travel to Nairobi on demand.

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VII. TEAM COMPOSITION AND QUALIFICATION AND EXPERIENCE REQUIREMENTS
FOR THE KEY EXPERTS
Legal Specialist • Registered Professional
( Project Manager) • A minimum of 10 years of relevant professional experience in
regulatory analysis pertaining to real estate, public procurement
and financial management, public sector transactions, and / or
administrative law.
• Demonstrable expertise with Kenyan (i.e., national and county)
land use, administrative and procurement law and regulations
• Understanding of international practices of government land
disposition and development transactions and regulatory aspects
thereof
• Prior Kenyan experience with legal advisory on disposition and/or
development of public land (international experience will be a
plus).
• Prior international and national experience with land value capture
mechanisms (structuring and/or negotiating in-kind contribution of
land as equity, developer exactions, development conditions,
special tax assessments) is a strong advantage.
• Prior experience advising public sector entities on policy and
regulatory issues.

Real Estate Advisor • At least 7 (seven) years demonstrable experience in real estate
advisory, transaction management and real estate investments.
• Track record of conducting real estate analytics in Kenya, or in
comparable real estate markets.
• Familiarity with the land value capture / land-based financing
concepts
• Access to an extensive network of contacts within Kenya's real
estate investment and real estate brokerage community.
Urban Planner/ • Post Graduate Degree in Urban Planning
Designer • At least 5 (five) years demonstrable experience in planning urban
spaces
• Track record of contributing to completed urban projects in Sub-
Saharan Africa is a serious advantage.
Construction / • At least 5 (five) years demonstrable experience in construction
Infrastructure Costing costing.
Specialist • Proven track record of assessing construction and real estate
development costs on the Kenyan market.
• Familiarity with formal real estate appraisals and costing
approaches embedded in RICS standards and practices is a strong
advantage.
Real Estate Financial • Over 10 years' experience in real estate financial modelling
Modelling Expert • Proven track record in building real estate development pro forma
financial models as part of investment and property acquisition
processes.
• Familiarity with formal real estate appraisal standards, such as
RICS
Institutional/  More than 10 years' experience in undertaking institutional
governance specialist assessments for transport related public entities as KRC

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  Knowledge of railway operations and governance structures is
needed

VIII. DATA, SERVICES, PERSONNEL, AND FACILITIES TO BE PROVIDED BY THE

CLIENT/OBLIGATIONS OF THE CLIENT
During the assignment, the Consultant will coordinate closely with World Bank team and the Government
of Kenya, including KRC and County Government focal teams, which will:
a. Facilitate obtaining documents and information such as relevant reports, documents, drawings,
maps, statistics, legislation, and regulations, etc., needed for carrying out the proposed
assignment.
b. Provide access to project sites and locations, organizing stakeholder consultations, and activities
needed for carrying out the services under this project.
c. Assist the Consultant in arranging meetings with relevant stakeholders.

IX. OBLIGATIONS OF THE CONSULTANT

 The Consultant is expected to undertake activities that will ensure that outputs are consistent with
the contractual, professional and legal requirements
 The Consultant is expected to execute the assignment in a professional and timely manner,

X. TECHNICAL PROPOSAL CONSIDERATIONS

The technical proposal will have the following limitations for the number of pages. Please note that the
evaluation committee will neither review nor consider information outside the limitation per section.
Sections
Section A: Consultants’ Organisation – Maximum 2 pages
Section B: Consultants’ Experience – Maximum 5 pages
Section C: Comments/Suggestions on the Terms of Reference – Maximum 2 page
Section D: Description of Approach, Methodology and Work Plan – Maximum 20 pages
Annexes
Annex 1: CV of Proposed Key Personnel – Each CV must have a maximum of 4 pages.
Additional Attachment
The Consultant must provide the template for reporting that the Consultant plans to use as an attachment
to the Technical Proposal.
Selection criteria
Technical criteria for selection, and associated weights, are indicated in the table below.

# Criterion Weight
(%)
1 Clear technical plan and approach, including proposed methods, validation, and 40%
communication of uncertainty in all tasks. The technical proposals should include a
clear and concise outline of the proposed methodology, processes and expected outputs.
Proposals should also be clear on the expected risks in successful project execution and
any mitigation measures that will be taken to address these risks.
2 Project team experience should demonstrate global experience on transit-oriented 30%
development and land-based financing in enhancing commuter railway operations, real

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 estate analysis and financing forecasting, and specifically in Sub Saharan Africa
3 Project Manager’s qualifications will be in a relevant discipline 10%
4 Project Management plan and approach including organization, coordination with 20%
Client/Beneficiaries, and quality control and assurance procedures, project risk
management.

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