Consulting Services to Support Centralization of Payroll Processing, Payments, and Accounting for Budgetary Organizations through the Treasury. — Institutional Capacity Building Project

REQUEST FOR EXPRESSIONS OF INTEREST (CONSULTING SERVICES – FIRMS SELECTION) Country: Republic of Uzbekistan Project name: Institutional Capacity Building Project Credit No.: IDA 6431-UZ Assignment Title: Consulting Services to Support Centralization of Payroll Processing, Payments, and Accounting for Budgetary Organizations through the Treasury. Reference No .: TC-PAYROLL-1 The Ministry of Economy and Finance of the Republic of Uzbekistan has received financing from the World Bank toward the cost of the Institutional Capacity Building Project and intends to apply part of the proceeds for consultant on assessing the possibility of implementing artificial intelligence technologies in the system of the Treasury Service Committee (“Services”) for the Treasury Service Committee under the Ministry of Economy and Finance of the Republic Uzbekistan. The purpose of this technical assignment is to develop specific and substantiated recommendations for the implementation of a centralized model, in which: • Assessment of the need for centralization based on the study of the current situation; • Organizational and legal options of the centralized model; • Business Process Reorganization (BPR); • Distribution of roles and responsibilities; • Control and compliance mechanisms; • Organizational structure and operational model; • Comprehensively analyzed and evaluated. At the same time, within the framework of this technical assignment, it is envisaged not only to consider several possible options for a centralized model, but also to develop a unified recommendation for the model recognized as the most optimal in the conditions of Uzbekistan, including a clear justification of its legal form, management structure, accountability chain, and financing mechanisms. The Ministry of Economy and Finance of the Republic of Uzbekistan now invites eligible consulting firms (“Consultants”) to indicate their interest in providing the Services. Interested Consultants should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services by submitting directly to the piu_mof@mail.ru. The Qualification requirements for the Consultants are: 1. General Institutional Experience The consulting firm shall have at least five (5) years of cumulative consulting experience during the last ten (10) years in at least one of the following areas: public financial management; public sector budget planning and execution; treasury operations in the public sector; public sector accounting; payroll administration in budget organizations; business process reengineering in the public sector; or implementation or enhancement of ERP, IFMIS, HRMIS, payroll, or accounting information systems in the public sector. 2. Experience in Functional Centralization and Development of a Target Operating Model The consulting firm shall have completed at least one (1) assignment involving the centralization, consolidation, or establishment of a shared service model for multiple government agencies, budget organizations, regional offices, or other public institutions. The experience may relate to one or more of the following functional areas: finance and accounting; payroll administration; human resource management; public procurement; or administrative services. The assignment shall have included the development of at least two (2) of the following deliverables: identification of functions to be centralized and development of a target operating model; RACI matrix, service catalog, and service level agreements; standard operating procedures; and implementation roadmap. 3. Experience in Payroll, Accounting, and Payment Processes The consulting firm shall have successfully completed at least two (2) consulting assignments during the last ten (10) years involving the analysis and improvement of payroll, accounting, and payment processes in the public sector. Each assignment shall have covered at least one of the following areas: payroll administration; accounting and financial reporting; or preparation of payment documents and execution of payments. Under such assignments, the firm shall have analyzed existing processes and developed improved processes, procedures, or practical recommendations. Provision of outsourcing services limited to bookkeeping, payroll processing, or payment processing shall not be considered as qualifying experience. 4. Experience in Integration of Financial Information Systems The consulting firm shall have successfully completed at least two (2) assignments during the last ten (10) years involving the integration of information systems supporting payroll, accounting, and payment processes in the public sector. Each assignment shall have included the integration of at least two (2) of the following systems: payroll or HRMIS systems; accounting systems; treasury, budget execution, or IFMIS systems; or banking or electronic payment systems. The assignment shall have included the development of at least the following outputs: data structures and information flows between systems; integration points and functional requirements; user roles and access rights; and system testing and acceptance criteria. The mere supply of software products, licenses, or technical maintenance services shall not be considered qualifying experience for this requirement. The attention of interested Consultants is drawn to Section III of the World Bank’s “Procurement Regulations for IPF Borrowers” July 2016 (“Procurement Regulations”), setting forth the World Bank’s policy on conflict of interest. In addition, please refer to the following specific information on conflict of interest related to this assignment: Consultants shall not be hired for any assignment that would be in conflict with their prior or current obligations to other clients, or that may place them in a position of being unable to carry out the assignment in the best interests of the Ministry of Finance of the Republic of Uzbekistan. A Consultant will be selected in accordance with the Consultant Qualification Selection (CQS) method set out in the Procurement Regulations. Further information can be obtained at the address below during office hours from 9:00 a.m. to 18:00 p.m. Tashkent time. Expressions of interest must be delivered in a written form in English, Russian or Uzbek languages to the address below (in person, or by mail, or by e-mail) by 3 august 2026. Project Implementation Unit under the Ministry of Economy and finance of the Republic of Uzbekistan Attn: Sirojiddin Imanov, Director Address: Uzbekistan, 100035, Tashkent city, Yunusobod District, Niyozbek Yuli 1 street; Tel: +998712023113 (05493); E-mail: piu_mof@mail.ru As part of the EOI, the consultant should include the following information: Consulting Firm Information Date: Country of Incorporation: Consultant Name: Acronym: EOI Submission Authorized by: Position Associations (Joint Venture or Sub-consultancy) Consultant Acronym Country of Incorporation Joint Venture (JV) or Sub-consultant EOI Submission Authorized By Position Present the rationale for and benefits of working in association (JV or Sub-consultant) with others rather than undertaking the assignment independently (as appropriate). Describe the proposed management and coordination approach of the association and the role of each firm . Technical competence Project References - highlight the technical qualifications of your entity/consortium in undertaking similar assignments. Provide details of past experiences working with similar project authorities Geographical experience Project References, present experiences in similar geographic areas. Management Competence Describe standard policies, procedures, and practices that your entity has to assure quality interaction with clients and outputs. Please state if your company is ISO certified. How your firm/consortium handles complaints concerning the performance of experts or quality of the reports submitted for previous and future assignments? What internal controls are in place to address and resolve complaints. How you ensure the quality of your firm’s/consortium’s performance over the life of assignments. Projects references Present relevant projects to demonstrate the firm’s technical qualifications and geographical experience (maximum 10 projects). N Project Period Client Country Firm 1 2 3 4 Summary for the Projects listed above Project Title Country / Region Start Date Completion Date Continuous / Intermittent Client Funding Source Description (indicate your role and input in man-months) Eligibility We, the undersigned, certify to the best of our knowledge and belief: We have read the advertisement, including the terms of reference (TOR), for this assignment (YES/NO) Neither the consulting firm nor its JV member or sub-consultant or any of its experts prepared the TOR for this activity (YES/NO) We confirm that the project references submitted as part of this EOI accurately reflect the experience of the specified firm/consortium. (YES/NO) Ensuing assignment resulting from our work product under this assignment, our firm, JV member or sub-consultant, and the expert(s) will be disqualified from short-listing and participation in the assignment. The lead entity and JV member or sub-consultant are NOT currently sanctioned by or other MDBs. Neither the consulting firm nor the JV member or sub-consultant has ever been convicted of an integrity-related offense or crime related to theft, corruption, fraud, collusion or coercion. Terms of Reference for Consulting Services to Support Centralization of Payroll Processing, Payments, and Accounting for Budgetary Organizations through the Treasury 1. Introduction The question of whether there is a need to transition to a centralized system for calculating wages and making payments, maintaining accounting records and financial statements, accounting for financial obligations, and conducting operations related to public procurement in the public finance management system requires a comprehensive and systematic analysis of the current state of the system. Today's practice shows that the above financial processes are carried out by budget organizations in a dispersed manner, mainly due to manual operations in the process of calculating wages. At the same time, due to the lack of sufficient integration between budget planning, calculating wages and making payments, accounting and reporting, and procurement processes, there is an additional burden on the processes of data re-entry, manual generation and coordination of accounting entries. The application of control mechanisms over financial transactions mainly at the post-operation stage, as well as the insufficient introduction of automated checks and limit controls at the system level in the processes of estimates, financial obligations, and public procurement, limits the effectiveness of financial control. As a result, the possibility of early detection of errors and discrepancies is insufficiently ensured. At the same time, along with the centralization of wage processes, there is a need for a broader integrated model covering accounting, planning, budget execution, and financial reporting . Clarifying these aspects and forming a unified understanding for all stakeholders is of particular importance. Considering the above, it is assessed that within the framework of improving the public finance management system based on modern requirements, there is a need to study the possibilities of centralized management of wages , accounting, planning, and financial operations. This study is aimed at assessing the possibility of implementing it based on the Single Service Center (Central Shared Services - CSS, hereinafter referred to as the Center) model and consolidating all financial processes carried out by budget organizations in a single center. Purpose The purpose of this technical assignment is to develop specific and substantiated recommendations for the implementation of a centralized model, in which: assessment of the need for centralization based on the study of the current situation; organizational and legal options of the centralized model; Business Process Reorganization (BPR); distribution of roles and responsibilities; control and compliance mechanisms; organizational structure and operational model comprehensively analyzed and evaluated. At the same time, within the framework of this technical assignment, it is envisaged not only to consider several possible options for a centralized model, but also to develop a unified recommendation for the model recognized as the most optimal in the conditions of Uzbekistan, including a clear justification of its legal form, management structure, accountability chain, and financing mechanisms. This document defines the scope of work carried out by consultants and serves to form the analytical and conceptual framework necessary for the Government to make a sound decision on the implementation of a centralized financial management model. SCOPE OF WORK Within the framework of this assignment, the study will focus on a comprehensive analysis of financial processes carried out in budget organizations, assessing the need and possibilities of their centralization, and developing substantiated proposals for the implementation of a centralized model. The task covers the following main areas: 1. Study of existing processes and assessment of the need for centralization comprehensive analysis of the current procedure for conducting financial operations in budget organizations; identification of the effectiveness, problematic aspects, and systemic limitations of existing processes; assessment of the proportion of manually performed operations, duplicate data entry, and time loss in the context of processes; assessment of the need to centralize wages, accounting, budgeting, and procurement processes, as well as the expected economic and operational impact; determining changes in the level of efficiency (cost saving), efficiency, and control that can be achieved through centralization. 2. Budget Planning Processes studying the procedure for preparing budget requests; analysis of the processes of planning the payroll fund and other expenses; assessment of the mechanisms for the formation, approval, and monitoring of expenditure estimates; identification of discrepancies between budget and estimate indicators and actual execution; identify existing limitations and areas for improvement in the budget planning process. 3. Personnel policy and remuneration processes analysis of the processes of formation and maintenance of personnel-related data; study the processes of calculating wages and making payments; assessment of factors influencing the calculation of wages (curricularity, bonuses, deductions); determination of the level of standardization and existing discrepancies in wage processes; assessment of the connection and degree of integration of wage calculations with accounting. 4. Procurement and Financial Obligation Processes studying the processes of planning and implementing public procurement; analysis of the procedure for concluding contracts and registering financial obligations; assessment of the processes of receiving goods, works, and services and their formalization between the center and the organization; analysis of the relationship of procurement processes with accounting and budget execution; assessment of the effectiveness of mechanisms for monitoring obligations and payments. 5. Accounting and financial statements study of the processes of reflecting all financial transactions in accounting; analysis of the practice of distributing accounting functions between the center and budget organizations; assessment of the processes of formation and consolidation of financial and accounting reports; analysis of the processes of accounting entry formation (posting) and reconciliation (reconciliation); assessment of the accuracy, completeness, and timeliness of financial reporting. 6. Study of the current state of information systems analysis of the level of support for financial processes of existing software and information systems; identification of functional capabilities and existing limitations of systems; assessment of the mechanisms of integration and data exchange between systems; development of conceptual proposals on areas of improvement necessary to support the centralized model. 7. Study the distribution of roles and responsibilities analysis of the practice of distribution of functions between budget organizations and the center; assessment of the mechanisms of responsibility and accountability for financial transactions; determining the role of entities participating in the decision-making and approval processes; development of proposals for the optimal distribution of roles and responsibilities within the framework of the centralized model. 8. Analysis of the regulatory framework study and analysis of current regulatory legal acts; identification of legal restrictions that prevent the implementation of the centralized model; assessment of norms regulating powers, responsibilities, and accountability; development of substantiated proposals for necessary amendments and additions. 9. Development of options and final recommendations according to the centralized model development of alternative options for organizing financial processes within the framework of the Single Service Center (SSC) model; comparative analysis of organizational, functional, and operational aspects for each option; determination of advantages and limitations (trade-off) by options; justification of the model recognized as acceptable in the conditions of Uzbekistan and determination of the priority option; development of mechanisms for eliminating existing problems through centralization; formulate clear and well-founded recommendations for government decision-making. 10. Stages of implementation and development of a roadmap Development of a phased approach to implementing a centralized model, taking into account the breadth of coverage and the complexity of the processes: identification of priority stages of implementation of the centralized model (for example: salary → accounting → procurement and other processes); organization of the pilot stage (by selected budget organizations or regions); development of roll-out mechanisms; assessment of the possibility of parallel operation of the existing and new model (dual operating model) during the transition period; determination of measures to ensure the continuity of financial operations (especially on wages); management of organizational changes (change management), development of personnel training and adaptation measures; formation of a general roadmap for implementation (in the context of short, medium, and long-term stages); determine the timeline, resources, and key outcomes for each stage.The scope and directions defined under this assignment are provided as the main guidelines for organizing the study and are not a fixed and final list. The Consultant has the right to make substantiated proposals for clarifying, expanding, or deepening the scope of the task, based on the identified problems, systemic limitations, or areas requiring additional analysis during the study. At the same time, the approaches proposed by the consultant should correspond to the general objectives of the assignment, that is, be aimed at a comprehensive assessment of the possibilities of implementing a centralized model and the development of practically applicable solutions. If necessary, the Consultant provides proposals for revising the scope of the study, conducting an in-depth analysis in individual areas, or introducing new components, with these changes being made in agreement with the customer. This flexible approach serves to increase the practical significance of the results of the assignment, to fully cover existing problems, and to ensure the development of a centralized model suitable for the conditions of Uzbekistan, real and feasible for implementation. Legal and institutional diagnostics Within the framework of the scope defined in this assignment, a comprehensive analysis of the current regulatory legal acts of the Republic of Uzbekistan will be carried out, as well as how these acts regulate financial management, accounting, remuneration, budgeting, budget execution, public procurement, financial obligations, and reporting processes. At the same time, the current distribution of powers, responsibilities, and accountability for these processes, decision-making and approval mechanisms, as well as legal requirements related to data management and information systems, will be assessed. As a result of the analysis, legal restrictions, institutional gaps, and inconsistencies affecting the implementation of the centralized model in the context of the above-mentioned areas are identified, and the compatibility of the existing system is assessed in terms of the possibilities of redistribution of powers, data exchange, and integration requirements. The Consultant has the right to make reasonable proposals for clarifying, expanding, or deepening the scope of the task, based on the identified problems and systemic limitations during the study. In this case, the proposed approaches should correspond to the general goals of the task and be aimed at a comprehensive assessment of the possibilities of implementing a centralized model and the development of practically applicable solutions. If necessary, revision of the scope of study or conducting in-depth analyses in individual areas is carried out in agreement with the customer. Legal and institutional diagnostics are carried out based on the scope defined above. If the scope is clarified or expanded during the study, the legal and institutional analysis in the relevant areas will also be updated and deepened accordingly. Business Process Analysis (BPR) Within this area, the consultant should conduct a comprehensive study of financial and operational processes based on the scope defined above. Documentation of current processes (As-Is) The Consultant needs to study the current processes in terms of salary, accounting, budgeting, and procurement processes step by step and develop a full description of them. This involves analyzing the sequence of processes, the information systems used (including UzASBO and DMBAT), data flows, and verification mechanisms. During the study, the following aspects will be assessed separately: the proportion of manually performed operations and cases of duplicate data entry; interruptions between processes and the level of integration; delays in reconciliation and reporting; effectiveness of existing control mechanisms. The Consultant should also identify steps in the existing processes that can be simplified, automated, or canceled. Development of a standardized catalog of operations To create a framework for a centralized model, the Consultant needs to develop standardized catalogs of payroll actions (PAF) and accounting and financial operations. Through these directories: conducting operations based on a single standard; reduction of manual processes; ensuring the accuracy and consistency of information; formation of a structure suitable for centralized processing; are provided for. For each type of operation, the Consultant must clearly define: mandatory information and supporting documents; confirmation processes (workflow); control and validation rules; audit traces and error correction mechanisms; requirements for integration with the accounting system. Future process model (To-Be) and requirements specification The Consultant must develop end-to-end business processes for the centralized model and formulate the corresponding functional and technical requirements. This will cover the following main areas: salary processes (HR data, attendance, billing and payments); accounting processes (GL, AP/AR, assets and reserves, reconciliation); budgeting and estimation processes; purchasing and financial obligations; financial reporting and consolidation processes. At the same time, the consultant has the right to: mechanisms of integration and data exchange between systems; preventive and detective control; separation of duties (Segregation of Duties); audit traces and data integrity requirements must be defined. Roles and responsibilities (RACI model) The Consultant needs to develop a RACI model that clearly distributes roles and responsibilities across all key processes within the framework of the centralized model. The following principles are taken as a basis: budget organizations - source of primary information and initiative; center - operational processing and control; treasury and other authorized bodies - approval and monitoring functions. Standard operating procedures (SOP) To support the centralized model, the Consultant should develop or improve unified standard operational procedures (SOP) for key processes. These regulations cover the following areas: processes and terms of remuneration; formation of the budget and estimate; obligations and procurement processes; accounting entries and reports; control mechanisms, audit and compliance; integrity of data and audit traces; dispute resolution procedures. Targeted architecture and implementation roadmap The Consultant must develop a targeted architecture and a phased implementation approach for the implementation of the centralized model. This includes: pilot stage and its coverage; phased implementation (phased rollout); data migration approach; parallel operation (dual-running) model; development of measures to ensure operational continuity. At the same time, the consultant: integration of procurement, financial obligations, and accounting processes within a single architecture; linking budgeting and estimation processes with salary and accounting modules; integration of asset and inventory accounting with other financial processes; develop solutions to ensure intersystem integration (treasury, procurement, HR, and banking systems). Fit-gap analysis and IT roadmap The Consultant will assess the compatibility and differences between the existing systems and the proposed model and develop a roadmap for IT development. In this case, the following is mandatory: analysis of alternative options (development of existing systems or implementation of a new ERP); decision matrix for each option (cost, risk, scalability, timeline); justification of one preferred solution; implementation plan; estimate of costs and expected efficiency; institutional and organizational change plan; identification of risks and measures to manage them. Organizational model and HR design Targeted Operating Model Within the framework of the centralized services model, the Consultant should develop an operational model that includes the following structural elements: central-level operations (salary, accounting, control, and policy); functions at the regional level (primary inspection, support, exceptional cases); interaction with budget organizations (data submission and service interface); procurement and liability processes; receiving and transmitting goods and services; centralized accounting functions; functions of financial planning and control. Staff, roles, and competencies Based on the operational model, the Consultant should determine: required staffing units (based on the volume and coverage of operations); roles according to the main functions; competencies necessary for each role. This will cover the following main areas: wage operations and controls; master data management; accounting of purchases and liabilities; budget and estimate processes; accounting of assets and reserves; accounting entries and GL; reporting and analytics. Position descriptions The Consultant should develop detailed descriptions of key positions, including: head of the center; payroll manager; control and quality specialists; accounting and reconciliation specialists; master data specialists; system administrators; assets and procurement specialists; specialists in financial reporting and analytics. HR and organizational plan The Consultant should develop a comprehensive HR and organizational plan, including: organizational structure (at the central and regional levels); staffing calculations; role profiles; job descriptions; training and transition plan; phased implementation plan. Estimated (indicative) table The Consultant must provide the following documents (in EN/RU/UZ languages): Preliminary report (weeks 2-3) - preparation of the preliminary report, including methodology, work plan, stakeholder work plan, and requests for the necessary information and documents; Deliverable 1 (weeks 6-8) - legal and institutional analysis, including recommendations necessary for the implementation of a centralized accounting and salary model; Deliverable 2 (weeks 10-14) - business process review (BPR), "to-be" process design, accounting and financial reporting within centralized accounting, reflection of operations related to the execution of estimates, implementation of public procurement and development of a salary action catalog, RACI matrix and SOP projects; Delivery 3 (weeks 10-14, parallel) - fit-gap analysis of existing information systems, analysis of technological options, and development of an IT roadmap supporting salary and accounting operations; Delivery 4 (weeks 8-12) - preparation of HR/organizational model, centralized operational structure, required staffing units, role profiles, and job descriptions for key positions; Deliverable 5 (weeks 1-12, parallel) - Design of the Centralized General Services (CGS) model, including the development of organizational structure, operational model, centralized accounting functions, governance mechanisms, roles, and key processes; The final consolidated implementation roadmap (weeks 16-18) is a document that includes a plan for the phased implementation of the centralized salary and accounting model, an approach to organizing the pilot project, and final recommendations for implementing institutional and technological changes. The Consultant may submit a proposal to improve the schedule, but they must support a phased implementation approach. Methodologies used by the Consultant In the process of studying and analyzing, the Consultant should use methodologies used in international practice and aimed at decision-making. At the same time, at least the following approaches must be applied: Business Process Reengineering (BPR - As-Is / To-Be) - analysis of existing processes and development of processes optimized for a centralized model; Fit-gap analysis - identification of differences between existing systems and the proposed model; Cost-benefit analysis - assessment of the economic efficiency of the proposed solutions; RACI model - clear distribution of roles and responsibilities; Risk assessment - identification of technical, operational, and institutional risks and development of measures to reduce them; Benchmarking - studying international experience and comparing it with best practices. The results developed on the basis of these methodologies should be evidence-based, verifiable, and sufficiently detailed for decision-making. Qualification requirements for the Consulting company and the Consultant Experience with similar projects It is advantageous for a consulting company to have experience in the public sector on successfully completed projects for the optimization, redesign, centralization or development of shared services/central shared services models. Such projects should preferably be implemented in countries with public finance management systems comparable to the Republic of Uzbekistan. These projects must be related to the management of public finances, budget execution, accounting of budgetary organizations, calculation of wages, financial reporting, public procurement, financial obligations, improvement of ERP/IFMIS/HRMIS or treasury information systems. Experience in Uzbekistan shall be considered an advantage but shall not be mandatory. The experience must be evidenced by contracts, client acceptance certificates, recommendation letters, or other official supporting documents. Institutional experience in public finance and PFM The consulting company must have at least five (5) years of practical institutional experience in the field of public finance, economics and finance, budget execution, treasury operations, accounting of budgetary organizations, payroll calculation, public procurement, or financial reporting in public finance management. The company must have a deep understanding of budget planning, budget execution, registration of financial obligations, procurement-plan-contract-obligation-payment chain, internal control, risk assessment, and audit trace formation processes, and confirm experience working with government agencies, international organizations, development banks, or large public sector clients. Methodological capacity and integrated approach The consulting company must possess sufficient methodological capacity to develop As-Is and To-Be business processes, BPR, RACI, SOP, SLA, service catalog, fit-gap analysis, cost-benefit analysis, risk assessment, benchmarking, change management, legal and institutional diagnostics, IT/ERP/IFMIS architecture, and HR-organizational model within the project framework. The proposed methodology should not be limited to a general description but should include specific work for each stage, the documents to be prepared, analysis methods, expected results, and acceptance criteria. Financial stability and project resources The Consultant shall demonstrate that it has sufficient financial, organizational and human resources to implement the assignment properly and within the agreed timeline. The Consultant shall provide information on its proposed expert team, availability of experts, and project coordination arrangements. A permanent office in Uzbekistan is not mandatory. However, the Consultant should ensure effective local coordination through a local coordinator or local expert. Quality control, privacy, and conflict of interest The consulting company should demonstrate that it has internal mechanisms to ensure quality control, confidentiality, information security and prevention of conflict of interest. The company should provide: quality control or internal review statement; confidentiality declaration; information security or data protection statement; conflict of interest declaration; commitment not to replace key experts without the Client’s prior consent after contract signature; Formal ISO certification (ISO 9001, ISO 27001 or equivalent internal procedures) shall be considered an advantage. Composition of the expert team The consulting company must provide a qualified expert team sufficient for the assignment. The team should include at least four (4) key experts: Project Manager / Team Leader; PFM, Accounting, Payroll, Public procurement and IPSAS Expert; BPR, IT/ERP/IFMIS and Systems Integration Expert; Legal, Institutional and HR and Organizational Reform Expert. One expert may cover more than one area only if he/she fully meets the minimum requirements for each role and confirm a sufficient level of employment for the project. Project Manager / Team Leader requirements The project manager must have at least 10 years of general experience in public sector transformation, public finance management, Shared Services / Central Shared Services, PFM reforms, or major institutional reforms. He/she must have participated as a leader or key expert in at least three (3) relevant assignments. For the purpose of this requirement, relevant assignments may include public sector reform, public financial management reform, payroll reform, accounting reform, IFMIS / ERP / HRMIS modernization, treasury modernization, institutional reform, business process reengineering projects in the public sector. He/she should also demonstrate experience in working with government agencies, international organizations, or development banks, as well as in stakeholder coordination, preparation of analytical documents, and development of high-level presentations for decision-making. Experience working in ministries of finance, treasury bodies or central bodies managing public finances is an advantage. Expert requirements for PFM, accounting, payroll, and IPSAS The expert team must include qualified specialists in public finance management, accounting for budgetary organizations, financial reporting, payroll calculation, and IPSAS. These experts should have knowledge and experience in budget planning, budget execution, treasury operations, financial liabilities, GL, AP/AR, assets, reserves, reconciliation, consolidation, financial statements, IPSAS or public sector accounting standards, HR data, attendance, bonuses, deductions, and payroll controls, each with at least 7 years of practical experience . Requirements for BPR, IT/ERP/IFMIS and Systems Integration Expert The expert should have experience in business process reengineering, process modelling, IT/ERP/IFMIS/HRMIS systems, and systems integration in public finance management, including: developing As-Is and To-Be business processes; modelling processes using BPMN or equivalent methodology; preparing SOPs, RACI matrices, SLA/KPI frameworks and service catalogues, where applicable; conducting fit-gap analysis of existing information systems; assessing integration between payroll, accounting, HR, treasury, procurement and financial reporting systems; developing target architecture for ERP/IFMIS/HRMIS/FMS/treasury/accounting/payroll systems; comparing options for improving existing systems, integrating systems or implementing a new platform. Requirements for Legal, Institutional and Organizational Reform Expert The expert should have at least five (5) years of practical experience in legal analysis, institutional reform, organizational design, or public sector reform. The expert should have experience in projects related to public finance management in the following areas: reviewing laws, regulations, internal rules and institutional mandates; identifying legal, institutional or regulatory gaps; preparing recommendations on required legal or regulatory changes; developing organizational structures or functional distribution models; preparing staffing models, competency requirements, job descriptions or role descriptions. The expert should have higher education in law, public administration, economics, finance, management, human resources, or another relevant field. Requirements for education, language proficiency, and expert rotation All key experts should have at least a higher education in economics, finance, accounting, public administration, law, information technology, business administration, or related fields, and a master's degree or equivalent qualification should be considered an advantage. The project manager and at least one key international expert must be fluent in written and oral English, at least one key expert must be fluent in English and Russian, at least one expert must be able to work with ministries, departments, regional bodies and budgetary organizations in Uzbek, Russian and/or English, and the possibility of high-quality preparation of final documents in Uzbek must be ensured. Key experts (indicative content) The Consultant team should consist of qualified experts covering the main areas required for the assignment, including public financial management, accounting, payroll, budgeting, public procurement, business process reengineering, IT/ERP/IFMIS/HRMIS systems, legal and institutional analysis, organizational model design, and quality control. The Consultant shall propose at least the following four (4) key experts, or equivalent experts capable of covering the required functions: Project Manager / Team Leader Responsible for overall project management, coordination of the expert team, communication with the Client and stakeholders, quality of deliverables, and preparation of analytical documents and high-level presentations. PFM, Accounting, Payroll and IPSAS Expert Responsible for analysis of public financial management, budget execution, accounting of budgetary organizations, payroll calculation, financial reporting, IPSAS or equivalent public sector accounting standards, and interaction between payroll, accounting and treasury processes. BPR, IT/ERP/IFMIS and Systems Integration Expert Responsible for business process analysis and redesign, As-Is and To-Be process mapping, SOPs, RACI matrices, fit-gap analysis of existing information systems, and assessment of ERP/IFMIS/HRMIS/treasury/accounting/payroll systems and their integration. Legal, Institutional and Organizational Reform Expert Responsible for legal and institutional analysis, review of regulatory requirements, distribution of powers and responsibilities, organizational model design, staffing structure, competency requirements, job descriptions, and transition planning. The Consultant shall also ensure an appropriate quality control mechanism. A separate Quality Assurance Lead may be proposed, but this is not mandatory if the Consultant demonstrates an adequate internal quality review arrangement. The Consultant shall submit CVs and availability confirmations for all proposed key experts. Reporting procedure Within the framework of the project, the Consultant reports to the Management Committee and/or Project Management Group (PMG) designated by the Client and must submit interim reports at least once a month. Each deliverable is presented in preliminary (draft) and final (final) versions and is updated based on comments and suggestions from the Customer and interested parties. Language, translation, and quality requirements All main deliveries (Initial Report, Delivery 1-5 and Final Roadmap) must be provided in English, Uzbek and Russian in accordance with the Customer's requirements, and their content compliance and quality control will be ensured by the Consultant.