Strengthening the Capacity of the Department of Social Security of the Kurdistan Region of Iraq for Social Security Administration – Business Process

SECTION 1: INTRODUCTION AND BACKGROUND
In 2012 the Kurdistan Region of Iraq (KRI) passed Law No. 4 which amending Iraq Law No. 39 of 1971 on Pension
and Social Security. The amended law provided for pension, disability and survivor benefits to workers in the
private sector. As of 31 December 2022, there were 38,491 employers registered in the KRI and 138,092 persons
had had at least one contribution made for them in 2022 of which 22,543 were women. Just under 20,000 were
migrant workers and just under 2,800 migrant women workers.
KRI has prepared a new draft law on Pensions and Social Security aligning with ILO Convention No. 102 on
Minimum Standards of Social Security. It is expected to be discussed in the next parliamentary session after
legislative elections take place.
In support to the government’s efforts, the International Labour Organization (ILO), as part of the Joint UN
Programme on Social Protection co-implemented by the ILO, UNICEF and the World Food Programme (WFP)
supported by the European Union, developed a legal assessment of the draft law and worked with partners to
ensure compliance with International Social Security Standards of the ILO and international best practices.
Parallelly, the ILO is committed to supporting the Kurdistan Regional Government (KRG) and partners in their
efforts to upgrade the institutional capacity that allows for more efficient delivery of services within the ministry
(social security, social protection, employment) and readiness to respond to the plans for extending social
security in the informal sector. As part of these efforts, the ILO commissioned an institutional capacity
assessment that identified supply-side bottlenecks relating to institutional capacity that constrains the
Department of Social Security (DSS)’s ability to deliver services more efficiently and identify areas of
improvement to ensure readiness to respond to the plans to implement short-term benefits (maternity,
unemployment) for the first time and extend coverage to hard-to-reach groups of workers in unstable forms of
wage employment and the self-employed.
In order to streamline business processes in the Social Security Administration, the ILO commissioned the
mapping of current business processes including suggestions for streamlined processes. The mapping exercise
identified bottlenecks, loopholes and potential areas of improvements and match the mapped business
processes with actual user experiences. It then concluded with recommendations on enhancing business
processes that make social security services more efficient and accountable to beneficiaries.
In parallel, the ILO supported the development of a job matching platform for the Ministry of Labour and Social
Affairs (MoLSA) in the KRI. Another important initiative which should be noted is the development of a Single
Registry for Social Protection in coordination with THE Ministry of Planning (MOP) and MoLSA with the support
of WFP.
The results of these developments, and particularly of the institutional capacity assessment and the mapping
exercise set the grounds for the assignment described in these terms of reference, particularly for proceeding
with a more detailed digital enterprise architecture for Social Security Administration in the KRI.

SECTION 2: ICT AND BUSINESS PROCESS ASSESSMENT SNAPSHOT
Note: The section below provides a summary of the findings derived from the institutional assessment
conducted in 2023, and may be subject to revision following a more in- depth assessment. The service provider
will conduct a more thorough review of the ICT infrastructure, architecture and business processes during the
first phase of the assignment, and will also benefit from the business process mapping documentation. We
encourage a flexible approach to allow for adjustments based on the insights gained from the initial assessments.
2.1 Overview Of Main Issues in Business Processes
Social security officials around the KRI were interviewed to understand the current business process from an
employer registration to participate in social security through to a contributor receiving a benefit under the
scheme. This allowed to assess the efficiency and effectiveness of the current scheme administration and to
identify the possible enhancements.
The scheme in the KRI is currently paper based. There is no digitalization of scheme business processes in KRI.
Employers reported frustration with the existing processes both with the level of administrative burden imposed
upon them and the time that their staff spend dealing with social security administration on registration and
enrollment of both the business and employers.
There are difficulties when registering a new employer to participate in social security. Registration is not
effective until the Inspections department has travelled to a prospective employer’s premises and approved its
application to participate. This is meant to be done in conjunction with Trade Union and Employer Association
Representatives but on occasions social security administration alone travels to employers. Delays in registering
a new employer can lead to non-compliance with social security rules and regulations by the employer. Social
Security administration has been known to penalise employers who were not able to fulfil the registration
process due to delays at social security administration.
The theory related to the payment of benefits is well grounded although the lack of access to contribution data
is slowing the payment process down. Some claimants need to travel to a social security office to complete their
claims. Some also need to travel to Head Office.
Employers in KRI whose monthly contribution exceeds IQD 500,000 must make their payment electronically.
However, they are subject to a fee of IQD 3,000 for each IQD millions of cheque value (a 0.3% charge) plus 1,000
as a fixed fee for printing bank cheques by Federal Bank. There appears to be no charge on employers by social
security administration in KRI.
2.2 ICT assessment
ICT assessment was based on the institutions’ assessment and progress towards digital maturity. We evaluated
across the organization, culture, governance, technology, and human capital dimensions.
Digitization in FI is much more pronounced than KRI where the operations are effectively paper based. There is
some record management system, but its efficiency and usability are questionable. There was a mismatch
between the procedure and tools used for the completion of a process from submission to notification of results,
generally available with integrated ICT systems designed for social security.
The IT personnel and some of the ‘business’ (operational) users were digitally literate, but a lack of training, skills
development and the existing environment and systems were hampering their ability to use the tools at hand in
order to enhance the efficiency of operations.
Customers (employees, beneficiaries, and other agencies) perceive the operations as manual and inefficient.
The interactions between social security administration personnel and customers were constant and ineffective.
Moving from a paper-based to a digitized operational environment requires a transitional roadmap and the
alignment of operational steps with technology and personnel. The tenants of change generally include people,
processes, and technology while the theory of change can be driven by the processes embedded in the new ICT
system to be developed or procured or by re-engineering existing processes within operations and then defining
the functionality and features of the future ICT system.

Hand in hand, the tools and skills needed to transform and operate a digital social security environment are
inseparable. A capable, flexible, and secure infrastructure was not detected in KRI.

SECTION 3: ASSIGNMENT AND OBJECTIVES / SCOPE OF WORK
3.1 Objectives and scope
Incorporating the findings of the institutional assessments and the mapping exercise mentioned above, the
overarching objective of this assignment is to develop and integrate modern technologies for the DSS to
streamline its operations and improve its efficiency, effectiveness, and people-centered service delivery. The
scope of the project will include a holistic business process re-engineering (BPR) followed by updating and/or
introducing new open-source IT solutions and systems for all relevant social security administration functions
across organizational, legal, technological, and financial systems, and ensuring effective handover of developed
systems to the DSS through hands on training, comprehensive documentation, maintenance and a follow-up.
The assignment will cover all existing and envisioned branches of social security for private-sector workers in
Iraq (as anchored in Laws No. No. 39 of 1971, No. 4 of 2012 and new draft social security law) including an
adaptable function allowing the system to integrate the premises of the new law. The assignment will cover all
business processes within the administration of social security in Iraq, with common processes across all and
end-to-end service requirement specifications, including:
 Registration and updating of projects (employers) and contributors (workers): Developing an electronic
system that embeds the reengineered and streamlined processes at the users and end-user fronts. Interoperability
with the job-matching platform and the single registry would be important to account in the design.
Activities under registration of projects and contributors include workflows related to first-time registration of
projects under social security provisions and establishing structured profiles for registered firms. This also
includes enrolment of new contributors under existing projects’ profiles. It also includes functionalities for the
updating of projects’ and contributors’ records, including in relation to suspending enrolled workers and
regular reporting of wages in accordance to social security provisions. Include anti-corruption security
protocols and safeguards (e.g. firewalls, segregation of functions) ensuring system integrity and accountability.
 Automatic calculation of contributions and other financial dues: The system should be equipped with fully
automated features for the calculation of monthly contributions, interests and fines, and any other financial
obligations based on projects’ real-time records and predefined rules and regulations.
 Contribution collection and registration: This includes the introduction and development of at least one
gateway that allows registered projects (firms) to pay accrued financial dues electronically with a technical
possibility to integrate with several financial services providers (banks, E-wallets) to reduce the reliance on
physical cash transactions and hence enhance payments efficiency and collection.
 Contribution registration: This includes developing solutions to record worker’s and employer’s contributions
on beneficiaries’ individual social security accounts. Contribution record should be accessible to beneficiaries
through an e-getaway solution and at the DSS office for beneficiary’s verification, consultation and estimation
of future benefit values.
 Systems interoperability: The developed system should be compatible and interoperation with other
governmental systems run by the Department of Information Security (DIT) withing the unified ID initiative
including single registry, job-matching platform, to facilitate and streamline information exchange and support
lifecycle approach to social protection. Open-source systems will need to be compliant with DIT security and
other protocols.
 Submission and administration of benefit claims: Activities here include workflows related to submission of
claims by contributors under social security provisions and automatizing administration of those claims.
 Control and adjudication of benefits: The system should be equipped with fully automated features for the
control of entitlement of contributors to benefits under all branches, and the calculation of benefit levels and
durations based on relevant parameters outlined in legislation and on projects’ and contributors’ real-time
records.
 E-payment Gateway: the system should include at least one gateway that allows registered projects (firms) to
pay accrued financial dues electronically with a technical possibility to integrate with several financial services
providers (banks, E-wallets).
 Complaints and grievances management: This involves designing solutions, workflows, and business
processes to effectively handle social security-related complaints and grievances from workers and employers.
These may include, but are not limited to, issues such as non-payment of social security contributions by workers or employers, errors in recording contributions, inaccuracies in benefit calculations, and challenges in
accessing benefits. The proposed solutions should be compatible and interoperable with electronic case
management system (EMCS) for labour inspection and occupational safety and health, eventually forming an
integrated ECMS.
 Monitoring and reporting: Integrated functionalities that enable automatic report generation across a variety
of data points, with real-time tracking of projects, contributors’ information and status; and customizable
reporting and analytics capabilities. The system should have functions for collecting statistics, data,
information and monthly and annual reports on the entire social security process.
 Record Keeping: The to-be developed solution should securely store and manage projects demographic and
financial records. While archiving of social security files has been undertaken, some gaps remain. A review of
past digitization and archiving to assess consistency will be required and in addition digitization of archives
that are yet to be digitized should be completed.
 Database Management: The solution should provide a robust, secure and scalable database management
system to store and manage client data and information, including.
o Contributor History Management: maintain integrated personal records’ platform for each person
(contributor) covered under SS law.
o Projects’ (firms) and corresponding financials history management: maintain integrated records of
covered contributors at a firm level and corresponding financial transactions.
 Front-End Services: The solution should provide a user-friendly interface for DSS’s concerned staff, projects
and covered workers with efficient and secured accessibility, transactional and information features.
 Reporting management: the system should produce periodic reports of key financial and registration
indicators including active and in active firms and insured population, average insurable wage, average benefit
payment, total benefit paid, total revenues. Data produced should be disaggregated by age, gender, and
location. Further, the system should have the ability to produce customizable reporting and include analytics
capabilities.
 Digital archiving workflow: develop end-to-end registration related workflows with embedded archiving
features.
3.2 Detailed Scope of Work:
The consultancy firm will be responsible of the design, development, testing, deployment, documentation, handover,
training of new digital solutions, maintenance and follow up for the administration of social security for private-sector
workers by the DSS. The assignment is specific with clear steps to be taken across three phases. The assignment should
be closely coordinated with MoLSA and more specifically SDD. In addition, coordination with DIT will be important and
cooperation with WFP regarding inter-operability with the single registry as well.
3.2.1 Phase 1: Business Process Re-engineering (BPR)
This step will involve fundamentally rethinking and redesigning the DSS’s business processes to achieve significant
improvements in performance, productivity, efficiency, and stakeholders’/beneficiaries’ satisfaction.
The aim of BPR is to eliminate redundancies, streamline workflows, simplify procedures, remove unnecessary
procedures in business processes and automate processes as far as possible. It will also entail identifying and
establishing connections with other business processes withing social protection and active labour market policy
domains. The ultimate goal is to create a leaner, more agile, and more people-centric services that can respond quickly
to changing market conditions and people’s needs and enhance the efficiency, accuracy, and accessibility of social
security services for clients and stakeholders.
The intended activities each resulting in the specific deliverable outlined below of this phase are as follows:
1) Conduct thorough analysis of the current process (as-is): Under the supervision of the ILO Iraq and in cooperation
with the DSS and DIT, all current business processes across all the functionalities outlined in section 2) should be
mapped. Subsequently, the consultancy firm will identify possible shortcomings, limitations on operational
efficiency and bottlenecks in each process.

Propose the envisioned (to-be) business processes through to-be analysis: Incorporating the findings of the
institutional assessment and business process mapping mentioned earlier and based on the analysis and mapping
of AS-IS processes and operating business model, the consultancy firm will develop new a modern and agile
business model across all relevant functionalities. This proposed business model must be approved by ILO Iraq and
the DSS’s management, and agreed upon by the DIT. The emphasis for this should be placed on
a) enhanced interagency harmonization and process interoperability,
b) streamlined processes to reduce time and costs for both DSS, projects and contributors.
c) improved effectiveness
d) accuracy and transparency
e) user-friendliness and intuitive interface for clients
f) security of data storage and management systems
g) automating business processes and financial management as far as is possible within the context.
3) Develop new Standard Operating Procedures (SOPs) and organizational structure: The consultancy firm is
expected to advise on new SOPs for each new/updated business process, as re-envisioned through a to-be analyses.
It is expected that the new SOPs will elaborate on the corresponding roles and functions of the new electronic
system for social security administration. Additionally, the firm should provide recommendations on how DSS’s
organizational structures can be restructured to better align with the new business model. This may include
identifying areas where roles and responsibilities can be segregated more effectively and where additional
capacities are needed across branches. The firm should also assess the human capital competencies required to
support the new business model and provide recommendations accordingly.
4) Propose an enabling legal framework: Incorporating the findings of the institutional assessment, business process
mapping mentioned earlier as well as reflecting the needs of the new business processes, the consultancy firm is
expected to advise on amending all the relevant legal and regulatory rules, bylaws, and instructions to fit and
support the proposed new business model and SOPs. This includes developing revised versions that are tailored to
the new business operating settings.
5) Integrate data security and privacy policies and regulations applicable to the handling and sharing of social
security administrative data in accordance with existing government regulations and highest international
standards into envisioned (to-be) business processes, SOPs and legal and organizational considerations of the new
electronic system for social security administration. Coordination with the DIT is paramount.
6) Conduct system requirements assessment and diagnosis, which includes the following steps:
a) Conduct a thorough analysis of requirements in order to prepare a precise System Requirement Specification
(SRS) for the solutions that will be developed.
b) Develop a plan for the solutions, including a context diagram of the proposed systems, sequence diagram, use
case diagram, and process flow diagram.
c) Provide detailed specifications for hardware, software, and licensing requirements, as well as
recommendations for firewall and other infrastructure setups.
d) Develop data protection protocols and processes.
e) Training strategy, handover strategy, maintenance schedule and follow-up strategy for up to six months after
system deployment.
3.2.2 Phase 2: Digitalization: Development of IT solutions and updates, testing and documentation
Based on the assessment and activities in phase 1, phase 2 will encompass all activities related to the iterative
development and testing of the identified IT solutions and updates. This includes
1. System development including
a. Design and develop the infrastructure and application environment for the IT solutions and updates,
including a database architecture of the new solution with adequate flexibility, scalability and
extensibility features backed by Data Standard Document and Database Architecture;
b. Build the core IT solutions and updates.
c. Design and develop user friendly interface labels at premise and web portal at the staff level and endusers’
fronts.
d. System prototypes.
e. Provide web and mobile capabilities for the system with a homogenous user interface.

Establish data exchange protocols/integration functionality as part of the IT solutions’ and updates’
operating models to ensure interoperability of the systems and provide functionality to exchange
electronic data with other relevant databases/systems, including but not limited to a unified ID
database, public pension system, single registry and job-matching platform. This includes establishing
Email& SMS integration gateways and secured API integration platform between DSS new system and
external systems
g. Develop required security and control mechanisms, including access control and domain rights
(encryption, network security), intrusion detection systems, backup and continuity plans, data
protection and privacy, and audit trails.
2. Testing
a. Undertake system testing, field testing, and user acceptance testing (both with DSS staff and endusers)
based on the first iteration of the solutions;
b. Facilitate iterative prototyping to ensure the final solution addresses the business processes and
requirements;
3. Documentation: Develop and provide full system documentation including but not limited to,
a. System technical documentation covering among others;
 Use cases and use case diagrams
 Detailed hardware and software requirements
 The system database schema
 Application interface requirements
 System prototypes
 Algorithms and protocols
 Functionality of modules
 Quality related documentation and artifacts
b. User’s manual;
c. Technical support manual (includes documentation of source code for support, maintenance and
enhancement)
d. Testing documents (includes test scripts and documentation of results of System Test, Systems
Integration Test, Non-Functional (Performance) Test, User Acceptance Test)
3.2.3 Phase 3: Deployment and handover
This phase includes:
1. Final deployment and system handover: Final deployment and handover as based on the handover strategy
after acceptance/approval of the latest iteration of the systems;
2. Training: Providing hands-on and in the job training to DSS employees on how to use the new systems and
technologies effectively; new business processes; and data security and privacy rules.
3. Post implementation support (warranty and maintenance) for six months after system acceptance, including
implementing a technical support database to track technical support requests
Note: To ensure a smooth transition and effective implementation of the ICT infrastructure and re-engineered
social security business processes as well as to ensure interoperability with other relevant ICT systems and digital
infrastructures, the consulting company will be in continuous coordination with the MoLSA, DSS and DIT. This
coordination will include joint work on reengineering business processes, defining the most suitable architecture,
integrating social security ICT with other existing and expected systems in the KRI, implementing new processes,
addressing any challenges that may arise, and providing ongoing training and coaching to staff.

SECTION 4: DELIVERABLES, TIMEFRAME, PAYMENT SCHEDULE
The following tables outline the proposed timeframe and payment schedule for the project on strengthening the
capacity of the Department of Social Security of the Kurdistan Region of Iraq for Social Security Administration.
4.1 Project Outputs/Deliverables
(i) An inception report detailing workplan with time frame, methodology, scope, the approach that the team
of consultants will use to undertake this assignment.
(ii) Operational report identifying and detailing
1. the As-Is workflows and processes;
2. the To-Be proposed business model;
3. the Software Requirement Specification (SRS);
(iii) A set of new Standard Operation Procedures (SOPs), specifying roles and functions of the new electronic
system, and an updated organizational structure of DSS to support the proposed business model;
(iv) Draft legal set, including on data security and privacy, to perform the new business model and fit the
proposed SOPs and a newly proposed organizational structure, and a set of proposed amendments to
relevant legal and regulatory frameworks, bylaws and other legal rules.
(v) Fully developed back-end engine and implementation; front- end and reporting tool design as per
requirements; and fully functioning public portal for the use of companies and members. All documents to
be produced in English and Kurdish.
(vi) A report identifying required hardware and licenses for both Deployment of the new system on test server
and live server. All documents to be produced in English and Kurdish.
(vii) A set of knowledge transfer tools including 1) three-day training workshops for technicians, administrators
and end-users; 2) User Manual; and 3) video tutorials for all actors. All documents to be produced in English
and Kurdish (Sorani).
(viii) Completion report and comprehensive documentation including API guideline document and APl
dashboard; and source code & database on hard drive. All documents to be produced in English and Kurdish.
(ix) System warranty and maintenance for six calendar months from the date of system acceptance by ILO, DSS
and DIT following deployment.
Note: All documents under this assignment must be produced in English, and Kurdish (Sorani).
4.2 Project Commencement and overall duration:
The assignment is expected to commence in April 2025 and last for 14 months. The consulting company shall
be responsible for planning, preparation, implementation, and reporting within the specified timeframe.
4.3 Extensions:
Extensions to the project timeline will only be permitted with the explicit consent and approval of the ILO. Any
requests for extensions must be submitted in writing and justified with clear reasons.
4.4 Timeline and payments schedule:
The implementation partner will undertake the following deliverables vis-à-vis the below timeline and payment schedule.

Deliverable Timeline/Deadline Payment Percentage
Inception report Month 1 5%
Operational report Month 3 5 %
SOPs and new organizational
structure
Month 4 5%
System Requirement Report Month 4 5%
Legal set and proposals for
amending legal and
regulatory framework
Month 5 5%
System Development and
Implementation (test
environment)
Months 5-6 15%
Review of digitisation and
digitization of remaining
social security archives
Months 5-6 5%
System Implementation
(real- production
environment)
Month 7 30%
Knowledge Transfer Package
including training of staff
Month 8 10%
Completion Report Month 9 10%
Warranty and Maintenance Months 10-14 5%
Note:
1) The specific timeframe and payment percentages/schedule can be adjusted slightly during the contract
signing stage under justified reasons, considering the project’s complexity, scope of work, and the specific
needs of DSS and the ILO.
2) It is important to note that payments will only be released upon confirma on from the client that the
deliverables fully meet the contractual requirements and have been accepted to the client’s sa sfac on

5.1 Required background qualifications, experience and competencies (Mandatory Criterion)
Below are the required experience, expertise and competencies required of the firm and proposed team for the
assignment before the technical proposal is reviewed.
 The Bidder must be a legally registered international or local (Iraqi) company. Bidders are required to
demonstrate their legal capacity by submitting a certificate of incorporation and legal representation, or
equivalent documentation issued by the Chamber of Commerce or a similar authority.
 Bidders must provide a comprehensive company profile that includes:
o Company history
o A list of past and current related projects
o Project completion certificates for the last two years
 A detailed team matrix table must be provided, one (1) Technical Lead/IT Project Manager and the following
experts (the list can be adjusted based on the bidders’ understanding of the assignment): business and
systems analyst, software developers, web developer, quality assurance expert, ICT legal expert, and data
privacy and security expert. This must be defined based on the bidders understanding of the scope of the
assignment.
 The Technical Lead/IT Project Manager must have a minimum of seven (7) years of experience in conceptualizing
and developing IT systems for effective public sector administrative systems and leading transformation, project
management and change management, as demonstrated by work on similar assignments in a context similar to
Iraq.
 Other team member must have a minimum of three (3) years of experience in IT project management, business and
systems analysis, software development, web development, quality assurance, personal data protection and
cybersecurity, data privacy law and other relevant fields as deems essential.
 The team matrix should specify term of engagement (permanent or short-term) of at least the key personnel
and expected duration of their assignment during the project. The consultancy assignment will span a total
of 14 months. Consultants/experts may work intermittently throughout this period, with potential overlaps.
 Bidders are required to have a Technical Lead/IT Project Manager fluent in both English and Kurdis/Sorani to
effectively interact with MoLSA, DSS and DIT staff in the KRI and the ILO team in Iraq and HQ.
 While it is desirable for other technical experts to also be proficient in Kurdish (Sorani/Badini) and English, it
is not a mandatory requirement. However, spoke and written proficiency in Kurdish Sorani and Badini is
required for those team members who would work on developing SOPs, legal analyses and documentation
for MoLSA DSS.
 Alternatively, bidders must make proven arrangements for translation and interpretation services to
facilitate communications with DSS, MoLSA and DIT.
 All communications with the ILO will be in English.

5.2 Technical Proposal
Bidders are requested to explicitly outline and demonstrate how they meet the below requirements in their
technical proposals.
A. Bidders must submit documentary evidence of at least three (3) purchase orders or contracts awarded and
successfully completed within the past five (5) years, demonstrating experience with projects of similar size and
complexity to the services required in this RFP. The evidence should reflect expertise in the following areas:
 Business processes re-engineering for delivering public services, including social protection and/or
social security administration;
 Designing digital enterprise architecture for public service delivery, including social protection;
 Developing and implementing ICT solutions, beneficiaries and social registries, management
information systems and other similar solutions, upgrading ICT systems in social security
administrations;
 Deployment of database systems, deploying digital archiving systems in multi-channel and high dataflow
environment, business processes re-engineering, smooth data migration and systems integration.
B. The consultancy company must have a strong on-site presence in Iraq – Erbil to effectively interact with DSS,
MoLSA, DIT and the ILO.
a. on-site engagement for all project activities, including training /coaching programs. While some tasks
may have remote components such as review and analyses of business processes, SOP development
and review, in-country presence is crucial for effective knowledge sharing and adaptation to the local
context
b. All communications with the ILO should be in English, while communications with DSS, MoLSA and DIT
will be bilingual (English/Kurdish Sorani). Thus, respective arrangements must be made by the service
provider.
c. The consultancy company must have Kurdish-speaking key experts on-site to effectively interact with
DSS, MoLSA and DIT staff.
C. Bidders are required to provide Executive summary (maximum 1 pages) and Project context (maximum 5 pages)
including the topics listed below:
a. Brief overview of the proposal, highlight the key strengths and approaches.
b. Demonstration of extensive knowledge and understanding of social security context in the KRI, existing
social insurance schemes, legal and regulatory aspects;.
c. Demonstration understanding of DSS’s objectives and challenges in administering social security
system and delivering social security benefits, including old-age and disability insurance, work injuries,
unemployment, and maternity insurances;.
d. Proposed approach to addressing the project’s requirements.
D. Bidders are required to provide Methodology and Work Plan. (maximum 10 pages)
E. Team members’ qualifications and experience (maximum 7 pages)
a. The team matrix of a cross-sectoral team should be provided. The proposed team should include one
(1) Technical Lead/IT Project Manager and the following experts (the list can be adjusted based on the
bidders’ understanding of the assignment): business and systems analyst, software developers, web
developer, quality assurance expert, ICT legal expert, and data privacy and security expert. This must
be defined based on the bidders understanding of the scope of the assignment.
b. The Technical Lead/IT Project Manager must have a minimum of seven (7) years of experience in
conceptualising and developing IT systems for effective public sector administrative systems and
leading transformation, project management and change management, as demonstrated by work on
similar assignments in a context similar to Iraq.
c. Other team member must have a minimum of three (3) years of experience in IT project management,
business and systems analysis, software development, web development, quality assurance, personal
data protection and cybersecurity, data privacy law and other relevant fields as deems essential.

5.3 Location of Services and Corresponding Aspects
 The consultancy company must have a strong on-site presence in Iraq – Erbil to effectively
interact with DSS, MoLSA, DIT and the ILO.
 We strongly encourage on-site engagement for all project activities, including training /coaching
programs. While some tasks may have remote components such as review and analyses of
business processes, SOP development and review, in-country presence is crucial for effective
knowledge sharing and adaptation to the local context
 All communications with the ILO should be in English, while communications with DSS, MoLSA
and DIT will be bilingual (English/Kurdish Sorani). Thus, respective arrangements must be made
by the service provider.
 The consultancy company must have Kurdish-speaking key experts on-site to effectively interact with
DSS, MoLSA and DIT staff.

UNGM Link: Business Process Re-engineering, Digital Transformation and IT System Development