Request for Proposal (RFP) for a firm for ‘Implementation and Impact evaluation of FBR’s Transformation Plan under Prime Minister’s Economic Transformation Plan’

1 Brief overview

Revenue Mobilization, Investment and Trade (REMIT) program is a nine-year (2019- 28) technical assistance program funded by the Foreign, Commonwealth & Development Office (FCDO), United Kingdom to support Pakistan in implementing strategic reforms in the realm of economic development, trade, investment and revenue mobilisation. The key outcomes under the program will be contributing towards strengthening the macroeconomic stability and improving conditions for high and sustained growth, mutual prosperity, job creation and poverty reduction in Pakistan. More specifically, REMIT program aims at supporting the Government of Pakistan in the following areas:

In pursuance of this assignment, REMIT is collaborating with the Federal Board of Revenue (FBR) to support structured delivery, embed a data-driver oversight mechanism, and provide independent validation of reform progress. REMIT is extending its support via this assignment to safeguard the continuity and sustainability of FBRs Transformation Plan beyond the lifespan of this technical assistance.

1.1 Task Background

The Government of Pakistan is pursuing an ambitious reform agenda under the Prime Minister’s Economic Transformation Plan, with a central focus on raising the tax-to-GDP ratio through comprehensive reforms in both tax policy and tax administration. To operationalise this vision, Federal Board of Revenue (FBR) has developed a holistic Transformation Plan, progress on which is reviewed by the Prime Minister every week - reflecting the high priority accorded to FBR’s performance.

To ensure effective implementation of this plan and to rigorously evaluate its impact, FCDO’s REMIT programme is seeking to hire the services of a firm to:

• Provide strategic and operational support to FBR’s senior management in overseeing the delivery of the Transformation Plan;
• Strengthen the capacity of the newly established FBR Delivery Unit to sustain this oversight function beyond the tenure of the technical assistance; and
• Help institutionalise systems for monitoring, problem-solving, and reporting on reform progress.

Collectively, these interventions will reinforce delivery discipline, embed systems for evidence-based decision-making, and build institutional capacity within FBR to sustain the reform agenda.

Defining the Problem Statement

Delivery on a complex, cross‑wing Transformation Plan requires a single delivery rhythm, transparent decision tracking, and data‑driven oversight. Current reporting to PM/FM is being carried out through an external consultancy firm engaged by FBR. Its delivery is time‑consuming, variable in format, and lacks a consistent KPI dictionary and source‑of‑truth dashboards. Moreover, FBR’s own Delivery Unit is nascent and requires embedding of routines, templates, and skills to sustain the reform delivery function beyond external TA.

Stakeholders:

The following key stakeholders will be directly involved in the design/delivery or quality assurance of the instant technical assistance:

i. FBR: Among FBR senior leadership, Chairman, Members IR Ops, Member Customs Ops and Member Reforms & Modernization are key sponsor/decision makers for the delivery of TA.

ii. Delivery Unit: Delivery of IR and Customs, each headed by a BS 20 level officer and manned by IRS and Customs officers, will be day‑to‑day counterparts and will also be the eventual owner of routines/tools developed and used during the delivery of TA.

iii. PRAL: Pakistan Revenue Automation Private Limited (PRAL) is wholly government owned IT supplied of FBR and will be key in access to data systems and development and integration of tools used for the delivery of TA.

iv. PMO: Prime Minister Office and the PM Roadmap team will be recipients of updates from the TA delivery firm engaged. PMO also issues directives on the implementation of reform interventions.

v. ASI/REMIT: Core Team of ASI/REMIT is entrusted with the design and extending TA support to FCDO under RPF component.

vi. FCDO: FCDO will carry out funding approval for the TA under RPF and will also perform quality assurance of the delivery of firm/ resources engaged for the instant TA.

1.2 Objectives of the Assignment

Objectives & Expected Outcomes

Overall Objectives: The overarching objective of the activity is to equip FBRs leadership to deliver the Transformation Plan with quality, effectiveness, transparency, and efficiency, as demonstrated through timely milestone achievements, accelerated issue resolutions and the institutional strengthening of the Delivery Unit.

Specific Outcomes: The TA supports working directly with the Chairman’s Office and coordinating across all wings of the FBR, aims to achieve the following outcomes:

i. Operationalization of the oversight & coordination mechanism across all interventions identified in the transformation plan.

ii. Preparation of concise, high‑quality updates to the Prime Minister & Chairman FBR on a routine cycle and tracking of decisions to closure.

iii. Delivery of interventions through structured problem‑solving clinics and adjustment of strategy and work plans based on evidence.

iv. Quantification of reform traction through dashboards and guiding prioritisation.

v. Independent validation of reform progress and institutional impact.

vi. Provision of studies/flags to inform course corrections on sectors, taxpayer segments, or compliance interventions identified in the plan.

vii. A capable Delivery Unit with the requisite playbook/guides for continuity and sustainability.

viii. Ensure close alignment with the Prime Minister’s Road Map team, so that FBR’s progress is consistently reflected in Road Map SLAs

2. Broader Scope of Work

2.1 Oversight & Coordination

• Establish escalation protocols between FBRs Senior Leadership, PMO & FBRs Delivery Unit to ensure clear path of communication and swift resolution of bottlenecks.
• Adopt and improve the design of the delivery mechanism by McKinsey and operationalise a reform delivery mechanism with weekly/fortnightly check-ins, pre‑reads, action logs, and a RACI matrix.
• Create and maintain a milestone tracker aligned to the Transformation Plan with traffic‑light rules and “at‑risk” flags.
• Introduce electronic action logs with audit trails to ensure accountability across wings.
• Facilitate cross‑wing coordination within FBR
• Maintain a live Issue & Decision Log with owners and deadlines.
• Ensure timely data provision to the PM Road Map team and reflection of the same progress in the road maps.

2.2 Performance Monitoring & Reporting

• Develop briefings for PM/Chairman FBR with crisp narrative, visuals, traffic lights, top risks/decisions.
• Compare reform implementation progress against international best practices in tax administration reforms.
• Operate a Decision Tracker to record, delegate, follow‑up, and verify implementation of reform interventions, report slippage and recovery plans.

2.3 Joint Problem‑Solving & Advisory Support

• Run weekly problem‑solving sessions to translate outcomes into owned actions with deadlines.
• Build reform Sensitivity analyses to prepare FBR for external shocks (e.g., political, economic).
• Recommend adjustments in strategy/plan along with scope, sequencing, dependencies with quantified impacts.

2.4 Data Analysis & Impact Assessment

Define logic models/KPIs linking reforms compliance

• revenue outcomes and develop/document a KPI dictionary.
• Where possible, disaggregate results by taxpayer segment, region, or sector to reveal granular impact.
• Build lightweight dashboards (Power BI/Excel) with documented data flows and version control.
• Apply before/after or quasi‑experimental views where feasible, which include assumptions and caveats.

2.5 Targeted Research & Sector Studies

• Deliver notes on priority sectors, taxpayer segments, or compliance interventions.
• Produce short, actionable briefs timed to coincide with PM/FM stocktakes, so findings influence decision-making cycles.

2.6 Capacity Building & Knowledge Transfer

• Create an internal knowledge hub (if feasible a digital library of templates, playbooks, case notes) accessible to future staff.
• Conduct hands‑on trainings by adopting a shadow‑then‑lead model and provide micro‑guides and recorded demos to the Delivery Unit manpower.

3 Resource Requirements

1. Expertise Required from a Firm Team (indicative)

i. Senior Advisors (3 Positions): LOE 8 days per expert for 5 months

Experience (15+ years):

Expertise required:

• In-depth understanding of Pakistan’s tax system, including direct and indirect taxation, revenue mobilization strategies, and fiscal policy design
• Strong knowledge of tax structure, tax administration reforms, compliance frameworks, and enforcement mechanisms within the FBR
• Experience in advising federal-level government institutions on policy formulation, regulatory reforms, and institutional strengthening
• Ability to provide strategic guidance and thought leadership on tax reforms aligned with international best practices
• Proven record of high-level advisory work, preferably with ministries of finance, FBR, or international organizations

ii. Senior Associates (4 Positions) LOE 18 days per expert for 5 months

Experience (Minimum 10 years)

Expertise Required:

• Strong background in tax policy, administration, and fiscal governance at both federal and provincial levels.
• Capability to conduct strategic and technical analysis of tax-related issues, such as revenue forecasting, compliance costs, and sector-specific taxation.
• Experience working with government bodies or donor-funded projects to support policy design, implementation, and monitoring.
• Familiarity with fiscal federalism, intergovernmental coordination, and challenges in provincial taxation.
• Ability to support advisors in developing reform proposals, drafting reports, and providing evidence-based recommendations.

iii. Junior Associates (4 Positions) LOE 18 days per expert for 5 months

Experience: Minimum 6 years of professional experience

Expertise Areas:

• Working knowledge of tax administration processes, revenue mobilization challenges, and data-driven policy analysis
• Experience supporting research and analysis in areas such as taxpayer compliance, digitalization of tax processes, and performance monitoring of FBR initiatives
• Prior exposure to federal or provincial-level assignments related to public finance, taxation, or economic reforms
• Skills in data analysis, report drafting, stakeholder coordination, and preparation of technical briefs
• Ability to work closely with senior team members to support reform initiatives and provide background research for decision-making

The above team will all be named, and time sheets for each named individual will have to be signed and submitted alongside the milestone invoices. The team proposed should be based in Islamabad and will spend the allocated time in FBR.

4 M&E Framework including KPIs

FCDO and ASI team will track whether reform milestones are delivered when promised, comparing planned dates with actual delivery as laid out in the Transformation Plan. Following KPIs will further be used to carry out M & E:

i. Once a decision is taken, the goal is to see it fully closed and acted on within 10 working days or less.

ii. At least 80% of actions agreed in problem-solving or review sessions are completed by their due date.

iii. Leadership routines rely primarily on dashboards for tracking reform progress, risks, and decisions—rather than ad-hoc updates or parallel spreadsheets.

By the end of the TA, the Delivery Unit is able to independently run governance routines and update the dashboards every month without external support.

Sustainability and Exit Strategy/Measures

Within a maximum period of 3 months, a Delivery Unit Playbook will be created and put into use to guide routines and practices. At the close of the assignment, a formal handover checklist will be signed off on to ensure nothing is left incomplete. All tools, templates, and other outputs will be handed over in open, editable formats, with full ownership resting with FBR.

Relevance for inclusion and Climate Change, if any

Each study and KPI narrative will flag inclusion (e.g., impacts by taxpayer segment/digital access) and any climate‑relevant implications where material, consistent with RPF guidance.

Progress Reporting

Weekly PM/FM update pack; bi‑weekly Member working session; monthly consolidated progress to FBR & FCDO with QA notes. Progress reports feed milestone acceptance and invoice approvals

5 Deliverables

Each monthly deliverable will consist of a comprehensive Support and Progress Report on tasks performed for implementation of FBR’s Transformation Plan. This will include continuous advisory support to the Chairman FBR and Members FBR and updates on progress in priority support areas. The monthly report will also cover routine tasks, namely:

• Prime Minister’s Stocktakes
• Chairman FBR’s Transformation Interventions Reviews
• Chairman’s Reviews with Field Formations on Revenue Targets
• Support to the Delivery Unit

Alongside these regular functions, each month’s deliverable will highlight a specific reform milestone or thematic focus, ensuring that progress is documented with clear evidence such as different versions of reports, session record notes, letters of satisfaction from the Chairman FBR, roadmap presentation and reports, and acknowledgements.

Duration

The technical assistance is expected to run for a period of 05 months, starting in November 2025. The assignment will be delivered on a milestone basis, with payments linked to the achievement and acceptance of agreed outputs.

6 Requisite Qualifications & Experience

6.1 Mandatory qualifications

• The prospective bidding firms must have at least 15 years’ post incorporation experience of delivering similar assignments in public sector and preferably for revenue administration.
• The senior advisors quoted by the prospective firms must have at least 15 years of work experience in finance, tax & customs administrations in Pakistan or abroad and must also have requisite qualifications and other experience as mentioned in the resource requirements section above.
• Proposed team must be based in Islamabad and spend allocated time at FBR.
• All team members must be named in the proposal and their CVs must be attached with the proposal.
• Firm must disclose any government ownership or subcontracting arrangements.
• The firms are not debarred by FCDO, World Bank, ADB, EU, PPRA. There is no material litigation that may impair performance.

7 Instructions to Bidders

• Bidders should examine all Instructions, Terms and Conditions as given in the RFP.
• Failure to furnish information required in the RFP or submission of Bids not substantially responsive or viable in every respect will be at the Bidder’s risk and may result in rejection of the bids.
• Bidders should strictly submit the Bid as specified in the RFP, failing which the bids will be held as non-responsive and will be rejected.
• Bidders should participate in the following schedule of procurement milestones (physically or online)

The final Bids shall compromise a single package containing two folders:

Bidders should send soft copies of the Technical and Financial Proposal to the following address:

Soft copies to be sent to: recruitment.remit@adamsmithinternational.com

Proposal Weightings

Prospective firms must be legally registered under the laws of the country in which they are organized and possess all licenses, permits and government approvals necessary for performance of the work.

7.1 Proposal Terms

1.1 Prospective Firms’ Understanding of the Solicitation

Prospective contractors are responsible for understanding the solicitation in its entirety and each of its elements and should make inquiries to ASI as necessary to ensure such understanding. ASI reserves the right to disqualify any prospective vendor that it determines, at its sole discretion, does not understand the solicitation or any of its elements. Such disqualification shall be at no fault, cost, or liability whatsoever to ASI.

7.2 Information from ASI

All information provided by ASI in this solicitation is subject to change at any time. ASI makes no certification as to the accuracy of any item and is not responsible or liable for any use of or reliance on the information or for any claims asserted therefrom.

7.3 Communication

All communications related to the RFP must be in writing to the above-mentioned point of contact. Verbal communication shall not be effective unless formally confirmed in writing by the procurement official listed in a sealed envelope to our designated location in Lahore.

1.3.1 Formal Communications shall include, but are not limited to the following:

• Questions concerning this solicitation must be submitted in writing to the contact person mentioned above.
• Errors and omissions in this solicitation, as well as enhancements. Prospective firms should notify ASI of any discrepancies, errors, or omissions that may exist within this solicitation. Prospective vendors should recommend to ASI any enhancements to the work described in the solicitation which might be in ASI’ best interests.
• Inquiries about technical interpretations must be directly asked from contact person (Alexander Harris).

1.3.2 Addenda: ASI will make a good-faith effort to provide a written response to the questions or requests for clarifications in the form of written responses or addenda in accordance with the procedures.

1.3.3 Posting Online: Copy of this solicitation, will be available online at: www.BrightSpyre.com.

1.2 Non-Disclosure Agreement

The prospective firms shall be required to enter into a non-disclosure agreement after award.

7.4 No Collusion

Collusion is strictly prohibited. Collusion is defined as an agreement or compact, written or oral, between two or more parties with the goal of limiting fair and open competition by deceiving, misleading, or defrauding a third party.

7.5 Companies Owned or Controlled by Government

The prospective vendor must disclose in writing with its Response if a government, its agents, or agencies, have an ownership or managerial interest in the company. Failure to disclose government ownership of managerial interest in the company will result in the prospective contractor’s offer being removed from consideration.

7.6 Subcontracting

The prospective contractor must disclose in writing with its Response any subcontracting that will take place under an award. Failure to disclose subcontracting relationships will result in the prospective contractor’s offer being removed from consideration. (if permitted by the solicitation)

7.7 Costs

The solicitation does not oblige ASI to pay for any costs, of any kind whatsoever, which may be incurred by a prospective contractor/vendor or third parties, in connection with the Response.

7.8 Intellectual Property

Prospective vendors may not use any intellectual property of ASI including, but not limited to, all logos, trademarks, or trade names of ASI, at any time without the prior written approval of ASI.

7.9 Prospective Contractors’ Responses

All accepted Responses shall become the property of ASI and will not be returned.

7.10 Partial Awarding

ASI reserves the right to accept all or part of the Response when awarding a contract.

7.11 No Liability

ASI reserves the right to accept or reject any Response or to stop the procurement process at any time, without assigning any reason or liability. ASI shall not be liable to any prospective contractor, person, or entity for any losses, expenses, costs, claims, or damages of any kind.