STANDARD PROCUREMENT DOCUMENTS
Standard Request for Proposals
Selection of National Planning, Design and Supervision Consultant
The Islamic Development Bank
February 2017
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Master Document for Selection of Consultants – Harmonized SRFP
Foreword
1. This Standard Request for Proposals (“SRFP”) has been prepared by the Islamic Development Bank (“Bank”) and is based on the Master Procurement Document for Selection of Consultants (“Master Document”), published in October 2011. The Master Document was prepared by participating Multilateral Development Banks (“MDBs”) and reflects what are considered “best practices”.
2. This SRFP follows the structure and the provisions of the Master Document, except where specific considerations within the respective institutions have required a change.
3. The text shown in Italics is “Notes to the Client”. It provides guidance to the entity in preparing a specific RFP. “Notes to the Client” should be deleted from the final RFP issued to the shortlisted Consultants.
4. This SRFP can be used with different selection methods described in “Guidelines for the Use of Consultants under Islamic Development Bank Financing”, including Quality- and Cost-Based Selection (“QCBS”), Quality-Based Selection (“QBS”), Selection under a Fixed Budget (“FBS”), and Least-Cost Selection (“LCS”). When mandating the use of this SRFP on the implementing agency, however, primary consideration should be given to the complexity and value of the assignment.
5. The use of this SRFP is not required for selections conducted under commercial practice, selection of individual consultants, and in the case of entering into an agreement with a UN agency in a format approved by the Bank. For Selection Based on Consultant’s Qualifications (“CQS”) or assignments under any selection method costing less than ID 100,000 equivalent (1 Islamic Dinar, ID = 1 Special Drawing Rights, SDR) relevant elements of this SRFP may be used and further simplified for the purpose of a particular assignment. This SRFP is for use by Beneficiaries only and shall not be used for selection of consultants under contracts signed between consultants and the Bank.
6. Before preparing a Request for Proposals (RFP) for a specific assignment, the user must be familiar with “Guidelines for the Use of Consultants under Islamic Development Bank Financing” and must have chosen an appropriate method and the appropriate contract form. The SRFP includes two standard forms of contract: one for time-based assignments and the other for lump-sum assignments. The prefaces to these two contracts indicate the circumstances in which their use is most appropriate.
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Master Document for Selection of Consultants – Harmonized SRFP
7. Those wishing to submit comments or questions on these documents or to obtain additional information on procurement under Islamic Development Bank-financed projects are encouraged to contact:
Project Procurement Division (PPR) Operations Policy and Services Department (OPSD) The Islamic Development Bank P.O. Box 5925, Jeddah 21432 Kingdom of Saudi Arabia [email protected] www.isdb.org
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Master Document for Selection of Consultants – Harmonized SRFP
SUMMARY DESCRIPTION
STANDARD REQUEST FOR PROPOSALS
PART I – SELECTION PROCEDURES AND REQUIREMENTS
Section 1: Letter of Invitation (LOI)
This Section is a template of a letter from the Client addressed to a shortlisted consulting firm inviting it to submit a proposal for a consulting assignment. The LOI includes a list of all shortlisted firms to whom similar letters of invitation are sent, and a reference to the selection method and applicable guidelines or policies of the financing institution that govern the selection and award process.
Section 2: Instructions to Consultants and Data Sheet
This Section consists of two parts: “Instructions to Consultants” and “Data Sheet”. “Instructions to Consultants” contains provisions that are to be used without modifications. “Data Sheet” contains information specific to each selection and corresponds to the clauses in “Instructions to Consultants” that call for selection-specific information to be added. This Section provides information to help shortlisted consultants prepare their proposals. Information is also provided on the submission, opening and evaluation of proposals, contract negotiation and award of contract. Information in the Data Sheet indicates whether a Full Technical Proposal (FTP) or a Simplified Technical Proposal (STP) shall be used.
Section 3: Technical Proposal – Standard Forms
This Section includes the forms for FTP and STP that are to be completed by the shortlisted consultants and submitted in accordance with the requirements of Section 2.
Section 4: Financial Proposal – Standard Forms
This Section includes the financial forms that are to be completed by the shortlisted consultants, including the consultant’s costing of its technical proposal, which are to be submitted in accordance with the requirements of Section 2.
Section 5: Eligible Countries
This Section contains information regarding eligible countries.
Section 6: Bank’s Policy – Corrupt and Fraudulent Practices
This Section provides shortlisted consultants with the reference to the Bank’s policy in regard to corrupt and fraudulent practices applicable to the selection process. This Section is also incorporated in the standard forms of contract (Section 8) as Attachment 1.
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Master Document for Selection of Consultants – Harmonized SRFP
Section 7: Terms of Reference (TORs)
This Section describes the scope of services, objectives, goals, specific tasks required to implement the assignment, and relevant background information; provides details on the required qualifications of the key experts; and lists the expected deliverables. This Section shall not be used to over-write provisions in Section 2.
PART II – CONDITIONS OF CONTRACT AND CONTRACT FORMS
Section 8: Standard Forms of Contract
This Section includes two types of standard contract forms for large or complex assignments: a Time-Based Contract and a Lump-Sum Contract. Each type includes General Conditions of Contract (“GCC”) that shall not be modified, and Special Conditions of Contract (“SCC”). The SCC include clauses specific to each contract to supplement the General Conditions.
Each standard form of contract incorporates “Bank’s Policy – Corrupt and Fraudulent Practices” (Section 6 of Part I) in a form of Attachment 1.
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Master Document for Selection of Consultants – Harmonized SRFP
SELECTION OF CONSULTANTS
REQUEST FOR PROPOSALS
RFP No.: NaCSA/GIETRENK/SER- 1/01/16
Selection of Consulting Services for: National Planning, Design and Supervision
Client: National Commission for Social Action (NaCSA)
Country: Sierra Leone
Project: GETRENK: Sierra Leone Community Driven Development Phase II
Financing No.: SL- OO84-85
Issued on: 8TH February 2017
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Master Document for Selection of Consultants – Harmonized SRFP
Preface
This Request for Proposals (“RFP”) has been prepared by [insert name of the implementing or executing agency] and is based on the Standard Request for Proposals (“SRFP”) issued by the Islamic Development Bank (“the Bank”), dated April 2015
The SRFP reflects the structure and the provisions of the Master Procurement Document for Selection of Consultants (“Master Document”) prepared by participating Multilateral Development Banks (MDBs), except where specific considerations within the respective institutions have required a change.
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Master Document for Selection of Consultants – Harmonized SRFP
TABLE OF CLAUSES
PART I – SELECTION PROCEDURES AND REQUIREMENTS ...... 1 Section 1. Letter of Invitation ...... Error! Bookmark not defined. Section 2. Instructions to Consultants and Data Sheet ...... 3 A. General Provisions ...... 4 1. Definitions ...... 4 2. Introduction ...... 6 3. Conflict of Interest ...... 6 4. Unfair Competitive Advantage ...... 7 5. Corrupt and Fraudulent Practices ...... 8 6. Eligibility ...... 8 B. Preparation of Proposals ...... 9 7. General Considerations ...... 9 8. Cost of Preparation of Proposal ...... 9 9. Language ...... 9 10. Documents Comprising the Proposal ...... 9 11. Only One Proposal ...... 9 12. Proposal Validity ...... 10 13. Clarification and Amendment of RFP ...... 11 14. Preparation of Proposals – Specific Considerations ...... 11 15. Technical Proposal Format and Content ...... 12 16. Financial Proposal ...... 12 C. Submission, Opening and Evaluation ...... 13 17. Submission, Sealing, and Marking of Proposals ...... 13 18. Confidentiality ...... 14 19. Opening of Technical Proposals ...... 14 20. Proposals Evaluation ...... 15 21. Evaluation of Technical Proposals ...... 15 22. Financial Proposals for QBS ...... 15 23. Public Opening of Financial Proposals (for QCBS, FBS, and LCS methods) ...... 15 24. Correction of Errors ...... 16 25. Taxes ...... 17 26. Conversion to Single Currency ...... 17 27. Combined Quality and Cost Evaluation ...... 17 D. Negotiations and Award ...... 17 28. Negotiations ...... 17 29. Conclusion of Negotiations ...... 18 30. Award of Contract ...... 18 E. Data Sheet ...... 20 Section 3. Technical Proposal – Standard Forms ...... 31 1. Checklist of Required Forms ...... 31 2. Form TECH-1: Technical Proposal Submission Form ...... 32 vii | Page
Master Document for Selection of Consultants – Harmonized SRFP
3. Form TECH-2 (FTP): Consultant’s Organization and Experience ...... 34 4. Form TECH-3 (FTP): Comments and Suggestions on Terms of Reference, Counterpart Staff, and Facilities to be Provided by Client ...... 36 5. Form TECH-4 (FTP): Description of Approach, Methodology, and Work Plan in Responding to the Terms of Reference ...... 37 6. Form TECH-4 (STP): Description of Approach, Methodology, and Work Plan in Responding to the Terms of Reference ...... 38 7. Form TECH-5 (FTP/STP): Work Schedule and Planning for Deliverables ...... 39 8. Form TECH-6 (FTP/STP): Team Composition, Assignment, and Key Experts’ Time Input; and CV Form ...... 40 Section 4. Financial Proposal - Standard Forms ...... 45 Section 5. Eligible Countries ...... 51 Section 6. Bank Policy – Corrupt and Fraudulent Practices ...... 53 Section 7. Terms of Reference ...... 55
PART II – CONDITIONS OF CONTRACT AND CONTRACT FORMS ...... 55 Section 8. Conditions of Contract and Contract Forms ...... 214 1. Time-Based Form of Contract ...... Error! Bookmark not defined. 2. Lump-Sum Form of Contract ...... Error! Bookmark not defined.
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Section 1. Letter of Invitation
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Section 2. Instructions to Consultants
Section 2. Instructions to Consultants and Data Sheet
[“Notes to the Client”: this Section 2 - Instructions to Consultants shall not be modified. Any necessary changes, acceptable to the Bank, to address specific country and project issues, to supplement, but not over- write, the provisions of the Instructions to Consultants (ITC), shall be introduced through the Data Sheet only. “Notes to the Client” should be deleted from the final RFP issued to the shortlisted Consultants].
A. General Provisions
1. Definitions (a) “Affiliate(s)” means an individual or an entity that directly or indirectly controls, is controlled by, or is under common control with the Consultant. (b) “Applicable Guidelines” means the policies of the Islamic Development Bank governing the selection and Contract award process as set forth in this RFP. (c) “Applicable Law” means the laws and any other instruments having the force of law in the Client’s country, or in such other country as may be specified in the Data Sheet, as they may be issued and in force from time to time. (d) “Bank” means the Islamic Development Bank. (e) “Beneficiary” means the Government, Government agency or other entity that signs the financing agreement with the Bank. (f) “Client” means the executing agency that signs the Contract for the Services with the selected Consultant. (g) “Consultant” means a legally-established professional consulting firm or an entity that may provide or provides the Services to the Client under the Contract. (h) “Contract” means a legally binding written agreement signed between the Client and the Consultant and includes all the attached documents listed in its Clause 1 (the General Conditions of Contract (GCC), the Special Conditions of Contract (SCC), and the Appendices). (i) “Data Sheet” means an integral part of the Instructions to Consultants (ITC) Section 2 that is used to reflect specific country and assignment conditions to supplement, but not to over-write, the provisions of the ITC. (j) “Day” means a calendar day. (k) “Experts” means, collectively, Key Experts, Non-Key Experts, or any other personnel of the Consultant, Sub-
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Section 2. Instructions to Consultants
consultant or Joint Venture member(s). (l) “Government” means the government of the Client’s country. (m) “Joint Venture (JV)” means an association with or without a legal personality distinct from that of its members, of more than one Consultant where one member has the authority to conduct all business for and on behalf of any and all the members of the JV, and where the members of the JV are jointly and severally liable to the Client for the performance of the Contract. (n) “Key Expert(s)” means an individual professional whose skills, qualifications, knowledge and experience are critical to the performance of the Services under the Contract and whose CV is taken into account in the technical evaluation of the Consultant’s proposal. (o) “ITC” (this Section 2 of the RFP) means the Instructions to Consultants that provides the shortlisted Consultants with all information needed to prepare their Proposals. (p) “LOI” (this Section 1 of the RFP) means the Letter of Invitation being sent by the Client to the shortlisted Consultants. (q) “Non-Key Expert(s)” means an individual professional provided by the Consultant or its Sub-consultant and who is assigned to perform the Services or any part thereof under the Contract and whose CVs are not evaluated individually. (r) “Proposal” means the Technical Proposal and the Financial Proposal of the Consultant. (s) “RFP” means the Request for Proposals to be prepared by the Client for the selection of Consultants, based on the SRFP. (t) “SRFP” means the Standard Request for Proposals, which must be used by the Client as the basis for the preparation of the RFP. (u) “Services” means the work to be performed by the Consultant pursuant to the Contract. (v) “Sub-consultant” means an entity to whom the Consultant intends to subcontract any part of the Services related to consultant work while remaining responsible to the Client during the performance of the
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Section 2. Instructions to Consultants
Contract. (w) “Sub-contractor” means an entity to whom the Consultant intends to subcontract any part of the Services related to work other than consultant work while remaining responsible to the Client during the performance of the Contract. (x) “TORs” (this Section 7 of the RFP) means the Terms of Reference that explain the objectives, scope of work, activities, and tasks to be performed, respective responsibilities of the Client and the Consultant, and expected results and deliverables of the assignment. 2. Introduction 2.1 The Client named in the Data Sheet intends to select a Consultant from those listed in the Letter of Invitation, in accordance with the method of selection specified in the Data Sheet. 2.2 The shortlisted Consultants are invited to submit a Technical Proposal and a Financial Proposal, or a Technical Proposal only, as specified in the Data Sheet, for consulting services required for the assignment named in the Data Sheet. The Proposal will be the basis for negotiating and ultimately signing the Contract with the selected Consultant. 2.3 The Consultants should familiarize themselves with the local conditions and take them into account in preparing their Proposals, including attending a pre-proposal conference if one is specified in the Data Sheet. Attending any such pre-proposal conference is optional and is at the Consultants’ expense. 2.4 The Client will timely provide, at no cost to the Consultants, the inputs, relevant project data, and reports required for the preparation of the Consultant’s Proposal as specified in the Data Sheet. 3. Conflict of 3.1 The Consultant is required to provide professional, Interest objective, and impartial advice, at all times holding the Client’s interests paramount, strictly avoiding conflicts with other assignments or its own corporate interests, and acting without any consideration for future work. 3.2 The Consultant has an obligation to disclose to the Client any situation of actual or potential conflict that impacts its capacity to serve the best interest of its Client. Failure to disclose such situations may lead to the disqualification of the Consultant or the termination of its Contract and/or sanctions by the Bank. 3.3 Without limitation on the generality of the foregoing, and unless stated otherwise in the Data Sheet, the Consultant
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Section 2. Instructions to Consultants
shall not be hired under the circumstances set forth below: a. Conflicting (i) Conflict between consulting activities and activities procurement of goods, works or non-consulting services: a firm that has been engaged by the Client to provide goods, works, or non-consulting services for a project, or any of its Affiliates, shall be disqualified from providing consulting services resulting from or directly related to those goods, works, or non-consulting services. Conversely, a firm hired to provide consulting services for the preparation or implementation of a project, or any of its Affiliates, shall be disqualified from subsequently providing goods or works or non-consulting services resulting from or directly related to the consulting services for such preparation or implementation. b. Conflicting (ii) Conflict among consulting assignments: a Consultant assignments (including its Experts and Sub-consultants) or any of its Affiliates shall not be hired for any assignment that, by its nature, may be in conflict with another assignment of the Consultant for the same or for another Client. c. Conflicting (iii) Relationship with the Client’s staff: a Consultant relationships (including its Experts and Sub-consultants) that has a close business or family relationship with a professional staff of the Beneficiary or of the executing agency or of a recipient of a part of the financing who are directly or indirectly involved in any part of (i) the preparation of the Terms of Reference for the assignment, (ii) the selection process for the Contract, or (iii) the supervision of the Contract, may not be awarded a Contract, unless the conflict stemming from this relationship has been resolved in a manner acceptable to the Bank throughout the selection process and the execution of the Contract. (iv) Any other types of conflicting relationships as indicated in the Data Sheet. 4. Unfair 4.1 Fairness and transparency in the selection process Competitive require that the Consultants or their Affiliates competing for a Advantage specific assignment do not derive a competitive advantage from having provided consulting services related to the assignment in question. To that end, the Client shall indicate in the Data Sheet and make available to all shortlisted Consultants together with this RFP all information that would in that respect give such Consultant any unfair competitive advantage over competing Consultants.
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Section 2. Instructions to Consultants
5. Corrupt and 5.1 The Bank requires compliance with its policy in regard Fraudulent to corrupt and fraudulent/prohibited practices as set forth in Practices Section 6. 5.2 In further pursuance of this policy, Consultant shall permit and shall cause its sub-consultants and sub-contractors to permit the Bank or its representatives to inspect their accounts and records relating to the performance of the contract and to have them audited by auditors appointed by the Bank. 6. Eligibility 6.1 The Bank permits consultants (individuals and firms, including Joint Ventures and their individual members) from the eligible countries as stated in Section 5 to offer consulting services for Bank-financed projects. 6.2 Furthermore, it is the Consultant’s responsibility to ensure that its Experts, joint venture members, Sub-consultants, agents (declared or not), sub-contractors, service providers, suppliers and/or their employees meet the eligibility requirements as established by the Bank in www.isdb.org. 6.3 As an exception to the foregoing Clauses 6.1 and 6.2 above: a. Sanctions 6.3.1 A firm or an individual sanctioned by the Bank in accordance with the above Clause 5.1 or in accordance with Islamic Development Bank (IDB) Group Integrity Policy shall be ineligible to be awarded a Bank-financed contract, or to benefit from a Bank-financed contract, financially or otherwise, during such period of time as the Bank shall determine. The list of debarred firms and individuals is available at the address specified in the Data Sheet. b. Prohibitions 6.3.2 Firms and individuals of a country or goods manufactured in a country may be ineligible if so indicated in Section 5 (Eligible Countries) and: (a) as a matter of law or official regulations, the Beneficiary’s country prohibits commercial relations with that country, provided that the Bank is satisfied that such exclusion does not preclude effective competition for the provision of Services required. c. Restrictions for 6.3.3. Government-owned enterprises in the Government- Beneficiary’s country may participate only if they can owned establish that they are legally and financially Enterprises autonomous, operate under commercial law, and are not dependent on the budget of the Beneficiary’s Government. As an exception to the above, the government-owned universities and research centers in the Beneficiary’s country, and university professors and
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Section 2. Instructions to Consultants
research staff, may participate if they are critical to the consulting assignment. Such participation will be decided on a case-by-case basis.
d. Restrictions for 6.3.4 Government officials and civil servants may only public employees be hired under consulting contracts, either as individuals or as members of a team of a consulting firm, if they (i) are on leave of absence without pay; (ii) are not being hired by the agency they were working for immediately before going on leave; and (iii) their employment would not create a conflict of interest.
B. Preparation of Proposals
7. General 7.1 In preparing the Proposal, the Consultant is expected to Considerations examine the RFP in detail. Material deficiencies in providing the information requested in the RFP may result in rejection of the Proposal. 8. Cost of 8.1 The Consultant shall bear all costs associated with the Preparation of preparation and submission of its Proposal, and the Client shall Proposal not be responsible or liable for those costs, regardless of the conduct or outcome of the selection process. The Client is not bound to accept any proposal, and reserves the right to annul the selection process at any time prior to Contract award, without thereby incurring any liability to the Consultant. 9. Language 9.1 The Proposal, as well as all correspondence and documents relating to the Proposal exchanged between the Consultant and the Client shall be written in the language(s) specified in the Data Sheet. 10. Documents 10.1 The Proposal shall comprise the documents and forms Comprising the listed in the Data Sheet. Proposal 10.2 If specified in the Data Sheet, the Consultant shall include a statement of an undertaking of the Consultant to observe, in competing for and executing a contract, the Client country’s laws against fraud and corruption (including bribery). 10.3 The Consultant shall furnish information on commissions gratuities and fees, if any, paid or to be paid to agents or any other party relating to this Proposal and, if awarded, Contract execution, as requested in the Financial Proposal submission form (Section 4). 11. Only One 11.1 The Consultant (including the individual members of Proposal any Joint Venture) shall submit only one Proposal, either in its own name or as part of a Joint Venture in another Proposal. If a Consultant, including any Joint Venture member, submits or
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Section 2. Instructions to Consultants
participates in more than one proposal, all such proposals shall be disqualified and rejected. This does not, however, preclude a Sub-consultant, or the Consultant’s staff from participating as Key Experts and Non-Key Experts in more than one Proposal when circumstances justify and if stated in the Data Sheet. 12. Proposal Validity 12.1 The Data Sheet indicates the period during which the Consultant’s Proposal must remain valid after the Proposal submission deadline.
12.2 During this period, the Consultant shall maintain its original Proposal without any change, including the availability of the Key Experts, the proposed rates and the total price.
12.3 If it is established that any Key Expert nominated in the Consultant’s Proposal was not available at the time of Proposal submission or was included in the Proposal without his/her confirmation, such Proposal shall be disqualified and rejected for further evaluation, and may be subject to sanctions in accordance with Clause 5 of this ITC.
a. Extension of 12.4 The Client will make its best effort to complete the Validity Period negotiations within the proposal’s validity period. However, should the need arise, the Client may request, in writing, all Consultants who submitted Proposals prior to the submission deadline to extend the Proposals’ validity.
12.5 If the Consultant agrees to extend the validity of its Proposal, it shall be done without any change in the original Proposal and with the confirmation of the availability of the Key Experts.
12.6 The Consultant has the right to refuse to extend the validity of its Proposal in which case such Proposal will not be further evaluated.
b. Substitution of 12.7 If any of the Key Experts become unavailable for the Key Experts at extended validity period, the Consultant shall provide a written Validity adequate justification and evidence satisfactory to the Client Extension together with the substitution request. In such case, a replacement Key Expert shall have equal or better qualifications and experience than those of the originally proposed Key Expert. The technical evaluation score, however, will remain to be based on the evaluation of the CV of the original Key Expert.
12.8 If the Consultant fails to provide a replacement Key Expert with equal or better qualifications, or if the provided reasons for the replacement or justification are unacceptable to the Client, such Proposal will be rejected with the prior Bank’s
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Section 2. Instructions to Consultants
no objection.
c. Sub- 12.9 The Consultant shall not subcontract the whole of the Contracting Services. 13. Clarification and 13.1 The Consultant may request a clarification of any part Amendment of of the RFP during the period indicated in the Data Sheet before RFP the Proposals’ submission deadline. Any request for clarification must be sent in writing, or by standard electronic means, to the Client’s address indicated in the Data Sheet. The Client will respond in writing, or by standard electronic means, and will send written copies of the response (including an explanation of the query but without identifying its source) to all shortlisted Consultants. Should the Client deem it necessary to amend the RFP as a result of a clarification, it shall do so following the procedure described below: 13.1.1 At any time before the proposal submission deadline, the Client may amend the RFP by issuing an amendment in writing or by standard electronic means. The amendment shall be sent to all shortlisted Consultants and will be binding on them. The shortlisted Consultants shall acknowledge receipt of all amendments in writing. 13.1.2 If the amendment is substantial, the Client may extend the proposal submission deadline to give the shortlisted Consultants reasonable time to take an amendment into account in their Proposals. 13.2 The Consultant may submit a modified Proposal or a modification to any part of it at any time prior to the proposal submission deadline. No modifications to the Technical or Financial Proposal shall be accepted after the deadline. 14. Preparation of 14.1 While preparing the Proposal, the Consultant must give Proposals – particular attention to the following: Specific Considerations 14.1.1 If a shortlisted Consultant considers that it may enhance its expertise for the assignment by associating with other consultants in the form of a Joint Venture or as Sub-consultants, it may do so with either (a) non- shortlisted Consultant(s), or (b) shortlisted Consultants if permitted in the Data Sheet. In all such cases a shortlisted Consultant must obtain the written approval of the Client prior to the submission of the Proposal. When associating with non-shortlisted firms in the form of a joint venture or a sub-consultancy, the shortlisted Consultant shall be a lead member. If shortlisted Consultants associate with each other, any of them can be a lead member.
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Section 2. Instructions to Consultants
14.1.2 The Client may indicate in the Data Sheet the estimated Key Experts’ time input (expressed in person- month) or the Client’s estimated total cost of the assignment, but not both. This estimate is indicative and the Proposal shall be based on the Consultant’s own estimates for the same. 14.1.3 If stated in the Data Sheet, the Consultant shall include in its Proposal at least the same time input (in the same unit as indicated in the Data Sheet) of Key Experts, failing which the Financial Proposal will be adjusted for the purpose of comparison of proposals and decision for award in accordance with the procedure in the Data Sheet. 14.1.4 For assignments under the Fixed-Budget selection method, the estimated Key Experts’ time input is not disclosed. Total available budget, with an indication whether it is inclusive or exclusive of taxes, is given in the Data Sheet, and the Financial Proposal shall not exceed this budget. 15. Technical 15.1 The Technical Proposal shall not include any financial Proposal Format information. A Technical Proposal containing material financial and Content information shall be declared non-responsive. 15.1.1 Consultant shall not propose alternative Key Experts. Only one CV shall be submitted for each Key Expert position. Failure to comply with this requirement will make the Proposal non-responsive. 15.2 Depending on the nature of the assignment, the Consultant is required to submit a Full Technical Proposal (FTP), or a Simplified Technical Proposal (STP) as indicated in the Data Sheet and using the Standard Forms provided in Section 3 of the RFP. 16. Financial 16.1 The Financial Proposal shall be prepared using the Proposal Standard Forms provided in Section 4 of the RFP. It shall list all costs associated with the assignment, including (a) remuneration for Key Experts and Non-Key Experts, (b) reimbursable expenses indicated in the Data Sheet. a. Price 16.2 For assignments with a duration exceeding 12 months, Adjustment a price adjustment provision for foreign and/or local inflation for remuneration rates applies if so stated in the Data Sheet. b. Taxes 16.3 The Consultant and its Sub-consultants and Experts are responsible for meeting all tax liabilities arising out of the Contract unless stated otherwise in the Data Sheet. Information on taxes in the Client’s country is provided in the Data Sheet.
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Section 2. Instructions to Consultants
c. Currency of 16.4 The Consultant may express the price for its Services in Proposal the currency or currencies as stated in the Data Sheet. If indicated in the Data Sheet, the portion of the price representing local cost shall be stated in the national currency. d. Currency of 16.5 Payment under the Contract shall be made in the Payment currency or currencies in which the payment is requested in the Proposal.
C. Submission, Opening and Evaluation
17. Submission, 17.1 The Consultant shall submit a signed and complete Sealing, and Proposal comprising the documents and forms in accordance Marking of with Clause 10 (Documents Comprising Proposal). The Proposals submission can be done by mail or by hand. 17.2 An authorized representative of the Consultant shall sign the original submission letters in the required format for both the Technical Proposal and, if applicable, the Financial Proposals and shall initial all pages of both. The authorization shall be in the form of a written power of attorney attached to the Technical Proposal.
17.2.1 A Proposal submitted by a Joint Venture shall be signed by all members so as to be legally binding on all members, or by an authorized representative who has a written power of attorney signed by each member’s authorized representative.
17.3 Any modifications, revisions, interlineations, erasures, or overwriting shall be valid only if they are signed or initialed by the person signing the Proposal.
17.4 The signed Proposal shall be marked “ORIGINAL”, and its copies marked “COPY” as appropriate. The number of copies is indicated in the Data Sheet. All copies shall be made from the signed original. If there are discrepancies between the original and the copies, the original shall prevail.
17.5 The original and all the copies of the Technical Proposal shall be placed inside of a sealed envelope clearly marked “TECHNICAL PROPOSAL”, “[National Planning Design and Supervision]“, reference number, name and address of the Consultant, and with a warning “DO NOT OPEN UNTIL[ TH WEDNESDAY, 10 MAY 2017, 2:00 LOCAL TIME THE DATE AND THE TIME OF THE TECHNICAL PROPOSAL SUBMISSION DEADLINE].”
17.6 Similarly, the original Financial Proposal (if required for the applicable selection method) shall be placed inside of a sealed envelope clearly marked “FINANCIAL PROPOSAL”
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Section 2. Instructions to Consultants
followed by the name of the assignment, reference number, name and address of the Consultant, and with a warning “DO NOT OPEN WITH THE TECHNICAL PROPOSAL.”
17.7 The sealed envelopes containing the Technical and Financial Proposals shall be placed into one outer envelope and sealed. This outer envelope shall bear the submission address, RFP reference number, the name of the assignment, Consultant’s name and the address, and shall be clearly marked TH “DO NOT OPEN BEFORE WEDNESDAY, 10 MAY 2017, 2:00 LOCAL TIME ”.
17.8 If the envelopes and packages with the Proposal are not sealed and marked as required, the Client will assume no responsibility for the misplacement, loss, or premature opening of the Proposal. 17.9 The Proposal or its modifications must be sent to the address indicated in the Data Sheet and received by the Client no later than the deadline indicated in the Data Sheet, or any extension to this deadline. Any Proposal or its modification received by the Client after the deadline shall be declared late and rejected, and promptly returned unopened. 18. Confidentiality 18.1 From the time the Proposals are opened to the time the Contract is awarded, the Consultant should not contact the Client on any matter related to its Technical and/or Financial Proposal. Information relating to the evaluation of Proposals and award recommendations shall not be disclosed to the Consultants who submitted the Proposals or to any other party not officially concerned with the process, until the publication of the Contract award information. 18.2 Any attempt by shortlisted Consultants or anyone on behalf of the Consultant to influence improperly the Client in the evaluation of the Proposals or Contract award decisions may result in the rejection of its Proposal, and may be subject to the application of prevailing Bank’s sanctions procedures. 18.3 Notwithstanding the above provisions, from the time of the Proposals’ opening to the time of Contract award publication, if a Consultant wishes to contact the Client or the Bank on any matter related to the selection process, it should do so only in writing. 19. Opening of 19.1 The Client’s evaluation committee shall conduct the Technical opening of the Technical Proposals in the presence of the Proposals shortlisted Consultants’ authorized representatives who choose to attend in person. The opening date, time and the address are stated in the Data Sheet. The envelopes with the Financial Proposal shall remain sealed and shall be securely stored with a reputable public auditor or independent authority until they are
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Section 2. Instructions to Consultants
opened in accordance with Clause 23 of the ITC. 19.2 At the opening of the Technical Proposals the following shall be read out: (i) the name and the country of the Consultant or, in case of a Joint Venture, the name of the Joint Venture, the name of the lead member and the names and the countries of all members; (ii) the presence or absence of a duly sealed envelope with the Financial Proposal; (iii) any modifications to the Proposal submitted prior to proposal submission deadline; and (iv) any other information deemed appropriate or as indicated in the Data Sheet. 20. Proposals 20.1 Subject to provision of Clause 15.1 of the ITC, the Evaluation evaluators of the Technical Proposals shall have no access to the Financial Proposals until the technical evaluation is concluded and the Bank issues its “no objection”, if applicable. 20.2 The Consultant is not permitted to alter or modify its Proposal in any way after the proposal submission deadline except as permitted under Clause 12.7 of this ITC. While evaluating the Proposals, the Client will conduct the evaluation solely on the basis of the submitted Technical and Financial Proposals. 21. Evaluation of 21.1 The Client’s evaluation committee shall evaluate the Technical Technical Proposals on the basis of their responsiveness to the Proposals Terms of Reference and the RFP, applying the evaluation criteria, sub-criteria, and point system specified in the Data Sheet. Each responsive Proposal will be given a technical score. A Proposal shall be rejected at this stage if it does not respond to important aspects of the RFP or if it fails to achieve the minimum technical score indicated in the Data Sheet. 22. Financial 22.1 Following the ranking of the Technical Proposals, when Proposals for the selection is based on quality only (QBS), the top-ranked QBS Consultant is invited to negotiate the Contract. 22.2 If Financial Proposals were invited together with the Technical Proposals, only the Financial Proposal of the technically top-ranked Consultant is opened by the Client’s evaluation committee. All other Financial Proposals are returned unopened after the Contract negotiations are successfully concluded and the Contract is signed. 23. Public Opening of 23.1 After the technical evaluation is completed and the Financial Bank has issued its no objection (if applicable), the Client shall Proposals (for notify those Consultants whose Proposals were considered non- QCBS, FBS, and responsive to the RFP and TOR or did not meet the minimum LCS methods) qualifying technical score (and shall provide information relating to the Consultant’s overall technical score, as well as scores obtained for each criterion and sub-criterion) that their Financial Proposals will be returned unopened after completing
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Section 2. Instructions to Consultants
the selection process and Contract signing. The Client shall simultaneously notify in writing those Consultants that have achieved the minimum overall technical score and inform them of the date, time and location for the opening of the Financial Proposals. The opening date should allow the Consultants sufficient time to make arrangements for attending the opening. The Consultant’s attendance at the opening of the Financial Proposals in person is optional and is at the Consultant’s choice. 23.2 The Financial Proposals shall be opened by the Client’s evaluation committee in the presence of the representatives of those Consultants whose proposals have passed the minimum technical score. At the opening, the names of the Consultants, and the overall technical scores, including the break-down by criterion, shall be read aloud. The Financial Proposals will then be inspected to confirm that they have remained sealed and unopened. These Financial Proposals shall be then opened, and the total prices read aloud and recorded. Copies of the record shall be sent to all Consultants who submitted Proposals and to the Bank. 24. Correction of 24.1 Activities and items described in the Technical Proposal Errors but not priced in the Financial Proposal, shall be assumed to be included in the prices of other activities or items, and no corrections are made to the Financial Proposal. a. Time-Based 24.1.1 If a Time-Based contract form is included in the Contracts RFP, the Client’s evaluation committee will (a) correct any computational or arithmetical errors, and (b) adjust the prices if they fail to reflect all inputs included for the respective activities or items in the Technical Proposal. In case of discrepancy between (i) a partial amount (sub- total) and the total amount, or (ii) between the amount derived by multiplication of unit price with quantity and the total price, or (iii) between words and figures, the former will prevail. In case of discrepancy between the Technical and Financial Proposals in indicating quantities of input, the Technical Proposal prevails and the Client’s evaluation committee shall correct the quantification indicated in the Financial Proposal so as to make it consistent with that indicated in the Technical Proposal, apply the relevant unit price included in the Financial Proposal to the corrected quantity, and correct the total Proposal cost. b. Lump-Sum 24.2 If a Lump-Sum contract form is included in the RFP, the Contracts Consultant is deemed to have included all prices in the Financial Proposal, so neither arithmetical corrections nor price adjustments shall be made. The total price, net of taxes understood as per Clause ITC 25 below, specified in the
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Section 2. Instructions to Consultants
Financial Proposal (Form FIN-1) shall be considered as the offered price. 25. Taxes 25.1 The Client’s evaluation of the Consultant’s Financial Proposal shall exclude taxes and duties in the Client’s country in accordance with the instructions in the Data Sheet. 26. Conversion to 26.1 For the evaluation purposes, prices shall be converted to Single Currency a single currency using the selling rates of exchange, source and date indicated in the Data Sheet. 27. Combined Quality and Cost Evaluation a. Quality- and 27.1 In the case of QCBS, the total score is calculated by Cost-Based weighting the technical and financial scores and adding them as Selection (QCBS) per the formula and instructions in the Data Sheet. The Consultant achieving the highest combined technical and financial score will be invited for negotiations. b. Fixed-Budget 27.2 In the case of FBS, those Proposals that exceed the Selection (FBS) budget indicated in Clause 14.1.4 of the Data Sheet shall be rejected. 27.3 The Client will select the Consultant that submitted the highest-ranked Technical Proposal that does not exceed the budget indicated in the RFP, and invite such Consultant to negotiate the Contract. c. Least-Cost 27.4 In the case of Least-Cost Selection (LCS), the Client Selection will select the Consultant with the lowest evaluated total price among those consultants that achieved the minimum technical score, and invite such Consultant to negotiate the Contract.
D. Negotiations and Award
28. Negotiations 28.1 The negotiations will be held at the date and address indicated in the Data Sheet with the Consultant’s representative(s) who must have written power of attorney to negotiate and sign a Contract on behalf of the Consultant. 28.2 The Client shall prepare minutes of negotiations that are signed by the Client and the Consultant’s authorized representative. a. Availability of 28.3 The invited Consultant shall confirm the availability of Key Experts all Key Experts included in the Proposal as a pre-requisite to the negotiations, or, if applicable, a replacement in accordance with Clause 12 of the ITC. Failure to confirm the Key Experts’ availability may result in the rejection of the Consultant’s Proposal and the Client proceeding to negotiate the Contract
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Section 2. Instructions to Consultants
with the next-ranked Consultant. 28.4 Notwithstanding the above, the substitution of Key Experts at the negotiations may be considered if due solely to circumstances outside the reasonable control of and not foreseeable by the Consultant, including but not limited to death or medical incapacity. In such case, the Consultant shall offer a substitute Key Expert within the period of time specified in the letter of invitation to negotiate the Contract, who shall have equivalent or better qualifications and experience than the original candidate. b. Technical 28.5 The negotiations include discussions of the Terms of negotiations Reference (TORs), the proposed methodology, the Client’s inputs, the special conditions of the Contract, and finalizing the “Description of Services” part of the Contract. These discussions shall not substantially alter the original scope of services under the TOR or the terms of the contract, lest the quality of the final product, its price, or the relevance of the initial evaluation be affected. c. Financial 28.6 The negotiations include the clarification of the negotiations Consultant’s tax liability in the Client’s country and how it should be reflected in the Contract. 28.7 If the selection method included cost as a factor in the evaluation, the total price stated in the Financial Proposal for a Lump-Sum contract shall not be negotiated. 28.8 In the case of a Time-Based contract, unit rates negotiations shall not take place, except when the offered Key Experts and Non-Key Experts’ remuneration rates are much higher than the typically charged rates by consultants in similar contracts. In such case, the Client may ask for clarifications and, if the fees are very high, ask to change the rates after consultation with the Bank. 29. Conclusion of 29.1 The negotiations are concluded with a review of the Negotiations finalized draft Contract, which then shall be initialed by the Client and the Consultant’s authorized representative. 29.2 If the negotiations fail, the Client shall inform the Consultant in writing of all pending issues and disagreements and provide a final opportunity to the Consultant to respond. If disagreement persists, the Client shall terminate the negotiations informing the Consultant of the reasons for doing so. After having obtained the Bank’s no objection, the Client will invite the next-ranked Consultant to negotiate a Contract. Once the Client commences negotiations with the next-ranked Consultant, the Client shall not reopen the earlier negotiations. 30. Award of 30.1 After completing the negotiations the Client shall obtain
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Section 2. Instructions to Consultants
Contract the Bank’s no objection to the negotiated draft Contract, if applicable; sign the Contract; publish the award information as per the instructions in the Data Sheet; and promptly notify the other shortlisted Consultants. 30.2 The Consultant is expected to commence the assignment on the date and at the location specified in the Data Sheet.
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Section 2. Instructions to Consultants
Instructions to Consultants
E. Data Sheet
[“Notes to Client” shown in brackets throughout the text are provided for guidance to prepare the Data Sheet; they should be deleted from the final RFP to be sent to the shortlisted Consultants]
A. General ITC Clause Reference
1 (c) N/A
2.1 Name of the Client: National Commission for Social Action (NaCSA) acting for and on behalf of the Islamic Development Bank.
Method of selection: Quality and Cost-Base (QCBS) as per
Applicable Guidelines: Guidelines for the Use of Consultants under Islamic Development Bank Financing dated (May 2009, amended February 2012) available on www.isdb.org
2.2 Financial Proposal to be submitted together with Technical Proposal: Yes The name of the assignment is: Consultancy Services for National Planning. Design and Supervision.
2.3 A pre-proposal conference will be held: Yes Date of pre-proposal conference: 31ST March , 2017 Time: 1:00 p.m. local time Address: Conference Room (Room No. 7F5) NaCSA House: 14-16 Charlotte Street, Freetown, Sierra Leone Telephone: +232 79 170788 E-mail: [email protected] Contact person/conference coordinator: Alpha Sankoh, Senior Director of Programmes, 7th Floor, NaCSA House ______
2.4 The Client will provide the following inputs, project data, reports, etc. to facilitate the preparation of the Proposals: • The Project Appraisal Document (PAD) /Narrative • Draft Project Implementation / Operation Manual • Participatory Rural Appraisal (PRA) Report • Draft ToRs for SAG Formulation and Modular Training, Value-Chain and Business Development. Islamic Microfinance Capacity Building, Financial Management and Audit
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Section 2. Instructions to Consultants
6.3.1 A list of debarred firms and individuals can be requested from the Bank’s Group Integrity Office.
B. Preparation of Proposals
9.1 This RFP has been issued in the English language.
Proposals shall be submitted in the English language.
All correspondence exchange shall be in the English language.
10.1 The Proposal shall comprise the following:
For FULL TECHNICAL PROPOSAL (FTP): 1st Inner Envelope with the Technical Proposal: (1) Power of Attorney to sign the Proposal (2) TECH-1 (3) TECH-2 (4) TECH-3 (5) TECH-4 (6) TECH-5 (7) TECH-6
AND
2nd Inner Envelope with the Financial Proposal (if applicable): (1) FIN-1 (2) FIN-2 (3) FIN-3 (4) FIN-4 (5) Statement of Undertaking (if required under Data Sheet 10.2 below)
10.2 Statement of Undertaking is required Yes The statement of undertaking shall be the following as given in Form TECH-1 In competing for (and, if the award is made to us, in executing) the contract, we undertake to observe the laws against fraud and corruption, including bribery, in force in the country of the client.
11.1 Participation of Sub-consultants, Key Experts and Non-Key Experts in more than one Proposal is permissible. No
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Section 2. Instructions to Consultants
12.1 Proposals must remain valid for [120 calendar days after the proposal submission deadline (i.e., until: 7th September, 2017
13.1 Clarifications may be requested no later than 14days i.e. 5th April, 2017 prior to the submission deadline.
The contact information for requesting clarifications is: Mr. Alpha Sankoh, Senior Director, Programmes, National Commission for Social Action, NaCSA House, 7th Floor, 14-16 Charlotte Street, Freetown, Sierra Leone E-mail: [email protected]
14.1.1 Shortlisted Consultants may associate with (a) non-shortlisted consultant(s): Yes (b) other shortlisted Consultants: Yes
However, any subsequent association, or sub-contracting after the issuance of the RFP among the shortlisted consultants, as well as with non-shortlisted consultants. Before the short list shall be allowed only with the approval of the Client/NaCSA, and communicated in writing to the NaCSA at least 14 days i.e. (5th April, 2017) before the submission date (10th May, 2017) of the Proposals.
The contact information for requesting approval for sub-contracting or association is: Attention: Mr. Alpha Sankoh, Senior Director Programmes, National Commission for Social Action (NaCSA) NaCSA House, 7th Floor, 14-16 Charlotte Street, Freetown, Sierra Leone or by email: [email protected]
14.1.2 Estimated input of Key Experts’ time-input: for ‘time based’ section of the assignment is: 213 person-months. This excludes the man- months required for fixed terms aspects of the assignment, which shall be based on actual delivery of outputs as stated in the TORs.
14.1.3 The Consultant’s Proposal must include the minimum Key Experts’ for time- time-input of 138 person-months. ( for supervision segment of the based contract) contracts only For the evaluation and comparison of Proposals only: if a Proposal includes less than the required minimum time-input, the missing time-input (expressed in person-month) is calculated as follows:
The missing time-input is multiplied by the highest remuneration rate for a Key Expert in the Consultant’s Proposal and added to the
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Section 2. Instructions to Consultants
total remuneration amount. Proposals that quoted higher than the required minimum of time-input will not be adjusted.]
14.1.4 and “Not Applicable”. 27.2
15.2 The format of the Technical Proposal to be submitted is: FTP. Submission of the Technical Proposal in a wrong format may lead to the Proposal being deemed non-responsive to the RFP requirements.
16.1 (1) Per diem allowance, including hotel and DSA, for experts for every day of absence from the home office experts and or local counterpart for the purposes of the Services; including day visit in Sierra Leone, project implementation districts/RGPs and communities;
(2) cost of official international travels will be reimbursed at the cost of economy class travel and the most direct route and will need to be authorised by the Programme Manager or Director, SOCEP, such other expenses as approved in advance by the Client’s Programme Manager or Director – SOCEP shall be reimbursed;
(3) cost of office accommodation, including overheads and back-stop support;
(4) communications costs;
(5) cost of purchase or rent or freight of any equipment required to be provided by the Consultants;
(6) cost of reports production (including printing) and delivering to the Client;
(7) cost of local travel at local rates will be reimbursed and should be included in the consultants reimburseable expenses at submitted as part of the financial proposal.
(8) other allowances where applicable and provisional or fixed sums (ig any)
(9) cost of local travel by the most appropriate means of transport and the most direct practicable route: It is at consultant’s discretion to either rent vehicles or buy vehicles for this purpose.
16.2 A price adjustment provision applies to remuneration rates: No
16.3a The Client will obtain an exemption for the Consultant from payment of Taxes on in the Client’s country as per the Financing.
“Information on the Consultant’s tax obligations in the Client’s
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Section 2. Instructions to Consultants
country can be found in the National Revenue Authority’s website: [email protected] .
For the avoidance of doubts, the Bank financing does not cover the payment of taxes, duties, or any imposition of this nature.
16.4 The Financial Proposal shall be stated in the following currencies:
United State of Dollar or any freely convertible currency or Consultants may express the price of their services in the currency of any Bank member country. The consultants may not use more than three foreign currencies.
The Financial Proposal should state local costs in the Client’s country currency (local currency): No.
C. Submission, Opening and Evaluation
17.4 The Consultant must submit: (a) Technical Proposal: one (1) original and three (3) copies; (b) Financial Proposal: one (1) original.
17.7 and The Proposals must be submitted no later than: 17.9 Date: 10th May, 2017
Time: 2:00 pm Local Time
[If appropriate, add translation of the warning marking [“Do not open....”] in the national language to the outer sealed envelope]
The Proposal submission address is: Attention: Procurement Manager The Procurement Unit, 5th Floor, Room #5F4. National Commission for Social Action Headquarter 14-16 Charlotte Street, Freetown, Sierra Leone ______
19.1 The opening shall take place at: The National Commission for Social Action (NaCSA), Conference Room, 2nd Floor, Room #2F2, National Commission for Social Action, 14-16 Charlotte Street, Freetown, Sierra Leone Date: 10th May, 2017 Time: 2:05 pm Local Time
19.2 In addition, the following information will be read aloud at the opening of the Technical • Technical & Financial Proposals are in separate envelopes • Original & three copies of technical proposal submitted • The presence of signed Form Tech-1
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Section 2. Instructions to Consultants
• Power of Attorney to sign the Proposal
21.1 21.1The number of points to be given under each of the evaluation criteria are: [for FTP] Points (i) Specific experience of the consultant (as a firm) related to the assignment [5]
The experience will be ranked based on the completion of work done, geographical spread of work, size of contracts, and similarity to the current assignment including working on development bank projects.
(ii) Adequacy of the proposed work plan and methodology in responding to the Terms of Reference [35]
Sub-Criterion: iiA) Technical Approach and methodology: (15) Guidance Note for Consultants (Sub-Criteria (iiA) The consultants will be assessed based on their understanding of the objectives of the assignment, ability to highlight issues and their importance, and explanation of the technical approach they would adopt to address them. They should then explain the methodologies they propose to adopt, demonstrate the compatibility of those methodologies with the proposed approach (for instance, the methods of interpreting available data; carrying out investigations, analyses, and studies; and comparing alternative solutions), and address in Form 3C of the RFP any modifications to the TOR proposed by the consultants. The technical approach should be divided into four key aspects: (1) Development of the RGP Master Plan, Design preparation and Supervision of works (2) Strengthening Monitoring and Evaluation system (3) Development and operationalization of an integrated IMIS (4) support the client in the supervision of other consultants and project activities. These are not split into phases but should be undertaken concurrently to enable completion of the assignment on time. The information that will be required are stated inter alia and also includes but not limited to the following: • Over all methodology and approach on how the consultant will aid NaCSA in achieving the objective of the assignment;
• The methodology and approach on how the components (master/central planning and design, supervision of civil works and project implementation, design, development and implementation of an integrated IMIS, Monitoring and Evaluation systems, support in the supervision of other consultants) of the assignment will be achieved;
• The methodology and approach on how the specific deliverables, scope and required activities of the various components of the assignment will be accomplished and reported periodically.
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Section 2. Instructions to Consultants
• Critical analysis and appropriate comments or suggestions on TOR and the draft GIETRENK operations manual.
ii B) Appropriateness of Workplan (10) Guidance Note for Consultants (Sub-Criteria (iiB): The consultant is required to propose the main activities of the assignment, the contents and duration, phasing and interrelations, milestones (including interim approvals by the Borrower), and delivery dates of the most important reports. The consistency and appropriateness of the technical approach and methodology with the proposed workplan is a good indication that consultant has understood the TORs and is able to translate them into a feasible work plan. A list of the final documents, including reports, drawings, and tables to be delivered as final output and deliverables, should be part of the submission. The work plan will enable the consultant to prepare the activity and resource schedules which should be well linked with the organization and staffing plan (experts and man- hours).
The required information to be submitted as stated interalia should also include the following:
• Work plan with clear time lines and narratives on how the deliverables/ required activities of the assignment will be accomplished. • Segregation of all deliverables by quarter for one to be able to ascertain the deliverables and activities / outputs that will be accomplished in each quarter.
iiC) Organization and Staffing (10) Guidance Note for Consultants (Sub-Criteria (iiC) : In this section, the consultant should propose the structure and composition of the team. List the main disciplines involved, the key expert responsible and proposed technical and support staff. The roles and responsibilities of key experts should be set out in job descriptions. In case of association, this section will indicate how the duties and responsibilities will be shared. Completion of the organization and staffing section will allow consultants to summarize the team composition and task assignments in Form 3E of the RFP and prepare the time schedule for professional personnel following Form 3G. An organization chart, illustrating the structure of the work team and its links to the Borrower and institutions involved in the project also should be provided.
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Section 2. Instructions to Consultants
(iii) Qualifications and competence of the Key Expert for the Assignment [60]
(a) Position K-1 (Regional Planning Expert/Team Leader 9 (b) Position K- 2 (Architectural Engineer) 6 (c ) Positon K- 3 (Solar / Renewable Energy Engineer 6 (d) Position K- 4 (Water & Sanitation Expert) 6 (e) Position K- 5 (Agriculture & Irrigation Engineer 5 (f) Position K – 6 (M&E Expert) 5 (g) Position K- 7 (IMIS Programmer and operator) 4 (h) Position K- 8 (Economist /Rural Development Expert) 4 (i) Position K- 9 (Agronomist) 5 (j) Position K – 10 (Community Development Expert) 4 (k) Position K – 11 (Civil Engineer) 6
Total Points: 60
The number of points to be given under each evaluation sub-criteria for qualifications of Key Experts are:
(i) General qualifications [25] (ii) Adequacy for the project [60] (iii) Experience in region & language [15] Total Points: 100
Notes to Consultant: The sub criterion for Key experts will be assessed as follows: general Qualification: This sub-criterion will be scored based on the general experience of the candidate (total duration of professional activity), level of education and training, positions held by the candidates, time spent with the consultant as staff, experience in the region where the assignment is to be carried out, and soon. Adequacy for the Project: This relates to the education, training, and experience of the candidate in the specific sector, field, subject, and soon directly relevant to the assignment and the proposed position. This factor is critical.
The minimum technical score (St) required to pass is 70.
21.1 N/A [for STP]
25.1 For the purpose of the evaluation, the Client will exclude: (a) all local identifiable indirect taxes such as sales tax, excise tax, VAT, or similar taxes levied on the contract’s invoices; and (b) all additional local indirect tax on the remuneration of services rendered by non-resident experts in the Client’s country. If a Contract is awarded, at Contract negotiations, all such taxes will be discussed, finalized (using the
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Section 2. Instructions to Consultants
itemized list as a guidance but not limiting to it) and added to the Contract amount as a separate line, also indicating which taxes shall be paid by the Consultant and which taxes are withheld and paid by the Client on behalf of the Consultant.
26.1 The single currency for the conversion of all prices expressed in various currencies into a single one is: [United States Dollars (USD)
The official source of the selling (exchange) rate is Bank of Sierra Leone
The date of the exchange rate is: The proposal submission date: 10th May, 2017
27.1 The lowest evaluated Financial Proposal (Fm) is given the maximum [a.QCBS financial score (Sf) of 100. only] The formula for determining the financial scores (Sf) of all other Proposals is calculated as following:
Sf = 100 x Fm/ F, in which “Sf” is the financial score, “Fm” is the lowest price, and “F” the price of the proposal under consideration.
The weights given to the Technical (T) and Financial (P) Proposals are: T = 80 P = 20
Proposals are ranked according to their combined technical (St) and financial (Sf) scores using the weights (T = the weight given to the Technical Proposal; P = the weight given to the Financial Proposal; T + P = 1) as following: S = St x T% + Sf x P%.
D. Negotiations and Award
28.1 Expected date and address for contract negotiations: th Date: 20 July, 2017 Address: National Commission for Social Action Board Room (Room #7F5) 7th Floor NaCSA, HQ 14- 16 Charlotte Street, Freetown, Sierra Leone
Negotiations of the technical quality portion of the proposals may include completion of the terms of reference, scope of services, methodology and work plan, adjustments in inputs and staff time where needed, and other elements of the Special Condition of contract. Negotiations of the financial aspects of the proposal will concern the financial covenants of the Special Conditions of Contract. Especially a clarification of the consultant’s local tax liability (if any), agreements on the treatment and
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Section 2. Instructions to Consultants
reimbursement of customs duties for equipment materials and supplies, and agreements on the payments. In addition, the contributions of the Client will be defined (such as office space, housing, and support staff).
30.1 The publication of the contract award information following the completion of the contract negotiations and contract signing will be done as following: www.isdb.orgwww.nacsa.gov.sl www.publicprocurement.gov.sl new Citizen and Standard TimesNewspaper
The publication will be done within 10 days after the contract signing.
30.2 Expected date for the commencement of the Services: Date: 1st August 2017 at Freetown, Sierra Leone
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Section 3. Technical Proposal – Standard Forms
Section 3. Technical Proposal – Standard Forms
{Notes to Consultant shown in brackets { } throughout Section 3 provide guidance to the Consultant to prepare the Technical Proposal; they should not appear on the Proposals to be submitted.}
CHECKLIST OF REQUIRED FORMS
Required for FORM DESCRIPTION Number FTP or of Pages STP[*], (√) FTP STP √ √ TECH-1 Technical Proposal Submission Form. “√ “ If TECH-1 If the Proposal is submitted by a joint venture, attach applicable Attachment a letter of intent or a copy of an existing agreement. “√” If Power of No pre-set format/form. In the case of a Joint applicable Attorney Venture, several are required: a power of attorney for the authorized representative of each JV member, and a power of attorney for the representative of the lead member to represent all JV members. √ TECH-2 Consultant’s Organization and Experience.
√ TECH-2A A. Consultant’s Organization √ TECH-2B B. Consultant’s Experience
√ TECH-3 Comments or Suggestions on the Terms of Reference and on Counterpart Staff and Facilities to be provided by the Client.
√ TECH-3A A. On the Terms of Reference √ TECH-3B B. On the Counterpart Staff and Facilities √ √ TECH-4 Description of the Approach, Methodology, and Work Plan for Performing the Assignment √ √ TECH-5 Work Schedule and Planning for Deliverables √ √ TECH-6 Team Composition, Key Experts Inputs, and attached Curriculum Vitae (CV)
All pages of the original Technical and Financial Proposal shall be initialled by the same authorized representative of the Consultant who signs the Proposal.
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Section 3. Technical Proposal – Standard Forms
FORM TECH-1
TECHNICAL PROPOSAL SUBMISSION FORM
{Location, Date}
To: Alpha Sankoh Senior Director Programmes National Commission for Social Action (NaCSA) 14 – 16 Charlotte Street, Freetown, Sierra Leone
Dear Sirs:
We, the undersigned, offer to provide the consulting services for [Insert title of assignment] in accordance with your Request for Proposals dated [Insert Date] and our Proposal. [Select appropriate wording depending on the selection method stated in the RFP:] “We are hereby submitting our Proposal, which includes this Technical Proposal and a Financial Proposal sealed in a separate envelope” or, if only a Technical Proposal is invited “We hereby are submitting our Proposal, which includes this Technical Proposal only in a sealed envelope.”].
{If the Consultant is a joint venture, insert the following: We are submitting our Proposal in association/as a consortium/as a joint venture with: {Insert a list with full name and the legal address of each member, and indicate the lead member}. We have attached a copy {insert: “of our letter of intent to form a joint venture” or, if a JV is already formed, “of the JV agreement”} signed by every participating member, which details the likely legal structure of and the confirmation of joint and severable liability of the members of the said joint venture.
OR
If the Consultant’s Proposal includes Sub-consultants, insert the following: We are submitting our Proposal with the following firms as Sub-consultants: {Insert a list with full name and address of each Sub-consultant.}
We hereby declare that:
(a) All the information and statements made in this Proposal are true and we accept that any misinterpretation or misrepresentation contained in this Proposal may lead to our disqualification by the Client and/or may be sanctioned by the Bank.
(b) Our Proposal shall be valid and remain binding upon us for the period of time specified in the Data Sheet, Clause 12.1.
(c) We have no conflict of interest in accordance with ITC 3.
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Section 3. Technical Proposal – Standard Forms
(d) We meet the eligibility requirements as stated in ITC 6, and we confirm our understanding of our obligation to abide by the Bank’s policy in regard to corrupt and fraudulent/prohibited practices as per ITC 5.
(e) [Note to Client: Only if required in ITC10.2 (Data Sheet 10.2), include the following: In competing for (and, if the award is made to us, in executing) the Contract, we undertake to observe the laws against fraud and corruption, including bribery, in force in the country of the Client.]
(f) Except as stated in the Data Sheet, Clause 12.1, we undertake to negotiate a Contract on the basis of the proposed Key Experts. We accept that the substitution of Key Experts for reasons other than those stated in ITC Clause 12 and ITC Clause 28.4 may lead to the termination of Contract negotiations.
(g) Our Proposal is binding upon us and subject to any modifications resulting from the Contract negotiations.
We undertake, if our Proposal is accepted and the Contract is signed, to initiate the Services related to the assignment no later than the date indicated in Clause 30.2 of the Data Sheet.
We understand that the Client is not bound to accept any Proposal that the Client receives.
We remain,
Yours sincerely,
Authorized Signature {In full and initials}: Name and Title of Signatory: Name of Consultant (company’s name or JV’s name): In the capacity of:
Address: Contact information (phone and e-mail):
{For a joint venture, either all members shall sign or only the lead member, in which case the power of attorney to sign on behalf of all members shall be attached}
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Section 3. Technical Proposal – Standard Forms
FORM TECH-2 (FOR FULL TECHNICAL PROPOSAL ONLY)
CONSULTANT’S ORGANIZATION AND EXPERIENCE
Form TECH-2: a brief description of the Consultant’s organization and an outline of the recent experience of the Consultant that is most relevant to the assignment. In the case of a joint venture, information on similar assignments shall be provided for each partner. For each assignment, the outline should indicate the names of the Consultant’s Key Experts and Sub-consultants who participated, the duration of the assignment, the contract amount (total and, if it was done in a form of a joint venture or a sub-consultancy, the amount paid to the Consultant), and the Consultant’s role/involvement.
A - Consultant’s Organization
{1. Provide here a brief description of the background and organization of your company, and – in case of a joint venture – of each member for this assignment.}
B - Consultant’s Experience
1. List only previous similar assignments successfully completed in the last [.....] years. 2. List only those assignments for which the Consultant was legally contracted by the Client as a company or was one of the joint venture partners. Assignments completed by the Consultant’s individual experts working privately or through other consulting firms cannot be claimed as the relevant experience of the Consultant, or that of the Consultant’s partners or sub-consultants, but can be claimed by the Experts themselves in their CVs. The Consultant should be prepared to substantiate the claimed experience by presenting copies of relevant documents and references if so requested by the Client.
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Section 3. Technical Proposal – Standard Forms
Duration Assignment name/& Name of Client Approx. Role on the brief description of main & Country of Contract value Assignment deliverables/outputs Assignment (in US$ or EURO)/ Amount paid to your firm
{e.g., {e.g., “Improvement {e.g., Ministry of {e.g., US$1 {e.g., Lead Jan.2009– quality of...... ”: ...... , country} mill/US$0.5 mill} partner in a JV Apr.2010} designed master plan for A&B&C} rationalization of ...... ; }
{e.g., Jan- {e.g., “Support to sub- {e.g., {e.g., US$0.2 {e.g., sole May national government.....” : municipality mil/US$0.2 mil} Consultant} 2008} drafted secondary level of...... , regulations on...... } country}
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Section 3. Technical Proposal – Standard Forms
FORM TECH-3 (FOR FULL TECHNICAL PROPOSAL)
COMMENTS AND SUGGESTIONS ON THE TERMS OF REFERENCE, COUNTERPART STAFF, AND FACILITIES TO BE PROVIDED BY THE CLIENT
Form TECH-3: comments and suggestions on the Terms of Reference that could improve the quality/effectiveness of the assignment; and on requirements for counterpart staff and facilities, which are provided by the Client, including: administrative support, office space, local transportation, equipment, data, etc.
A - On the Terms of Reference
{Describe proposed modifications or improvement to the Terms of Reference (such as deleting some activity you consider unnecessary, or adding another, or proposing a different phasing of the activities). Such suggestions should be concise and to the point, and incorporated in your Proposal.}
B - On Counterpart Staff and Facilities
{Include comments on counterpart staff and facilities to be provided by the Client. For example, administrative support, office space, local transportation, equipment, data, background reports, etc.}
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Section 3. Technical Proposal – Standard Forms
FORM TECH-4 (FOR FULL TECHNICAL PROPOSAL ONLY)
DESCRIPTION OF APPROACH, METHODOLOGY, AND WORK PLAN IN RESPONDING TO THE TERMS OF REFERENCE
Form TECH-4: a description of the approach, methodology and work plan for performing the assignment, including a detailed description of the proposed methodology and staffing for training, if the Terms of Reference specify training as a specific component of the assignment.
{Suggested structure of your Technical Proposal (in FTP format): a) Technical Approach and Methodology b) Work Plan c) Organization and Staffing} a) Technical Approach and Methodology. {Please explain your understanding of the objectives of the assignment as outlined in the Terms of Reference (TORs), the technical approach, and the methodology you would adopt for implementing the tasks to deliver the expected output(s), and the degree of detail of such output. Please do not repeat/copy the TORs in here.} b) Work Plan. {Please outline the plan for the implementation of the main activities/tasks of the assignment, their content and duration, phasing and interrelations, milestones (including interim approvals by the Client), and tentative delivery dates of the reports. The proposed work plan should be consistent with the technical approach and methodology, showing your understanding of the TOR and ability to translate them into a feasible working plan. A list of the final documents (including reports) to be delivered as final output(s) should be included here. The work plan should be consistent with the Work Schedule Form.} c) Organization and Staffing. {Please describe the structure and composition of your team, including the list of the Key Experts, Non-Key Experts and relevant technical and administrative support staff.}
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Section 3. Technical Proposal – Standard Forms
FORM TECH-4 (FOR SIMPLIFIED TECHNICAL PROPOSAL ONLY)
DESCRIPTION OF APPROACH, METHODOLOGY, AND WORK PLAN FOR PERFORMING THE ASSIGNMENT
Form TECH-4: a description of the approach, methodology, and work plan for performing the assignment, including a detailed description of the proposed methodology and staffing for training, if the Terms of Reference specify training as a specific component of the assignment.
{Suggested structure of your Technical Proposal} a) Technical Approach, Methodology, and Organization of the Consultant’s team. {Please explain your understanding of the objectives of the assignment as outlined in the Terms of Reference (TOR), the technical approach, and the methodology you would adopt for implementing the tasks to deliver the expected output(s); the degree of detail of such output; and describe the structure and composition of your team. Please do not repeat/copy the TORs in here.} b) Work Plan and Staffing. {Please outline the plan for the implementation of the main activities/tasks of the assignment, their content and duration, phasing and interrelations, milestones (including interim approvals by the Client), and tentative delivery dates of the reports. The proposed work plan should be consistent with the technical approach and methodology, showing understanding of the TOR and ability to translate them into a feasible working plan and work schedule showing the assigned tasks for each expert. A list of the final documents (including reports) to be delivered as final output(s) should be included here. The work plan should be consistent with the Work Schedule Form.} c) Comments (on the TOR and on counterpart staff and facilities) {Please describe your proposed modifications or improvement to the TOR (such as deleting some activity you consider unnecessary, adding another, or proposing a different phasing of the activities). Such suggestions should be concise and to the point, and incorporated in your Proposal. Please also include comments, if any, on counterpart staff and facilities to be provided by the Client. For example, administrative support, office space, local transportation, equipment, data, background reports, etc.}
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Section 3 – Technical Proposal – Standard Forms
FORM TECH-5 (FOR FTP AND STP)
WORK SCHEDULE AND PLANNING FOR DELIVERABLES
Months N° Deliverables 1 (D-..) 1 2 3 4 5 6 7 8 9 ..... n TOTAL D-1 {e.g., Deliverable #1: Report A 1) data collection 2) drafting 3) inception report 4) incorporating comments 5) ...... 6) delivery of final report to Client}
D-2 {e.g., Deliverable #2:...... }
n
1 List the deliverables with the breakdown for activities required to produce them and other benchmarks such as the Client’s approvals. For phased assignments, indicate the activities, delivery of reports, and benchmarks separately for each phase. 2 Duration of activities shall be indicated in a form of a bar chart. 3. Include a legend, if necessary, to help read the chart.
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Section 3. Technical Proposal – Standard Forms
FORM TECH-6 (FOR FTP AND STP)
TEAM COMPOSITION, ASSIGNMENT, AND KEY EXPERTS’ INPUTS
Total time-input Expert’s input (in person/month) per each Deliverable (listed in TECH-5) N° Name (in Months) Position D-1 D-2 D-3 ...... D-... Home Field Total KEY EXPERTS {e.g., Mr. Abbbb} [Team [Home] [2 month] [1.0] [1.0] K-1 Leader] [Field] [0.5 m] [2.5] [0]
K-2
K-3
n
Subtotal NON-KEY EXPERTS [Home] N-1 [Field]
N-2
n
Subtotal Total
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Section 3 – Technical Proposal – Standard Forms
1 For Key Experts, the input should be indicated individually for the same positions as required under the Data Sheet ITC21.1. 2 Months are counted from the start of the assignment/mobilization. One (1) month equals twenty two (22) working (billable) days. One working (billable) day shall be not less than eight (8) working (billable) hours. 3 “Home” means work in the office in the expert’s country of residence. “Field” work means work carried out in the Client’s country or any other country outside the expert’s country of residence.
Full time input Part time input
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Section 3. Technical Proposal - Standard Forms
FORM TECH-6 (CONTINUED)
CURRICULUM VITAE (CV)
Position Title and No. {e.g., K-1, TEAM LEADER} Name of Expert: {Insert full name} Date of Birth: {day/month/year} Country of Citizenship/Residence
Education: {List college/university or other specialized education, giving names of educational institutions, dates attended, degree(s)/diploma(s) obtained} ______
Employment record relevant to the assignment: {Starting with present position, list in reverse order. Please provide dates, name of employing organization, titles of positions held, types of activities performed and location of the assignment, and contact information of previous clients and employing organization(s) who can be contacted for references. Past employment that is not relevant to the assignment does not need to be included.}
Period Employing organization and your Country Summary of title/position. Contact activities performed information for references relevant to the Assignment [e.g., May [e.g., Ministry of ……, 2005- advisor/consultant to… present] For references: Tel…………/e- mail……; Mr. ……., deputy minister]
Membership in Professional Associations and Publications: ______
Language Skills (indicate only languages in which you can work): ______
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Section 3 – Technical Proposal – Standard Forms
Adequacy for the Assignment:
Detailed Tasks Assigned on Reference to Prior Work/Assignments Consultant’s Team of Experts: that Best Illustrates Capability to Handle the Assigned Tasks {List all deliverables/tasks as in TECH- 5 in which the Expert will be involved)
Expert’s contact information: (e-mail…………………., phone……………)
Certification: I, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes myself, my qualifications, and my experience, and I am available to undertake the assignment in case of an award. I understand that any misstatement or misrepresentation described herein may lead to my disqualification or dismissal by the Client, and/or sanctions by the Bank.
{day/month/year}
Name of Expert Signature Date
{day/month/year}
Name of authorized Signature Date Representative of the Consultant (the same who signs the Proposal)
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Section 3. Technical Proposal - Standard Forms
Yes No
(i) This CV correctly describes my qualifications and experience (ii) I am employed by the Executing or the Implementing Agency (iii) I was part of the team who wrote the terms of reference for this consulting services assignment (iv) I am not currently debarred by a multilateral development bank (If yes, identify who) I certify that I have been informed by the firm that it is including my CV in the Proposal for the {name of project and contract}. I confirm that I will be available to carry out the assignment for which my CV has been submitted in accordance with the implementation arrangements and schedule set out in the Proposal.
OR
[If CV is signed by the firm’s authorized representative and the written agreement attached]
I, as the authorized representative of the firm submitting this Proposal for the {name of project and contract}, certify that I have obtained the consent of the named expert to submit his/her CV, and that I have obtained a written representation from the expert that s/he will be available to carry out the assignment in accordance with the implementation arrangements and schedule set out in the Proposal.]
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Section 4. Financial Proposal - Standard Forms
{Notes to Consultant shown in brackets { } provide guidance to the Consultant to prepare the Financial Proposals; they should not appear on the Financial Proposals to be submitted.}
Financial Proposal Standard Forms shall be used for the preparation of the Financial Proposal according to the instructions provided in Section 2.
FIN-1 Financial Proposal Submission Form
FIN-2 Summary of Costs
FIN-3 Breakdown of Remuneration
FIN-4 Reimbursable expenses
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Section 4 – Financial Proposal – Standard Forms – Appendix
FORM FIN-1 FINANCIAL PROPOSAL SUBMISSION FORM
{Location, Date}
To: Alpha Sankoh Senior Director Programmes National Commission for Social Action (NaCSA) 14 – 16 Charlotte Street, Freetown, Sierra Leone
Dear Sirs:
We, the undersigned, offer to provide the consulting services for [Insert title of assignment] in accordance with your Request for Proposal dated [Insert Date] and our Technical Proposal.
Our attached Financial Proposal is for the amount of {Indicate the corresponding to the amount(s) currency (ies)} {Insert amount(s) in words and figures}, [Insert “including” or “excluding”] of all indirect local taxes in accordance with Clause 25.2 in the Data Sheet. The estimated amount of local indirect taxes is {Insert currency} {Insert amount in words and figures} which shall be confirmed or adjusted, if needed, during negotiations. {Please note that all amounts shall be the same as in Form FIN-2}.
Our Financial Proposal shall be binding upon us subject to the modifications resulting from Contract negotiations, up to expiration of the validity period of the Proposal, i.e. before the date indicated in Clause 12.1 of the Data Sheet.
Commissions, gratuities or fees paid or to be paid by us to an agent or any other party relating to preparation or submission of this Proposal and Contract execution, paid if we are awarded the Contract, are listed below:
Name and Address Amount and Purpose of Agent(s)/Other party Currency
{If no payments are made or promised, add the following statement: “No commissions, gratuities or fees have been or are to be paid by us to agents or any other party relating to this Proposal and, in the case of award, Contract execution.”}
We understand you are not bound to accept any Proposal you receive.
We remain,
Yours sincerely,
Authorized Signature {In full and initials}: Name and Title of Signatory: In the capacity of:
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Section 4 – Financial Proposal – Standard Forms 47
Address: E-mail: ______
{For a joint venture, either all members shall sign or only the lead member/consultant, in which case the power of attorney to sign on behalf of all members shall be attached}
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Section 4 – Financial Proposal – Standard Forms – Appendix
FORM FIN-2 SUMMARY OF COSTS
Cost {Consultant must state the proposed Costs in accordance with Clause 16.4 of the Data Sheet; delete columns which are not used} Item {Insert Foreign {Insert Foreign {Insert {Insert Foreign Currency # 2, if Currency # 3, if Local Currency, if Currency # 1} used} used} used and/or required (16.4 Data Sheet} Cost of the Financial Proposal
Including: (1) Remuneration (2) [Reimbursable] Total Cost of the Financial Proposal:
{Should match the amount in Form FIN-1} Indirect Local Tax Estimates – to be discussed and finalized at the negotiations if the Contract is awarded
. (i) {insert type of tax e.g., VAT or sales tax}
(ii) {e.g., income tax on non-resident experts}
(iii) {insert type of tax}
Total Estimate for Indirect Local Tax:
Footnote: Payments will be made in the currency (ies) expressed above (Reference to ITC 16.4). 48 | Page
Section 4 – Financial Proposal – Standard Forms
FORM FIN-3 BREAKDOWN OF REMUNERATION [*]
When used for Lump-Sum contract assignment, information to be provided in this Form shall only be used to demonstrate the basis for the calculation of the Contract’s ceiling amount; to calculate applicable taxes at contract negotiations; and, if needed, to establish payments to the Consultant for possible additional services requested by the Client. This Form shall not be used as a basis for payments under Lump-Sum contracts
A. Remuneration
No. Person-month Time Input in {Currency {Currency # {Local Position (as {Currency# 3- Name Remuneration Person/Month # 1- as in 2- as in FIN- Currency- as in TECH-6) as in FIN-2} Rate (from TECH-6) FIN-2} 2} in FIN-2}
Key Experts K-1 [Home]
[Field] K-2
Non-Key Experts N-1 [Home]
N-2 [Field]
Total Costs
*In the case of selections that do not include cost as an evaluation factor (i.e., QBS, CQS, and SSS), an expanded version of this Form may be used to add columns to show social charges, overhead, other charges (such as premium for field assignments in difficult locations) and the multiplier.
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Section 4. Financial Proposal - Standard Forms
FORM FIN-4 BREAKDOWN OF REIMBURSABLE EXPENSES
When used for Lump-Sum contract assignment, information to be provided in this Form shall only be used to demonstrate the basis for calculation of the Contract ceiling amount, to calculate applicable taxes at contract negotiations and, if needed, to establish payments to the Consultant for possible additional services requested by the Client. This form shall not be used as a basis for payments under Lump-Sum contracts
B. [Reimbursable]
Type of [Reimbursable {Currency # 1- {Currency # 2- {Currency# 3- as {Local Currency- N° Unit Unit Cost Quantity Expenses] as in FIN-2} as in FIN-2} in FIN-2} as in FIN-2} {e.g., Per diem allowances**} {Day} {e.g., International flights} {Ticket} {e.g., In/out airport {Trip} transportation} {e.g., Communication costs between Insert place and Insert place} { e.g., reproduction of reports} {e.g., Office rent} ...... {Training of the Client’s
personnel – if required in TOR} Total Costs
Legend:
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Section 5. Eligible Countries
For the purpose of ITC6.1, it is a fundamental policy of the Islamic Development Bank (IDB) that the Request for Proposal shall unequivocally provide that the services by the consultant, and by the consultant’s associates and sub-contractors, shall be provided in strict compliance with the Boycott Regulations of the Organization of the Islamic Cooperation, the League of Arab States and the African Union. The Beneficiary shall advise intending consultants that proposals will only be considered from consultants who are not subject to said Boycott Regulations. The consultant, through an agent in the Member Countries concerned or through one of the Member Countries' Embassies in the country of origin of the consultant, may acquire a certificate which certifies that the consultant is not blacklisted.
For the boycott requirement, the eligibility of a consultant will be finally determined at the time of signature of the contract. In cases where consultants withhold information to evade disqualification on account of the boycott requirement, the Beneficiary will have the right to cancel the contract at any time and also to penalize such parties and claim compensation for losses, as a consequence thereof, to the Beneficiary and IDB. IDB reserves the right not to honor any contract if the consultant involved is found to be subject to the boycott requirement.
For the purpose of the Guidelines, a Member Country firm is defined as follows: (a) it is registered or incorporated in a Member Country of the IDB; (b) its principal place of business is located in a Member Country ; (c) its chief officer is a National of a member country; (d) the majority of managerial and professional staff are nationals of the Member Country or of other Member Countries.
For the purpose of the Guidelines, a domestic firm of a Member Country is defined as follows: (a) it is registered or incorporated in the Member Country where the assignment is to be carried out; (b) its principal place of business is located in the Member Country; (c) its chief officer is a national of the Member Country; (d) more than half of its managerial and professional staff are nationals of the Member Country.
The list of current member countries is available at www.isdb.org
In reference to ITC6.3.2, for the information of shortlisted Consultants, at the present time firms, goods and services from the following countries are excluded from this selection:
Under the ITC 6.3.2 (a): ______[list country/countries following approval by the Bank to apply the restriction or state “none”].
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Section 6. Bank Policy – Corrupt and Fraudulent Practices
It is the IDB’s policy (see: “Islamic Development Bank (IDB) Group Integrity Policy”) to require that Beneficiaries as well as consultants, and their agents (whether declared or not), sub-contractors, sub-consultants, service providers or suppliers, and any personnel thereof, observe the highest standard of ethics during the selection and execution of IDB- financed contracts. In pursuance of this policy, the IDB: (a) defines, for the purposes of this provision, the terms set forth below as follows: (i) “corrupt practice” is the offering, giving, receiving, or soliciting, directly or indirectly, of anything of value to influence improperly the actions of another party; (ii) “fraudulent practice” is any act or omission, including misrepresentation, that knowingly or recklessly misleads, or attempts to mislead, a party to obtain financial or other benefit or to avoid an obligation; (iii) “collusive practices” is an arrangement between two or more parties designed to achieve an improper purpose, including to influence improperly the actions of another party; (iv) “coercive practices” is impairing or harming, or threatening to impair or harm, directly or indirectly, any party or the property of the party to influence improperly the actions of a party; (v) “obstructive practice” (aa) deliberately destroying, falsifying, altering, or concealing of evidence material to the investigation or making false statements to investigators in order to materially impede an IDB investigation into allegations of a corrupt, fraudulent, coercive, or collusive practice; and/or threatening, harassing, or intimidating any party to prevent it from disclosing its knowledge of matters relevant to the investigation or from pursuing the investigation, or (bb) acts intended to materially impede the exercise of the IDB Group’s contractual rights of audit or access of information. (b) will reject a proposal for award if it determines that the consultant recommended for award, or any of its personnel, or its agents, or its sub- consultants, sub-contractors, service providers, suppliers and/or their employees, has, directly or indirectly, engaged in corrupt, fraudulent, collusive, coercive, or obstructive practices in competing for the contract in question; (c) will declare mis-procurement and cancel the portion of the Financing allocated to a contract if it determines at any time that representatives of the Beneficiary or of a recipient of any part of the proceeds of the Financing were engaged in corrupt, fraudulent, collusive, coercive, or obstructive practices during the selection process or the implementation of the contract in question, without the Beneficiary having taken timely and appropriate action satisfactory to the IDB to address such practices when they occur, including by failing to inform the IDB in a timely manner at the time they knew of the practices;
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Section 6. Bank Policy – Corrupt and Fraudulent Practices
(d) will sanction a firm or an individual, at any time, in accordance with prevailing IDB’s sanctions procedures, including by publicly declaring such firm or individual ineligible, either indefinitely or for a stated period of time: (i) to be awarded a IDB-financed contract; and (ii) to be a nominated sub-consultant, supplier, or service provider of an otherwise eligible firm being awarded a IDB- financed contract; and (e) will require that a clause be included in the RFP and in contracts financed by IDB requiring consultants, and their agents, personnel, sub-consultants, sub- contractors, service providers, or suppliers, to permit the IDB to inspect all accounts, records, and other documents relating to the submission of proposals and contract performance, and to have them audited by auditors appointed by the IDB. With the specific agreement of the IDB, a Beneficiary may introduce, into the RFP for contracts financed by the IDB, a requirement that the consultant include in the proposal an undertaking of the consultant to observe, in competing for and executing a contract, the country’s laws against fraud and corruption (including bribery), as listed in the RFP. The IDB will accept the introduction of such a requirement at the request of the Beneficiary country, provided the arrangements governing such undertaking are satisfactory to the IDB.
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Section 7. Terms of Reference
National Planning, Design and Supervision Consultancy
Part- 1: Background, Aim, Objectives and Scope of the Project
1.1 Background of the Project
The GIETRENK: Sierra Leone Community Driven Development Project-Phase II in Sierra Leone is being implemented on behalf of the Government of Sierra Leone, by the National Commission for Social Action (NaCSA). The total cost of the project is estimated at US$
51.93 million, with IDB contribution of US$ 46.68 million spread over an implementation period of 5 years. This project was approved in July 2015 and became effective in December 2015.The Commission has implemented various waves of community driven development projects since its inception. The successful implementation of the first phase of the SLCDD (funded by IDB for a total cost of US$18.45million) and the need to consolidate the achievements recorded under the first phase, justified the need for a scale- up of the SLCDD to a second phase which is dubbed ‘GIETRENK’: Sierra Leone Community Driven Development Project (SLCDD) phase II project. The Government of Sierra Leone has obtained a loan from the Islamic Development Bank in a bid to implement the GIETRENK project using a Community Driven Development (CDD) and Rural Growth Poles Approach. It is intended that part of the proceeds of this loan, will be applied to eligible payments under the GIETRENK Project for the National Planning, Design and Supervision consultancy (also called “Master National Consultant”).
NaCSA has a wealth of experience and capacity to work successfully with multiple MDAs and international institutions and as per their guidelines and procedures, the Commission has been able to benefit from international expertise in the management of donor funds, adopt international best practices in programming and project implementation, and learnt how to coordinate and execute multiple donor-funded projects using unified institutional structure. This has enhanced the Commission’s capacity to implement advanced CDD concepts and the Growth Poles approach which forms the conceptual framework for the implementation of the GIETRENK project.
Phase-1: Sierra Leone has implemented integrated community driven development projects since the formation of National Commission for Social Action Plan (NaCSA) in 2001.The original motivation for these interventions was to consolidate government efforts of reconciliation and reintegration through rehabilitation of damaged infrastructure in rural communities by directly engaging and benefitting communities from this process.
The project builds on and scales-up the SLCDD Phase-1 project which was funded by IDB for a total cost of US$18.45 million and implemented by NaCSA. The project was approved in March, 2010 and completed in April, 2014. The main objective of the project was to assist the war affected communities reduce poverty, and build local capacity for collective action thus contributing to the country’s stability, peace and sustainable growth. The project was implemented by National Commission for Social Action (NaCSA) as initially envisaged within three years and has now been fully disbursed. The following key outputs were achieved under Phase-1:
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a. Rural infrastructure: 195 facilities versus the target of 190, including 46 primary and junior secondary schools, 38 health posts, 6 markets and 7 community centres among others. b. Health Education and Preventive Care, including distribution of 15,000 preventive bed nets, 200,000 children dewormed, 200,000 oral re-hydration solutions distribution, and distribution of 675 health education IEC materials. c. A total of 165 micro-enterprise groups were trained in entrepreneurship and finance management and provided access to micro loans. d. The project supported local capacity building in planning and governance, including formulation of 118 Self-help affinity groups with the support of Indian consultancy, MYRADA, training for local facilitators and stakeholders, and exposure visits to successful CDD programs in India and Indonesia.
Based on the success of the first phase the Government requested IDB to finance a follow- up program with increased focus on livelihood development, promotion of employment, and rural electrification.
Rationale of the Project:
Despite decent growth in the preceding year, Sierra Leone is still burdened with wide spread and persistent poverty especially in rural areas and particularly among youth. From the decade of reconciliation and reintegration, Sierra Leone has successfully made the next leap to sustainable development phase. Most households however do not generate sufficient income and lack access to opportunities to build their livelihoods and assets— both physical and social. The project seeks to address the dire social and economic situation of poor communities by empowering them and addressing the major constraints which hinder their development through enhancing opportunities for livelihood development. The communities will be engaged as planners, developer, and implementers of their development priorities thus not only building their physical capital, but also their social capital. This will be done by taking a community driven development approach, which treats communities and institutions as assets and partners by empowering them not only socially but also economically.
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The World Development Report 2011: Conflict, Security, and Development shows that institutional transformations in post-conflict and fragile environments is an extremely lengthy process, which can derail the peace process. At the same time, delivering transparent and visible results to marginalized communities is essential to build public confidence for a positive transition and to reduce the widespread “tragedy of commons”, which is at the root of conflict. Sierra Leone continues to be one of poorest countries, with very high unemployment among youth—one critical dynamic which prevailed in the years preceding war—will need urgent actions to make this transition. In order to build public confidence, results in the form of improved local service delivery, as well as more transparent and participatory approach are needed. Strong central, local government and community institutions are also a key pillar to increase country’s resilience to shocks which can disrupt economy or civil society. The CDD approach deployed in the project will help to close the gap between the people and different levels of government and between state institutions and grass-root institutions. At the same time, it will promote improved service delivery and governance, strengthen capacity of community institutions, and provide checks and stability in the local socio-political setting thus mitigating or preventing the impact of shocks and crises. With this realization, the Government has requested IDB to scale-up and enhance its intervention of CDD which was successfully pioneered under Phase-1 of the project.
Gender and Youth Perspective: In Sierra Leone, women and youth are particularly vulnerable due to persistent norms of social exclusion particularly common in rural areas that undermine their participation in local decision-making, access to productive resources, fair targeting of public projects and services and opportunities to integrate into market systems. Youth, particularly, constitute more than 75% of the population and are excluded from the main stream development activities. Unemployment and under- employment among this group is high which is proving to be a serious factor for persistent fragility. The targeting mechanism which prioritizes involvement of women and youth from the planning stage, inbuilt self-targeting mechanisms in project interventions, setting quotas for the main activities and emphasis on promoting livelihood and employment creation will seek to address this issue.
1.2 Project Aim, Objectives and Conceptual Approach
Aim and Objective: The aim of the GIETRENK project is to reduce poverty and attain sustainable improvement in the well-being of the population in Sierra Leone. The development objective of the project is to build the livelihoods of rural poor by providing them access to socio-economic opportunities and capacity building. The project will achieve this objective by providing communities access to demand driven social and productive assets and services, building community institutions and livelihood groups thus enhancing their social capital, giving them access to a package of business development services including microfinance, and building local level institutions and governance structures. This will be done within the overall framework of developing ‘rural growth poles (RGPs)’structured around ‘Multi-utility Renewable Energy Platform’. The project will take a participatory approach as engrained in the CDD concept. It may be noted that apart from providing access to socio-economic services and infrastructure, one of the key objectives is to build strong community organizations.
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The key indicators of the project are provided below:
Impact Indicators: (i) Poverty incidence reduced from 52% to 40% by 2020; 30% by2030 and20%by2035 (Vision2035); (ii) Improvement in UNDPHDI from 0.33 in 2010 to 0.50 by 2020; 0.55 by 2025; 0.57 by 2030; 0.62 by 2035 (PRSP-III)
Outcome Indicators: (i) Increase in average income in the targeted chiefdoms from US$1.25/day to US3.75/ day through development of livelihood and value-chains; (ii) 300,000 people have improved access to basic social, economic and livelihood structures;
(iii) Increased multi-crop production (rice, cassava, vegetables) on 2,500 ha on IVSl and, Boli land; double cropping on 5,500Ha; (iii) Increase in production of rice from 13,500 tto 27,000t; 500 tons of onions/ tomatoes; Cassava from 9,000 tons to 17,000 tons; processing of groundnuts, palm oil and cocoa (iv) 7,500 beneficiaries benefit from microfinance line;
(v) Bottom up planning process mainstreamed in around 30% of the local district councils targeted; (vi) Bank for poor established.
Output Indicators: No of M-REP grid systems (0.5MW-2MW) and Single point KIOSKS (3-5KW) installed and operational: 7 and 200 respectively; No of Greenhouses developed: 50; IVS and Boli lands rehabilitated: 2,500 Ha; Small-scale water retention and irrigation infrastructure developed over 5,000Ha; Microfinance facility of US$3M extended through Apex Bank; 400 New SAGs established; 6 CMRCs established and 12 federations formed;
320 new MEGs formed; local government, SDCs and CDC trained on participatory developed planning; 60 facilitators trained on various aspects ranging from community mobilization to business development; Around 200 SDCs trained on project management aspects.
Project Beneficiaries: The project will mainly benefit the poor population in the selected six chiefdom clusters. The total population that will directly benefit from project interventions is around 319,258 of which around 200,000 are youth and 166,014 women. The indirect benefits will reach to the neighboring chiefdoms, which have a cumulative population of around 1 million inhabitants. The project will have two main targets: poor individuals and their communities. Within this, the project will principally benefit women and unemployed potentially active youths either as members of Self Help Affinity Groups (SAGs), Micro Enterprise Groups (MEGs/ SMEs) or as individual project holders. Specifically, the beneficiaries will include potentially active youth (aged between18-35) not in school and training and without a livelihood activity, micro and small entrepreneurs engaged in viable economic activities, women head of households, start-up project micro- entrepreneurs, potentially active handicapped, cooperatives/ organizations of youth, and youth labor, traders, dealers, and mechanics in rural areas.
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The secondary beneficiaries of the project are the local institutions including glocal councils, ward and section development committees, Financial Services Associations (FSAs) and NaCSA. The project will mainly target the economic, social and livelihood infrastructure, including energy, transport, and irrigation. The focus of social sector interventions will be on health and education sector. In terms of livelihood activities, the key beneficiary would be the agricultural value-chains and agribusinesses related to rice, Cassava, palm oil, vegetables, and groundnuts which have high potential for growth in the particular chiefdom. The project will mainly target areas having low agricultural productivity yields and limited access to socio-economic services, to transform them into highly productive growth poles.
Key Conceptual Approaches:
Sustainable Livelihood Framework: The project encapsulates the essence of the Sustainable Livelihood Framework (SLF), which focuses on the five wealth assets or capitals (Natural, Financial, Human, Social and Physical) that can be used in order to augment and improve livelihoods of the poor. SLA seeks to identify the opportunities and constraints faced by the people in advancing their livelihoods, as determined by themselves, and provides assets of principles to support communities in this process. The analysis is undertaken in a participatory manner, whereby communities are involved in mapping out their livelihood strategies and propose solutions to enhance them thus building on their underlying assets, capacities and capabilities to act as ‘agents of change’ rather than passive recipients of services. This approach will be used to understand community livelihoods in targeted areas to undertake livelihood mapping, participatory poverty assessment, and strategic planning and action plan development through the participatory rural appraisal (PRA) exercise. The scope of GIETRENK is designed around the six guiding principles of SLA1, ensuring that the project interventions support the livelihood outcomes by either enhancing the assets of the poor and building on the opportunities they identify, or improving the environment and context in which they operate (PIP). The project specifically focuses on the process and institutions of the poor to encapsulate the above elements by taking community driven development (CDD) approach to the design of interventions.
Community Driven Development Approach (CDD): CDD approach seeks to develop a participatory democracy governance system, whereby communities are empowered to discuss and take decisions on actions that effect the members of the communities. The communities are engaged as planners, developer, and implementers of their development priorities thus not only building their physical capital, but also their social capital. It results in a proactive community which can be an important social asset for the participatory development process. The SLA approach implemented within the framework of CDD concept will allow development of community action plans which are wholly owned and implemented by the communities themselves and have direct bearing on community livelihoods. The result of this participatory process will be stronger community institutions and a proactive community which can take control of its development needs and can produce goods and services to fill the local development gaps.
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Growth Pole: The fundamental concept t of the growth poles is that they exploit agglomeration economies and spillover effects to spread resulting prosperity from the core of the pole (the hub or chiefdom headquarter town) to the periphery (Satellites or section head quarter town). The basis of the model relies on the assumption that growth is spatially concentrated, either around a geographic feature or economic hub. The growth pole model can be used to nurture direct and indirect linkages between thee economic hub and the periphery, resulting in increased market size, which leads to employment generation, increase in outputs, and development of new businesses. The key reason for employing the RGPs approach is based on both the lessons learnt from Phase-1, which highlighted too little impact on incomes due to geographical dilution of activities, request of the government to promote employment focused interventions and renewable energy infrastructure in the rural areas. Each RGP will therefore seek to address gaps and constraints in the following key areas: (i) infrastructure and physical assets, (ii) finance, (iii) governance, and (iv) human capital. All of which will be delivered using a participatory approach as encapsulated in the Community Driven Development (CDD) concept.
1.3 Rural Growth Pole Development:
The Scope of the Project
The main design of the project incorporates establishment of six ‘Rural Growth Poles (RGPs)’ in order to stimulate socio-economic growth in the area. The growth poles will be developed at the level of the chiefdom, with the chiefdom capital being the “hub village” and the “section capitals” constituting the satellite village cluster. The selected chiefdoms will be turned into modern communities with strong links tour ban centres and acting as regional economic hubs (hub village) providing neighboring (satellite) villages a common platform to launch and scale-up their economic activities. The rural growth pole development will entail: (i) undertaking investments in social and economic infrastructure, and (ii) livelihood and micro and small enterprise development support (MSE). The interventions will cover the sustainable livelihood spectrum of the communities, building their social, economic, physical and natural assets and resources, providing and building on the opportunities, and removing constraints and vulnerabilities. Each RGPs will be structured around a ‘multi-utility renewable energy platform’(M-REP) and irrigation structures in terms of infrastructure and development of livelihood activities, mainly agricultural value- chains for MSE development.
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The list of growth poles and the satellite villages to be established is provided on the matrix below:
No. Districts Chiefdom/Rural Chiefdom Section (s) Satellites GrowthPole Headquarter Town r (Hub) 1 Kenema Lower Bambara Panguma Korjei Ngieya, Korjei Buima, Sei, Fallay. 2 Kholifa Mbang Mbang Komrabai, Mamanso, Robis, Rokankarr, Marunia Sakie, Rogbabia, Marunia Tonkolili Koray 3 Konike Sanda Masingbi Thama, Yenkeh, Wana, Simorkani, Rolal, Thambaya, Sanda Bureh Kasseh Mange Kambia Morie, Mange Makonte (BMK) Morie Yele Sanda, Konta Ferry, Kalangba, Makaneh, Romeni. Kagbanthama, Mabombo, Marenka, 4 Port Loko Mamanka, Minthomore, Rotifunk, Rogballa, Bamoi, Kayimboh Dibia Gbinti Mafonda, makump, Makabarie, Kayimbor, Kontha, Kargbo, Karineh, Rogbalan Ribbi Bradford Yonni, Matonkok, Upper Ribbi, Mabureh, Lower Ribbi, Mokera Matoni, 5 Moyamba Masarakulley, Kainthneh Mansanka 6 Bagruwa Sembehun Sembehun, Mani, Kegbai, Benkeh, Mosassie, Benduma, Palima, Kawuya, Moseilo.
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Chiefdoms have been selected as the unit of intervention for the GIETRENK project based on the subsidiarity principle. Chiefdoms are the minimum administrative unit beyond districts which are suitable for local development planning and implementation of a ‘rural growth pole’ model. Each chiefdom comprises of a cluster of sections or villages and is headed by a chiefdom head (chieftaincy). The “Wards Development Committees (WDCs)”, which do the development planning for various sections integrate development plans at the chiefdom level.
The project is comprised of the following key components:
Component A: Infrastructure Development in Rural Growth Poles (RGPs)
This component entails the development of socio-economic infrastructure and provision of related equipment in the six rural growth poles. The infrastructure facilities that will be provided will fall under the following broad categories: (i) Livelihood and Economic (70%);
(ii) Social (25%) and (iii) Community Micro-projects and Marginalized Communities schemes (5%). The Multi-utility Renewable energy Platforms/ grids (MRPs), shall be a necessary infrastructure facility to be provided in each chiefdom. The details, design and specifications for the MRPs will be context specific and finalized by the Design development and supervision consultant in consultation with communities to be financed under this component.
The infrastructure facilities being financed will fall under the blue-print developed for each growth pole which revolves around a Multi utility Renewable Energy Platform (M- REP)¸ development of water supply network, a central market and industrial hub, basic social infrastructure, irrigation and water conservation facilities, greenhouse production, fish ponds and agricultural value-chain activities/infrastructure. The broad menu of the specific infrastructure for each of the six growth pole clusters has been preliminary determined by the development planning departments of the local councils based on the needs and opportunities available in each location and keeping in view the blue-print developed for a typical growth pole.
Considering the need to: (i) mainstream bottom up planning process, (ii) setting up community management structures, (iii) identify viability and feasibility for developing possible value-chain activities, (iv) identify the eligible beneficiaries and community groups, (v) assess the potential for developing irrigated agriculture in all locations, and (vi) assessing the suitable options and specifications for renewable energy structures, a rationalized approach to finalization of the infrastructure shall be undertaken. The exact specifications, technological solutions, and the sites for the specific infrastructure will be adapted to the size and socio-economic characteristics of the specific chiefdom as well as the hydrological and agro- ecological conditions in the area.
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This component will be the key in main streaming CDD approach since the final infrastructure facilities will be determined through a participatory consultative process. The communities shall work with the PRA teams to establish their priorities, select sub- projects, and agree on their role in management, implementation, monitoring and maintenance of the sub-projects. The PRA exercise will involve community undertaking of the participatory poverty assessment (PPA), drawing of social maps, seasonality mapping, opportunity and service mapping, problem ranking, priority ranking, asset/resource mapping, livelihood mapping, vulnerability analysis, process mapping and development of strategic planning and action process. This process will lead to development of growth pole development plans (GDPs), action plan and projects to be undertaken at section and headquarter level. This will help the communities to determine the support they need to build their livelihoods and improve their conditions.
It may be noted that considering that the project focus is on establishing rural growth poles with essential energy, irrigation and road infrastructure communities will only be able to set priorities mainly from a ‘limited menu’list. Most of the infrastructure will be medium scale as mentioned in the RGP blue-print (See below), though a
Special provision has been made for community micro-projects and marginalized communities scheme. This involves undertaking small community projects at village levels to be determined by communities from an open menu. The infrastructure provided will be public nature and mostly for remote marginalized villages and communities. Preference will be given to periphery and section villages. It will be ensured in all cases that the infrastructure design and list falls within the district development plans or approved by local councils.
Each RGP shall receive a minimum of around US$3.5 million and a maximum of US$8 million. The allocation has been determined and initially set based on the two key factors:
(i) ensuring that a minimum basis for RGP blue-print can be established, and (ii) per capita allocation based on the population in each village. . Considering the focus of the project on livelihood creation, at least 70% of the amount shall be allocated for livelihood and economic infrastructure, 25% shall be allocated for social infrastructure, and the remaining 5% for community micro projects and marginalized communities development scheme.
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Based on the preliminary assessment, it is expected that this component will lead to the following key outputs: (i) 7 M-REPs grid systems varying from 0.5MW to 2MW installed, operational and linked with major facilities; (ii) 200 single point rural solar kiosks (3- 5KW) established and operational; (iii) around 150 boreholes and wells rehabilitated or constructed, with a water supply network with cumulative piping length of 50km piping developed to serve 150,000 people; (iv) 150 kms of feeder roads rehabilitated or constructed;(v) water conservation and simple water harvesting infrastructure to cover around 5,000 Ha established; (vi) 1,000 Ha of inland valley swamps and 1,500 Ha of Boli lands rehabilitated; (vii) new production of rice and vegetables initiated on 3,000H a producing addition 10,000Ha; sweet potato over 2,100 Ha (viii) 60 fish ponds constructed and operational; (ix) 50 greenhouses provided with complete ancillaries; (x) 6 mini industrial hubs and modern markets established; (xi) value-chains of the following crops established: 9,000Ha of milled rice; 56 Ha of vegetables through greenhouse production; cassava grating, gari and flour for 1,970 Ha; increase in production and processing of meat from 7,000kg to 70,000 kgs and 560 liters to 1,680 liters; small scale palm oil production with replanting of 800H a with improved varieties; cocoa and coffee production through new plantation over 200Ha and processing; (xii) 50 fish ponds developed; (xiii) 75 community micro-projects and 150 marginalized communities scheme projects established; (xiv) social infrastructure including, 3 community health centers, 1 referral hospital, 3 ambulances, 20 VIP toilets, and 300 family toilets established; (xv) 9 primary, junior and secondary schools established.
Component B: Support for Livelihood and Micro, Small and Medium Enterprise (MSME) Development: The support for livelihood development will complement the rural infrastructure scheme by providing participating communities in the selected growth poles access to business development services, microfinance and capacity building to fully exploit the infrastructure provided. These interventions will enable rural individuals and households to generate sustainable income and build their livelihood activities.
This component will involve three main activities: i. Provision of Islamic microfinance facility; ii. Development of Community Organizations for Livelihood Development
a) Formation and strengthening of Self-help Affinity Groups b) Formation and strengthening of micro enterprises, FBOs and micro enterprise groups. iii. Value-chain and Livelihood Development Consultant
Component B1: Provision of Islamic Microfinance Facility: The micro finance scheme will be initiated with a dual purpose: (i) to provide access to affordable financing for the beneficiaries in the growth poles in order to enable them to scale up their operations, and
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(ii) Promote community managed rural financial services. NaCSA will set up a special fund restricted for use as capital fund for on-lending/financing loan portfolio with special concessionary rates to support micro-enterprise growth and start up. The special fund will be setup as a revolving fund and will mainly be channeled through the APEX Bank Ltd. Sierra Leone, which is the supervisory body for the Community Banks and Financial Services Associations formed under IFAD financed Rural Finance and Community Improvement Programme (RFCIP).
The first preference for extending microfinance loans shall be given to the members of the SAGs and MEGs which will be trained and capacitated under the project. Similarly, the individual beneficiaries and community groups involved in livelihood activities promoted under the project (fishponds, greenhouses, industrial hub, livelihood infrastructure and equipment etc), will also be linked with microfinance to solicit the required community share and to kick-start operations.
The funds will be channeled in line with the need and concept of the two main groups being served: SAGs and MEGs. In order to ensure that SAGs conceptual structure of undertaking internal group lending is maintained, funds will be provided on group basis to the SAGs. For MEGs and other livelihood activities, funds may be channeled to groups or individuals based on the demand and needs.
A total of US$2.50 million shall be extended to cover the selected chiefdoms, with each chiefdom receiving around US$0.0.30- 0.80 million. The total amount allocated for microfinance facility will be around US$3.00 million.
In order to ensure that the IDB line is extended on Shariah compatible basis, capacity building shall be provided to the participating FSAs and community banks to help them develop simple Islamic microfinance products which align with the demands of the communities being served. Further, in order to strengthen the internal management systems, an IMIS software will be introduced to allow computerized recording of accounting and banking transactions. A capacity building consultant will be hired to undertake the following: (i) assistance in piloting the line of financing through FSAs, community banks and eligible commercial banks; (ii) assessment of the participating financial institutes to introduce a program for(a) building capacity of Apex Bank/ commercial banks in Islamic micro finance methodology,(b)development of standard financing contracts and manual of procedures, (c) study to determine the actual cost of lending to estimate appropriate lending rate for various modes, (d) assisting in identifying, selecting, and training other financial institutes eligible and capable of receiving IDBs line of financing, (e) installing IMIS system for management of IDB funds, and (e) putting in place regulatory banking structures for operations of Islamic microfinance institutes in collaboration with the Bank of Sierra Leone (BoSL).
Component B2: Development of Community Organizations for Livelihood Development:
This component will seek to develop and strengthen community organizations thus building their social capital and enhancing opportunities for livelihood creation for communities. Building community organizations will not only promote common economic activities, but will also make them self-reliant and resilient to risks that can affect community livelihoods.
The project will seek to create two forms of community organizations:
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a) Self-help Affinity Groups (SAGs) b) Micro enterprise Groups (including producer, farmer and user organizations) a) Self-Help Affinity Groups (SAGs): The aim of this sub component is to build up on a model of Self-help Affinity Groups (SAGs) introduced during Phase-1 and promoted by an international NGO, MYRADA. Self-help Affinity Groups are unique form of community institutions comprising of around 15-20 homogenous members, who come together voluntarily on the basis of affinity among the group members. The group members use savings, credit and social involvement as an instrument of empowerment. SAG members are trained and empowered to set-up and manage their own internal savings and lending schemes. The members are also trained in building self-capital, leadership, collective responsibility, banking habit and basic financial management. The members undertake credit plus activities, which include sensitization awareness raising campaigns on social issues affecting their communities and community development.
SAG groups were pioneered by MYRADA, an international NGO based in India, which has successfully implemented this model in several countries, including Sierra Leone during Phase-1. During Phase-1,118 SAGs (all women) were formed throughout Sierra Leone. These groups were trained and graduated from formation stage to strengthening stage. The assessment of these groups suggest that 80% of them are performing well and have opened a bank account to manage their internal saving and lending program.
This component will build on the successes achieved during Phase-1 to strengthen and scale- up the SAG program. SAGs will be categorized into two main groups (i) Those SAGs that are in existence (118 SAGS, all women), and were formed during the implementation of the SLCDD Phase-1 Project, who are now ready to graduate from the formative to the strengthening stage in the SAG life cycle. (ii) The New SAGs (400) that will be established and nurtured during the course of the implementation of this project. SAGs will be organized into federations and community management resource centres (CMRCs) to ensure their sustainability and scale up.
It will be ensured that the new SAGs are formed in close proximity to the previous SAGs to allow organization into federations. Specifically, in the selected growth poles, around 10 SAG Federations, comprising of around 35 SAG member each will be established. These Federations will be integrated into Community Managed Resource Centres (CMRCs) at the chiefdom level comprising of around 75 members. In addition to the federations developed in the growth poles, additional Federations or CMRCs shall also be established in the other districts where the SAGs have been formed. The priority shall be given to the areas which are close to the rural growth poles to allow economies of scale and strengthening of CMRCs. It may be noted that each CMRC shall receive an operational CMRC facility located in the chiefdom headquarter (the hub) which shall be operated by the elected representatives of the member SAGs along with the assistance of an expert from NaCSA who shall be initially paid from the project for two years, with phasing out of project share over this period as the responsibility is taken over by the CMRC itself.
The project will seek to establish specific SAGs comprising of potentially labor endowed
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disabled, women, and social solidarity youth groups. These groups will undertake several credit plus activities promoting peace, rule for law, ethics, and solidarity among the population. These SAGs would also undertake awareness campaign and small community awareness activities regarding education, health issues, and women empowerment issues. These activities will be the key reflection of the social capital generated from the result of these activities. b) Formation and Strengthening of Microenterprise Groups (MEGs): MEGs are groups or associations of small business entrepreneurs who have an established business with market able skills with the primary intention to expand their businesses thereby creating employment. MEGs members, in contrast to the SAG members, are not linked by an affinity or a common bond, but rather purely on the basis of common livelihood activities. Micro enterprise groups will be key conduit for linking the infrastructure development (particularly livelihood infrastructure) and use activities with the community members.
The Micro Enterprise scheme under this component will mainly target youth entrepreneurs and women groups (sizable group of 5 members) who are already engaged in some level of enterprising, with some form of minimal capital but which is not adequate for expansion of their businesses. In addition to groups already engaged in common activities, several new MEGs shall be constituted from unemployed women and youth with the potential to undertake profitable livelihood ventures. MEGs are expected to be constituted in three key areas which will maximize the impact of various project activities and achieve the project objective of poverty alleviation and community empowerment. These include :(i) construction MEGs, (ii) Commodity value-chain MEGs, and (iii) facility management MEGs. Apart from the three priority MEG groups, various other MEGs constituted on the basis of local livelihood activities shall also be formed. These include MEGs engaged in Masonry, Contractors, Carpentry, Mat Making, Tailoring, and agricultural machinery mechanics. These MEGs shall be constituted from the businesses already in place or from the beneficiaries of microfinance facility who want to engage into new business ventures.
Considering the need and the objective of the project to engage community members in undertaking small-scale infrastructure works the project will concentrate on setting up a number of construction and skilled MEGs in the first year. These groups will be transformed into Local contracting groups, which will have the right to construct small scale infrastructure within the Hubs and satellites villages. These groups will be provided with interlocking brick block machines along with the training on construction.
The MEGs will be linked with the micro enterprise scheme introduced under the project. They shall be among the first set of beneficiaries eligible for securing loan from the project introduced line. The loan shall in first instance be advanced to cover the share of cost borne by the MEG for the infrastructure or equipment provided by the project.
A total of 352 MEGs will be formed/ supported under the project. These include 32 MEGs constituted under Phase-1 and an additional 320 MEGs which shall be newly constituted under Phase-2. The MEGs will also be provided business development services including training on financial literacy, book keeping, delinquency management, business advisory services and monitoring and supervision to ensure continuous growth of business. They shall be constituted in to viable producer organizations or cooperatives, linked with the private and public sector service providers, and integrated into the urban market by establishing contracts with local supermarkets, wholesalers, and restaurants.
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Component B3: Value-chain and Livelihood Development Consultant: In order to build the capacity of individuals and community groups in livelihood techniques, to provide continuous business development and to help in establishment of various commodity value- chains, a livelihood development consultant shall be hired. The livelihood development consultant will undertake the following key tasks: (i) key activities to be undertaken for development of the value-chains in a consultative manner; (ii) training of community facilitators and subject matter specialists in the form of training of trainers (TOT) on the various livelihood activities being developed in their specific domain; (iii) support for all the value-chain processes including: pre-production, production, harvesting, post- harvesting, transport, processing, packaging and eventual marketing; (iv) establish linkages and business agreements with potential urban consumers who will off-take the produce of the suppliers especially horticulture and fisheries; (v) help establish linkages with local training institutes to incubate potentially successful and well performing entrepreneurs.
Component C: Institutional Capacity Building and Community Development Planning:
Institutional development will be crucial for putting in place effective local institutions which will drive the community empowerment agenda and strengthen bottom up planning process. These institutions will be the key for sustaining the results delivered by the project and will stimulate self-driven development initiatives to improve the conditions of the rural communities once the project ends.
This component will focus on strengthening the three key local institutions: (i) local government institutes including NaCSA; (ii) facilitator teams, and (iii) section, ward and chiefdom development committees (SDC, WDC and CDCs). The modalities of support will include routine training, exposure visits, building management systems, and creating linkages with other similar projects. The component will also support the entire process for the development of village and chiefdom development plans (finalization of infrastructure through PRA exercise), including development of the beneficiary register.
This component has the following five sub-components: (i) Strengthening local government institutions; (ii) Capacity Building for NaCSA; (iii) Facilitation for Chiefdom Community Organizations; (iv) Exposure Visits, and (v) Updating of Training Module.
Component C.1: Strengthening Local Government Institutions: This component will provide support to the local government structures, including local councils, chiefdom development and Ward/Section Development Committee (WDCs) members in order to strengthen their administrative capacity under the new decentralized structures. The focus of the support will be to build the capacity of these institutes so: (i) they can appropriately engage and implement a consultative development planning process (bottom-up planning);
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(ii) they can effectively manage the multi-sectorial portfolio in their local constituencies, and (iii) they can act as an effective conduit between the communities and the central government structures, by undertake participatory development planning process. Two key types of support are envisaged to be provided to these bodies: (i) training of the stakeholders on participatory development planning and (ii) logistical means to compile information on their constituencies and develop local development plans. The training shall be mainly delivered to the Local Council Planning Teams, Chiefdom heads, Chiefdom Coordinators and Ward/district development committees. Apart from the training, the local governments in the selected chiefdoms will be equipped with a management information system with wards and chiefdoms as key information nodes and centralized repository at the local council level (district level).
Component C 2: Capacity Building for NaCSA: In order to build NaCSA capacity in project management as well as in implementing its other rural development programs, its capacity shall be enhanced. Two key types of support shall be provided, including: (i) Training and logistical support. The agency and its implementing staff’s capacity in management of community driven projects will be strengthened, with specific focus on: (a)understanding the dynamics of community group formation and maturation; (b) project, procurement and financial management of community driven projects; (c) setting up and operating effective M&E structures; (d) management training on improving NaCSA’s role as a conduit for escalating community needs to local and national levels; (e) fund mobilization, (f)social safety nets and targeting, and (g) micro enterprise development. The training will be delivered by the individual trainers as mentioned above and through short courses and exposure visits.
Component C 3: Facilitation for Chiefdom Community Organizations and Development Planning: Project support teams led by regional coordinators of NaCSA will be established during the project. These teams will facilitate and strengthen the role and capacity of the local governments as well as support and supervise the chiefdom coordinators teams in their working area. The chiefdom coordinators will be skilled local professions trained to play the key role of managing the facilitator and subject matter specialist (SMS) teams in their area. Once they have received master training they will promote community empowerment, facilitate and support the planning and implementation process as well as engage in capacity building among their designated communities. Community facilitators will form teams, which will be dependent on the need of the villages and communes. In general, teams of 8- 10 facilitators will cover one chiefdom, with around 1/3rd of the facilitators expected to be women. Chiefdom coordinators will coordinate their activities with the regional coordinators.
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Facilitator teams will be the direct interface for the communities. The facilitators will be the key in ensuring successful formation, maturing and sustainability of community institutions; inclusive social mobilization; help communities in developing SDPs and implementing projects, and identifying the community needs in terms of business development package, networking, and vocational training. Facilitators will also build partnerships and networks between communities and other service providers and enablers beyond the community. Important partnerships will be established with NGOs working in the area, linking communities with other development projects, market and commercial organizations and federations, other community groups and self-help groups, public sector service providers. Facilitators will also be responsible for imparting routine refresher training to VDCs and Section Development Committees on aspects related to project management, monitoring, reporting, and financial management. They will also be the key nodal points in implementation of the M&E system, verifying disbursement requests, and facilitating SAG and MEG formation and mentorship.
This component will also support the Chiefdom Committees in preparation of chiefdom development plans through the PRA process and Master Consultant’s work, which shall be the basis for finalization of infrastructure to be financed from the block financing facility. This component will support the cost for facilitators and chiefdom coordinators and their operations.
Component C4: Updating Training Modules: Given the various elements which comprise the institutional capacity building, there is a need to enhance the curriculum deployed by NaCSA. The exercise will be conducted by NaCSA which will review and update the training curricula used for master trainers, facilitators, and communities. Specific focus will be put on (i) incorporating elements of community organizational development; (ii) M&E;
General livelihood development activities, (iv) use of VRCs, (v) GIS use in development planning, (vi) microfinance and revolving fund management, (vii) machine maintenance and repair module, (viii) agribusiness with focus on horticulture, poultry and aquaculture, and covering production, service provision and value-addition. And (vi) understanding of local government systems to directly access development funding. The training modules and curricula will be a fluid document, which will be enhanced with the support of consultants throughout the project implementation based on the lessons learnt and documents produced.
Component C5: South-South Cooperation and Exposure Visits: The purpose of this component is to provide opportunity of learning for Sierra Leone to benefit from the broad experience of IDB and other partners in rural development and to use it in the implementation of the GIETRENK project. The proposed visits will focus on the following concepts and broad strategic sphere so if influence for which the country needs to develop and nurture internal expertise: Islamic Micro-Finance, renewable energy, CDD, Self Help Affinity Groups–Federations and Community Management Resource Centers management and operations. The exposure visits, where possible, will be structured as short training programs for the visiting members. The duration of the visits will vary from around five days to 10 days depending on the nature of the visit.
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Component D: Monitoring, Knowledge Management, and Advocacy: This component will develop the M&E system, including the IMIS to ensure that it is comprehensive, robust, relevant, realistic, and practical to monitor the identified results and their indicators as well as the project implementation progress. The purpose is to provide the project coordination with tools to effectively monitor project implementation progress and achievement, and to provide mid-term and end-of-project evaluations with sufficient information to assess the project’s success. This component will have three main thrusts: (a) Generating lessons and knowledge from the implementation of GIETRENK, (b) undertaking advocacy and awareness of project activities, and (c) communication and promotion of project results. This will be achieved through implementation of a robust M&E and knowledge management system and devising and implementing a comprehensive information, education and communication strategy.
Component D1: M&E and Knowledge Management: This sub-component will support the existing monitoring and evaluation system developed by NaCSA for monitoring of programs implemented by the agency. The monitoring system is used to undertake process and output monitoring and less focus is put one valuation and management of the knowledge generated. The system also relies heavily on various sources of information including community groups, NaCSA field staff, line ministry staff, and local council. The information is also collected using various modalities, including trek reports, community sub-project progress reports, physical reports by engineers, and formalized progress reports. This leads to the collection of large amount of data, which is automated at the head-quarters using the IMIS system and mainly used to produce progress reports for the government and the donor agency.
The assessment of the existing M&E reveals several weaknesses relating to:(i) delay in collection and compiling of information; (ii) unreliability of information due to various modes and sources; (iii) lack of capacity of NaCSA staff and information nodes especially related to results and impact monitoring; and (iv) weak management of information, which is a source of valuable knowledge to be fed into design and management of rural poverty reduction projects.
The key support to address the above constraints shall be provided by supporting a technical assistance consultant who will have the following key tasks: (i) undertake assessment of the first phase with focus on organization development of local institutions in three months; (ii) develop a comprehensive M&E and knowledge management system which covers assessment and strengthening of NaCSA’s M&E framework, results aspects, targeting, process monitoring, gender related data, and governance and institutional development indicators in six months; (iii) train NaCSA staff and other stakeholders as master trainers and supervise training of community groups within six months; (iv) prepare a training module section on M&E of community based projects within two months; (v) conduct mid- term review which is expected to be carried in two months and final impact assessment study expected to be completed in four months; (vi) design a practical M&E system with regards to the following key aspects: 1.What needs to be measured? 2 What is the most appropriate source of information that needs to be collected? 3. How to collect the information and how often? 4. How to store and analyze data? and (vii) develop an IMIS system integrating NaCSA district offices, regional centers, chiefdom nodes, and headquarters with the current system. The enhanced M&E system set up by the Consultant will then be managed by NaCSA staff ones they have been trained.
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The scope of work regarding the IMIS System development will involve i) development User Requirement Assessment and participatory design of the system. This will involve studying thoroughly the Baseline Reports pertaining to all the RGP project districts and incorporate the Baseline Indicator Values into the IMIS within the framework of the project’s Result Framework and M&E system developed earlier, as this shall form the BASIS of IMIS-based and Field evaluation ii) develop System to Track Project Status. This will include the development of a software system appropriate to the modern, effective tracking of the project keeping in mind the status of IT networking and other (e.g. power, institutional capacity) issues in the project areas; iii) development of Information Management System. This will include development of appropriate forms/ledgers and business processes (e.g. process of entering and using data from various offices–including at District levels–at appropriate intervals, conversion of paper-based to electronic data, integrating into a centralized database at PMU-level, data quality management, etc.); iv) Development of NaCSA Internal and External Website (a) Internal Website: This will include the development of an internal website accessible (with appropriate content and functionality to those with appropriate institutional roles) with access to internal information for GIETRENK management, including the web-enabled project management and monitoring system and basic documentation and functionality to support internal processes.
(b) External Website: This will include development of an external website/web portal that can be viewed with common web browsers globally with information about GIETRENK activity, reports, basic documentation, public domain project status and progress, useful links, tenders, advertisements and support for feedback. (Expect that the GIETRENK external website will have .sl domain (TLD).
In addition to the above activities, support will be provided to NaCSA to prepare the thematic reports on the valuation and performance of (i) SAGs; (ii) replicability of RGP model; (iii) management and maintenance of community based structures.
Component D 2: Communication, Awareness and Advocacy: This component will support the implementation of a comprehensive Information, Education and Communication (IEC) strategy of the project. It will ensure that the communities are well aware of the program interventions, understand the expected benefits and are actively involved in program implementation and success. In addition this component will target high end policy changes to promote cluster based rural development and bottom up planning process in the country.
Component E: Support for Project Implementation and Management: The project will be managed by NaCSA which shall be provided with necessary project management support. NaCSA will implement the project in close coordination with line Ministries and Local Governments which shall be represented in the local development councils and project steering committees. NaCSA will develop all the relevant policies, protocols and guidelines governing project implementation including communication strategy, M&E, IMIS for the project, and complaint handling system. This component will support four key- sub-components: (i) Start-up, Mid-term, and Completion workshops/Familiarization Visits;
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(ii) Grievance Redress Mechanism, (iii) Project Management Unit, and (iv) Financial Management and Auditing,
Component E1: Start-up, Mid-term and Completion Workshop/Familiarization Visits: Given the range of implementing partners involved in the project implementation, a series of workshops will be conducted to familiarize PMUs with the project and its approach, IDB procurement and disbursement procedures, project implementation guidelines and project financial management arrangements. In the mid-way along project implementation a mid- term review/workshop will be organized. Finally, a completion/wrap-up workshop will be organized
Component E2: Grievance Redress Mechanism: In order to ensure that the project interventions serve the targeted communities and funds are channeled for the desired purpose, a comprehensive Grievance Redress Mechanism and corruption prevention measures will be put in place.
Component E3: Project Management Unit: In line with Phase-1 arrangement, the project will be implemented using the existing NaCSA organizational structures, supplemented by dedicated PMUs. Under the supervision of NaCSA PMU units will be set-up at national, district and chiefdom levels to undertake day to day supervision and management of the project from the NaCSA staff. The central PMU will be headed by the Director of Social and Economic Opportunities of NaCSA who will provide the technical and policy guidance to the PMU teams. A dedicated project manager will lead the PMU team, who will be supported by the finance manager. The central PMU will be supported by sub- PMU established at chiefdom level headed by district coordinators of NaCSA, who will manage a team of engineers and subject matter specialists. Field level activities will be managed by a team of facilitators hired from local communities. The project activities will be supported by other specialist departments of NaCSA including M&E unit, IEC unit, Finance unit, and social protection department. The component will finance the salaries and operations cost for the PMU team and supporting staff on cost sharing basis.
Component E4: Financial Management and Auditing: NaCSA will be the contact point for the IDB and will organize Program financial management, including arrangements for audits. An external auditor, acceptable to the Bank, will be engaged by NaCSA through a competitive process. Auditor will be selected from among a shortlist of local registered reputable firms with understanding of the CDD project audit. The firm will conduct both the financial and physical audit of the project.
2. Profile of Project Targeted Cluster Chiefdoms
The GIETRENK project will be implemented in Sierra Leone, along the West Coast of Africa. Sierra Leone is divided into four (4) regions (North, South, East and Western Area), Fourteen (14) districts and 149 chiefdoms. The project will be implemented in six (6) chiefdom clusters in four districts, which includes (i) Kenema District (Lower Banbara chiefdom), (ii) Moyamba District (Ribbi and Bagruwa Chiefdoms) (iii) Tonkolili District (Konike Sanda and Kholifa Mabang chiefdoms) (iv) Port Loko District (Dibia and Bureh Kasseh Makonteh – BKM clustered Chiefdoms). Below is a summary of the profile of each of the target chiefdoms or Rural growth poles.
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Lower Bambara Chiefdom: Is a chiefdom in Kenema district. Panguma is the chiefdom headquarter of Lower Bambara chiefdom. According to the 2004 Population and Housing census, the population of Lower Bambara was 98,579 the chiefdom has six sections namely: Bonya, Fallay, Nyawa, Gbo, Sei, Korjei Buima and Korjei Ngieya, which will be considered as the satellites. Panguma is the chiefdom headquarter town. The major livelihood activities in Lower Bambara Chiefdom include cash crop production such as cocoa/coffee, oil palm, rice, cassava and vegetables. Mining and timber logging for charcoal is a major activity undertaken by youth. Youths are also engaged in commercial bike riding. Women are engaged in petty trading, vegetables, rice and other foodstuff cultivation. Presently, NaCSA is not implementing any major project in the chiefdom, there is no electricity supply in the chiefdom however a description of the existing basic social services in the chiefdom are as reflected in the PRA report which is annexed to this document.
Ribbi Chiefdom: This is one of the chiefdoms in Moyamba district. With a total of ten (10) sections including Yonni, Matonkok, Upper Ribbi, Mabureh, Lower Ribbi, Mokera, Matoni, Masarakulley, Kainthneh and Masanka sections. There are a total number of 142 villages/ communities, with a total population of 34,379 according to the 2004 Population and Housing Census. Bradford is the chiefdom headquarter town. Rice and Cassava (80% in farming); Groundnut (50%) are among the leading crops produced in the chiefdom, Artisanal Fishing also undertaken by Youths and women and vegetable production is undertaken during the dry season and Salt processing also undertaken, there is no electricity supply in the chiefdom however a description of the existing basic social services in the chiefdom are as reflected in the PRA report which is annexed to this document.
Bagruwa Chiefdom: Is a chiefdom in Moyamba district. This chiefdom comprise of Nine (9) sections including; Sembehun, Mani, Kegbai, Benkeh, Mosassie, Benduma, Palima, Kawuya, and Moseilo section. The population size of Bagruwa as estimated by the 2004 Population and Housing Census, Bagruwa has a population size of 25,943 people, this figure is expected to have increased significantly. Sembehun is the chiefdom headquarter town. The major crops cultivated in the chiefdom include: Rice, Cassava, Palm Oil and groundnuts, there is some level of artisanal Fishing being undertaken by Youth and women and some Vegetable Production done mainly during dry season. The chiefdom is off the national grid which makes electricity supply in the city a major problem, there is also no evidence of ongoing implementation of any major project either by NaCSA or other actors.
Dibia Chiefdom: Is one of the six chiefdoms of PortLoko district. It comprises of a total number of seven (7) sections namely: Mafonda, Macump, Makabarie, Kayimbor, Kontha- Kargbo, Karineh and Rogbalan with a total of 90 villages. The population size as indicated in the 2004 census report stood at 16,200 people. Gbinti is the chiefdom headquarter town. The major crops cultivated in the chiefdom includes rice both on upland and Bolilands, Oil Palm, Cassava, sweet potato, groundnuts, vegetable gardening is done at a very minimal scale, Cattle rearing, poultry, fish farming– fishponds and IVS cultivation are part of the livelihood activities of the people of the chiefdom. The chiefdom is challenged by the absence of electricity supply. There is also no evidence of an ongoing implementation of any major project either by NaCSA or other actors.
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Burreh Kasseh Makontek (BKM) Chiefdom: Being one of the chiefdoms of Port Loko district. BKM comprise of sixteen (16) sections, namely; Kambia Morie, Mange Morie, Yeli Sanda, Konta Ferry, Kalangba, Makaneh, Romeni, Kagbanthama, Mabombo, Marenka, Mamanka, Minthomore, Rotifunk, Rogballa, Bamoi and Kayimboh section with a total number of 160 villages. The population of BKM as at the 2004 Population census was estimated at 43,957 people. The chiefdom headquarter town is Mange. The major crops that are cultivated in the chiefdom include; Rice, Cassava, Sweet Potato, Yams, groundnuts, Palm Oil and residents of the chiefdom are engaged in livelihood activities such petty trading, Artisanal Fishing mainly undertaken by Youth and women and vegetable production undertaken in the dry season. The chiefdom lacks electricity supply in addition to the fact that there is no evidence of an ongoing implementation of any major project either by NaCSA or other actors.
Kunike Sanda Chiefdom: This is one of the chiefdoms in the Tonkolili district. Konike Sanda comprise of eight (8) sections including; Masingbi, Thama, Yenken, Thambaya, Sanda, Rolal, Wana and Semorkanie. There are a total number of 195 villages or settlements in the chiefdom. The population size of Konike Sanda as estimated by the 2004 census stood at 75,200 people. Masingbi is the chiefdom headquarter town. The major livelihood activities of the population includes Rice, Cassava, Vegetables production, with petty trading and vegetable production mainly undertaken by women, Gold mining and cattle rearing and milking / dairy farming is also undertaken by some segments of the population precisely the poor. The chiefdom is not on the limited national grid in spite of the fact that the district hosts the Bumbuna Hydroelectric dam that generates electricity for the city. There is no evidence of an ongoing implementation of any major project either by NaCSA or other actors in the chiefdom, though there are a few Non-governmental organizations and Community Based organizations in the chiefdom.
Kholifa Mabang chiefdom: Being one of the most deprived chiefdoms in the Tonkolili district, Kholifa Mabang comprise of eight sections including: Mabang, Komrabai, Mamanso, Robis, Rokankarr, Marunia Sakie, Rogbabai and Marunia Koray. Mabang remains the chiefdom headquarter town. The population size of the chiefdom as reflected in the 2004 population and housing census report was 25,000. Some of the major livelihood activities prominent in the chiefdom include; Small-scale Petty Trading, vegetable production and fish mongering mainly by women, cultivation of Rice, Cassava, Sweet Potato, and Maize. Some level of artisanal fishing and livestock rearing (cattle, sheep and goat) principally for subsistence purpose and poultry rearing are undertaken in the chiefdom. The chiefdom lacks electricity supply in-spite of its close proximity to the Bumbuna Hydro- electric dam which is the main power source for the national grid. There is no evidence of an ongoing implementation of any major project either by NaCSA or other actors in the chiefdom.
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2.1 Potentials / opportunities / developmental issues in target cluster chiefdoms.
It may be noted that chiefdoms which host the district headquarter towns, were not selected for the project intervention since the project will mainly target Rural areas within the context of the Rural Growth Poles, with no electricity supply. Most of the target chiefdoms as noted earlier rely heavily on agricultural activities as the dominant livelihood activity, Women are largely engaged in petty trading, vegetable gardening and fish mongering. Youth are involved in all activities including service provision, like transportation, timber logging, and artisanal fisheries. In Kunike Sanda and Lower Bambara, mining of gold and diamond are done by youth though the earnings are minimal. Most of the chiefdoms have at least one primary school and junior secondary school but no senior secondary school in almost all the target chiefdoms. The health facilities in the form of Community Health Posts and Community Health Centres are present in the chiefdom headquarter towns, with no referral hospital or health posts at section levels. All the chiefdom headquarters have make-shift very basic market structures with no facilities that can make their utilization optimal. All the target chiefdoms headquarter towns are connected to the district head quarter towns by trunk roads that are all in very poor conditions, some of which can deteriorate to a level that can lead to the in accessibility of the target chiefdoms by vehicular transportation during the raining seasons.
Targeting Mechanism: The GIETRENK project deploys a three stages common targeting system combining geographical targeting, community identification of eligible groups and verification by proxy means testing (PMT). This targeting system was developed under Phase-1and will be used in the current project. The system allows (i) selection of poor, deprived village clusters with lack of access to social services and economic opportunities,
(ii) put in place mechanisms for community identification of eligible beneficiaries within the villages, and (iii) verifies eligibility through application of PMT. This system will allow targeting of eligible poor youth and women beneficiaries and minimize elite capture.
The targeting at the community group and individual level within the chiefdom shall be done using the Participatory Rural Appraisal (PRA) exercise. The PRA exercise shall be done in a participatory manner by engaging with village or section development committees. Special engagement with vulnerable groups including less privileged segments, handicapped, women and youth will be conducted. Mechanisms which also encourage proactive inclusiveness of the poor will be used. These include setting up minimum quotas in various activities for women, youth, and handicapped in community committees including management committees, right over rent committees, SHGs and MEGs. Youth will be engaged as volunteers to support facilitators in the PRA exercise. The final step will involve verification of the identified beneficiaries, especially for micro- projects through proxy means testing (PMT) where necessary. However, at the same time, the project will not make explicit efforts to exclude the community elites, who will be important stakeholders for creating community social cohesion, improve community responsiveness, tap social capital networks and for smooth implementation of the project. It will be ensured that these groups do not disproportionately benefit from the project resources.
Apart from giving voice and undertaking special consultations with the vulnerable groups, it should be ensured that the M&E system is tailored to do segregated reporting and trigger elite capture cases. A registry of unemployed out hand women will be maintained to appropriately target them and to undertake post review examination when required.
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Project Implementation Plan: The project implementation will be done in a carefully sequenced manner over a five year period to ensure delivery of outputs while adhering to the conceptual principles enshrined in the design. The key step in the implementation process will be the finalization of the “Growth Pole Development Plans”, which will provide the basis for the identification of key activities to be undertaken in each growth pole. The growth pole development plans will be finalized using a multitude of tools and in an interactive manner with the stakeholders. Each growth pole development plan would identify the list of key investments that need to be undertaken for operationalizing the growth pole in the most efficient and sustainable manner. The RGPs development will use both bottom up approach to identify community demanded infrastructure as well as top down approach to identify more cross regional investments relevant to the working of the growth pole. Therefore, the RGPs will be consolidated at Village/Ward/ Section/District levels by efficient stakeholder committees.
The key tools to be used in the process will involve: (i) Participatory Rural Appraisal and Community Development Planning (CDPs); (ii) Institutional Assessment of stakeholders involved to identify capacity building needs within the framework of the project; (iii) SWOT analysis and economic opportunity mapping; (iv) value-chain assessments; /analysis (v) local development plans assessment; (vi) baseline surveys and GIS Mapping of resources;
(v) remote sensing, hydrological, soil, and topographic mapping of growth poles among others.; (vi) livelihood assessment within the SLF framework.
The final RGP plans will be approved by a Steering Committee comprising of local council representatives, district representatives, NaCSA representatives and line ministry representatives. The Steering Committee will ensure that the proposed interventions are in line with the district development plans and priorities. The line ministries will also approve the proposed designs, which should be in line with the standard designs developed and approved by the line ministries, particularly for social infrastructure.
The development of RGP Plans will require close coordination between various stakeholders and consultants to ensure harmony of work.
Following the approval of RGPs, which should identify the detailed investment programs, project identification, detailed design and supervision will be conducted. In addition for the livelihood activities, detailed value-chain development plans, including detailed list of sub-projects, infrastructures, equipment, capacity building and selection criteria etc. will be formed. The detailed design and procurement to operationalize these plans will be conducted ina phased manner as the infrastructure is finalized through a competitive selection process (where necessary).
As a final step, institutional structures for management and operations of the investments will be developed and smooth handing over will be done.
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Consultants will be required to prepare, operationalize and deliver the RGPs and their respective programs within the framework of the project. NaCSA will coordinate the entire exercise with the support of the Master Consultant (National Planning, Design, Supervision and Coordination Consultant) within the institutional structures setup for project implementation and supervision.
It may be noted that NaCSA is hiring separate firms to support the aspects related to value- chain development, capacity building, microfinance, financial management and auditing, supporting Self-Help Affinity Groups, PRA etc. The specific activities of the “Master Consultant” for which these ToRs relate to are defined below. Further it is important to note that NaCSA through its facilitators will also coordinate village/section development committee planning process. However, the Master Consultant will be responsible for coordinating the work of all consultants and support NaCSA in their supervision as well as use the results of these studies to develop coordinated plans and reports.
Highlights on Participatory Rural Appraisals (PRA) in target cluster chiefdoms.
A comprehensive Participatory Rural Appraisal has already been conducted in all the six chiefdom clusters by NaCSA including: Lower Bambara, Ribbi, Bagruwa, Kholifa Mabang, Konike Sanda, BKM and Dibia cluster Chiefdoms. The objectives of the Participatory Rural Appraisal (PRA) exercise included the following;
(i) To jointly develop with the full participation of community members; historical profiles, social, assets and resource maps, communities services and opportunities maps, seasonality, vulnerability and process mapping for key crops grown in the respective growth poles (ii) Develop a list of prioritized Socio-economic infrastructure and develop strategic plan for each of the growth poles (iii) Jointly identify principal livelihood strategies and indicate how they have changed overtime and their accompanying constraints. It is worth noting that objectives of the PRA were largely achieved, the participation of the community in the entire PRA exercise was ensured in each of the target chiefdoms, the lists of prioritized infrastructure including economic and social infrastructure and the livelihood activities required for transforming each target chiefdom into an economic hub of development were systematically and transparently developed and sanctioned by the communities in annex it meeting held in each of the target chiefdoms. It is expected that this lists will be sanitized by the Design and supervision consultant at the outse to of the Implementation of the Project. It is critical to note however that the detailed PRA report is provided as annex III.
3. Objectives of the Consulting Assignment and Scope of Work
The overall objective of the assignment is to support the project executing agency (NaCSA) in the implementation of the project specifically by undertaking the following a) Support in the management and coordination of all consultants and activities being undertaken b) Preparation and finalization of the RGP Plans. c) Preparing detailed design of all infrastructure facilities identified in the RGP investment programs.
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d) Preparation of bidding documents and supporting recruitment of contractors to undertake construction. e) Support supervision of infrastructure facilities f) Capacity building of communities in management of sub-projects and settingup institutional structure for operations and management g) Setting up the M&E framework and conducting mid-term and final evaluation h) Setting up the IMIS system for NaCSA as well as local governments.
4.1 Scope of the Assignment
The scope of the consultancy is divided into the following interrelated segments which are stated as follows:
A. Development of Rural Growth Poles Master Plans in a consultative manner.
B. Project Development, Detailed Design and specifications
C. Supervision of the Implementation of the sub-projects in the six chiefdom clusters ‘rural growthpoles’.
D. Design, and operationalize a robust Monitoring & Evaluation (M & E) System and;
E. Design and operationalize an Integrated Management Information System (IMIS) for NaCSA as well as Local Governments to manage the project and their constituencies respectively.
F. Serve as Master and National Coordinator to Support NaCSA in Managing Key Consultants for supervising all other consultants engaged to support the implementation of the project
NB: It may be noted that while each segment may have some elements which will be phased, several activities will be initiated concurrently and will be updated/ finalized over the course of the project.
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An elaboration of each of the segments of the scope is provided below:
Segment A: Development of Rural Growth Pole Plans and Investment Programs (Master Plan) in a Consultative Manner:
Responsibilities of Consultant under this segment
This segment of the assignment will comprise of developing the master plans for each selected growth pole. The master plan study will identify how the full potential for each selected RGP could be unleashed. Each rural growth pole should become a central economic hub to promote localized and regional development in the areas around it. The consultant will benefit from a inputs provided by a National steering committee of the project and guided by the local government and NaCSA specialists. The consultant will be required to develop an agreed strategy for the development of the entire chiefdom cluster cleared by the project steering committee and other project structures.
The Master Plans will be based on the conceptual approaches mentioned above and will address the following key challenges: a. Stimulating rural development and socio-economic growth across the chiefdom and its hinterland to support existing livelihoods and SMEs activities, support and develop new livelihood activities, and claw back the migration of youth from rural farm and non-farm enterprises to cities and other areas.
b. Identify potential development opportunities within the chiefdom cluster to turn it into a modern and vibrant community cluster, while ensuring the environmental conservation and sustainability of these interventions.
c. Identify the key public and private infrastructure to be developed to meet the basic needs of the communities, individuals and enterprises to meet the current and future evolution of the GPs.
The key aspect of the study will be the identification of potentials for development of socio-economic infrastructure in the six clustered growth pole chiefdoms (7 RGPs) to address the above challenges. The study will identify a complete package of infrastructure facilities (among other elements) falling under the following categories: (i) Livelihood and economic infrastructure, (ii) Social Infrastructure, (iii) Community micro-projects and marginalized communities scheme.
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The consultant shall be responsible for the following in developing the RGP Plans. The consultant is expected to execute his responsibilities in a well rationalized manner as proposed in the process noted below: i. Using the results of the PRA, CDD approach, local government consultation, socio economic analysis of chiefdoms, natural and human resource analysis, local government plans, GIS mapping, remote sensing, soil mapping, resource mapping and possibly earth observatory technology, and assessment results of the value- chain and livelihood development consultant, microfinance consultant, MEG and SAG assessment (to be undertaken by consultants),baseline study among others to develop “RGP Master Plans for Development (each plan constituting investments ranging from US$ 3.5 –8 million per growth pole)” covering economic, social and livelihood development investments, structured mainly around renewable energy platforms, irrigation structures, access to microfinance and agricultural value-chain development. It may be noted that the total investment plan for all the six growth poles will be around US$30 million (excluding capacity building requirements). ii. Each RGP shall be modeled around the concept elaborated above in the project background and other sections. It shall cover apart from the investment programs, the mechanisms for implementation and supported by a comprehensive M&E framework (See below for details of the M&E segment of the work). iii. The consultant will validate and elaborate the targeting mechanism frame work as outlined in the project document (Attached). iv. The consultant is expected to review the participatory rural appraisal (PRA) conducted to identify eligible beneficiaries, including use of various tools for verification. It may be noted that NaCSA facilitator teams will be available for the fieldwork, while the consultant shall be expected to provide technical backstopping and coordination support; v. The master plan development should lead to identification of interventions that will cover the sustainable livelihood spectrum of the communities, building their social, economic, physical and natural assets and resources, providing and building on the opportunities, and removing constraints and vulnerabilities. The core infrastructure in each RGPs will revolve around a blue-print developed and refined based on the PRA Exercise (attached). vi. Develop clear time bound program of investment, action plans and sub-projects hinged to the development plan, and prepare detailed designs and undertake supervision of the sub-projects during the second phase of the assignment (see relevant segment of the assignment), determined through technical and consultative process. Developing and finalizing the detailed design and specifications for the M-REP, irrigation infrastructure, fishponds, rural roads, and other major infrastructure including Model facilities such as schools, markets, Hospital being developed under the project. It may be noted that NaCSA and line Ministry engineers will supervise some of the simple sub-projects based on standardized approved designs, with consultant providing technical backstopping services.
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vii. Propose several options for the size and technology of the energy system which shall be tailored to the local geographical conditions, effective demand as determined by the “Chiefdom Development Plans” population density and proximity, and the capacity of the communities and local government to manage the infrastructure. It may be noted that depending on the location various technological packages should be explored including solar panels and solar mini grids, biogas, mini-hydro or hybrid systems.
The consultant is expected to undertake stakeholder consultations, make use of the hydrological information, cropping patterns, weather, and land/water resources information and GIS resource mapping of the areas prepared in collaboration with the Meteorological Department for the preparation of RGP plans. The field work for community consultation will be conducted by the NaCSA facilitator teams
The master plan development should be built upon the following principles: a. Restructuring and development of the RGP within the sustainable livelihood framework, by building on the existing assets (social, economic, physical and natural assets and resources) and opportunities available in the area. The development plan should be based on the key strengths and opportunities of the RGP in a manner that promotes approaches to design, development, and management that are practical and achievable, but will ultimately bring vacant assets into productive use. Potential opportunity sites and infrastructure should be identified and ranked in order of priority. Advice should be provided on the nature, scale, and timing of work to develop the identified sites and structures. b. The consultant firm shall undertake the remote sensing and hydrological and topographic mapping exercise to identify appropriate locations for various irrigation infrastructure in collaboration with MAFFS, Ministry of Water Resources and community development committee during the master planning exercise. c. The data collection will be conducted from primary sources (baseline survey, field survey, GPS etc.) and secondary sources (satellite data from earth observatory, survey maps, census data and published maps). The data will be processed through a customized GIS tool. The process should facilitate the understanding of as partial aspects of social and economic development by relating socio-economic variables to natural resources and the physical conditions, providing a tool for targeting interventions and monitoring impacts on various scales over the project areas. d. The RGP development ideally should revolve around few key industries or natural resources and essential investments (both in physical infrastructure and capacity building) should be made to strengthen the link between the key focal industries and other related sectors (either through creating backward or forward linkages; unleashing potential of the existing industry, or creating spillovers with other industries/sectors). e. The master plan should be based on the results of the Participatory Rural Appraisal (PRA) exercise, the results of which are attached to this report.
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f. The master plan should cover the following aspects of RGP Development:(i) Development of public/ private infrastructure (shared or individual); (ii)investments and capacity building of public/ private institutes and value-chain investments;(iii) coordinated system to implement the prioritized actions; (iv) community involvement in implementation/ management and sharing of benefits, (v) political economy challenges in sustaining the growth poles, (vi) critical investments to enhance competitiveness and sustainability of SMEs and smallholders. g. The master plan should be validated by the community groups and the local government councils through the elected Village Assemblies, representative groups and Section development committees as relevant. h. Development of each RGP should focus on multi-utility renewable energy mini- grids as key infrastructure for the processing and social structures, and irrigation infrastructure as the primary production infrastructure to promote the livelihood farming activities. The selection of structures should be based upon careful and thorough analysis with regards to suitability and sustainability. Proper advice and mechanisms should be provided to ensure the proper use and sustainability of such structures. i. The development of businesses supports infrastructure, markets, and processing centres to strengthen the RGP as an economic driving force within the region. j. Development of the RGP as a centre for local learning and health facilities. k. Improvement and sustainability of environment in the promotion of economic and livelihood activities. l. Improvement of access and movement to and within the RGP to make it more user friendly by road infrastructure improvements, development of pathways, and promotion of public/ private transport services. The development and choice of access road and transport development should as a first priority is linked with facilitation for livelihood activities. m. Linking the cluster with urban and regional business centres. n. Removing constraints and bottlenecks to the development of local SMEs and value- chains. o. Reducing the risk and vulnerabilities of the RGP to natural and man-made shocks and to enhance resilience of the communities. p. Focus on agricultural value chain development based on the comparative advantage and strength of the specific RGP cluster. q. The proposed technological solutions and the sites for the specific infrastructure are adapted to the size and socio-economic characteristics of the specific chiefdom cluster as well the hydrological and agro ecological conditions in the area.
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r. The master plan and specific infrastructure chosen can be sustainably managed by the communities and/or public institutes. The consultant should elaborate in the master planning the role of communities, community groups, local government institutes and line ministries in management, implementation, monitoring and maintenance of the sub- projects and put in place these institutional mechanisms at the handing over process and monitor the performance of the handed over facilities. s. The identified sub-projects in most cases should be public or communal in nature to benefit majority of the population and medium sized. t. A special provision for community micro-projects and marginalized communities is made in the master plan as per the elaboration above in the background. In doing so the Master consultant should undertake consultation with such groups identified through PPR Exercise by the NaCSA Facilitators. u. The master plan sub-projects support district development plans where available are approved by the local councils. v. The cumulative cost of prioritized physical infrastructure investment projects shall be between US$3.5 million to a maximum of US$8million per growth pole. The allocation shall be based on: (i) ensuring that a minimum basis for RGP blue-print can be established, and (ii) per capita allocation based on the population in each village. w. At least 70% of the amount shall be allocated for livelihood and economic infrastructure, 25% shall be allocated for social infrastructure, and the remaining5% for community micro projects and marginalized communities development scheme. The consultant may propose alternate options in discussion and agreement with the employer. x. The key actions will mainly revolve around investment projects and activities. However, the master plan should equally address the capacity building aspects as they relate to labor market and employment, governance and access to finance for the rural businesses promotion. The program for capacity building of public and private agents should be prepared with the view of integrating the infrastructure investments with the investments in livelihood development activities and community capacity building. The key issues to address the market inefficiency as it relates to market regulation support for farmers and traders, and access to markets/ finance should be highlighted and a plan developed to address these. y. Estimated needs and nature of financing, size of financing, key business sectors for SME finance should be initially identified by the consultant for further research and elaboration by the microfinance institutes and business and value-chain consultant. z. The master plan and recommendations should be ambitious but realistic, sustainable and capable of being delivered under the project budget. A clear delivery system identifying the mechanisms for interagency coordination should be spelled out for the master plan implementation.
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aa. The master plan should elaborate in detail the implementation mechanism for the various set of investments within the framework of the project document. Considering that the project is based on the CDD principles, communities will be expected to manage, implement and supervise majority of the sub-projects within their capacity. Aspects where the centralized management will be prioritized should be clearly defined. bb. The master plan should contain a comprehensive assessment of the capacity building needs of the communities, beneficiaries, and local government to implement and sustain the outputs of the project/ master plan. A capacity building plan in this regard should be prepared and will be an essential element of the plan. cc. A hierarchy of sub-project priorities with quick-wins, short, medium and long-term actions and timelines should be developed into an Action Plan for the next 5 years. Priorities should be identified using a range of measures including PRA results, consultations, basic blue-print of RGP, funding size, impact, Time-span, nature of work etc. The process for arriving from an exhaustive scope to a shortlisted set of recommendations should be clearly explained and undertaken in consultative manner. The identified priorities should be structured into a well rationalized and realistic sequence of interventions, with costs, impacts, and clear targets to be delivered. dd. Appropriate implementation agencies should be identified and standard agreements with them drafted. The role of private investors and implementing partners and sources of funding for the action plan should also be identified (where not available within the project budget). The Master Plan preparation will require consultation with various government agencies, other organizations, private sector interests, interest groups, communities and those in adjacent villages. ee. Appropriate targeting of youth and women as per the targeting criteria. ff. Since the project encompasses community driven development approach, some of the activities/ investment projects will not be finalized during the first Master Planning exercise and will be determined subsequently based on the established framework over the next three years during the master plan review and update exercise to be conducted biannually after conducting community planning and competitive project selection process. Further, several value-chain activities would be tailored to the MEGs and SAGs that will be developed and strengthened over the project period. In such cases, the RGP Master plans should identify the framework and process for selection of final activities over the project period.
Whilst NaCSA has responsibility for overall project Implementation, it works closely with various partner organizations and government departments, such as Ministry of Energy, Ministry of Agriculture, and Ministry of Water Resources. The consultant must demonstrate an understanding of the relationship with the partner organizations and the various statutory responsibilities they hold in relation to the overall master plan implementation. Recommendations in the Master plan shall be incompliance with the relevant statutory policies applied by each organization. In particular, any proposals emerging should be in general conformity with the government development, policy and regulatory requirements.
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Studies and Data Requirements
Preparation, information gathering and analysis: This would include among other the following:
• Collaborate with the livelihood development consultant for analysis and mapping of
the livelihood activities of the communities and constraints to their development.
• Mapping of resources, including water, soil and land resources and their use.
• Hydrology, topography, GIS Mapping and earth observatory to prepare growth pole maps as they relate to existing key structures and future growth plans (to be eventually merged into the MIS system for the local government’s)
• Farming system used and mapping of the value-chains of major crops.
• Ongoing development activities and projects
• Planned activities and projects in the cluster under other development programs.
• Socio-economic mapping of the communities which would form the basis for the RGP baselines and for understanding spatial aspects of development as they link to the availability of resources
• Undertaking a study for assessment of the electricity and energy needs of the chiefdom based on the ongoing and planned development to design and proposea suitable M-REP solution for the community.
• Undertaking analysis of the size and structure of various proposed infrastructure based on the local needs and development plans.
• Undertake analyses of the current position and growth prospects of theRGP economic sectors including specifically the:
(a) The Agricultural and Agribusiness Sector
I. A quantitative and qualitative analysis to provide a fair idea about the strengths, weaknesses and opportunities for current and future agriculture and agribusiness development. The output of this analysis will be used to aid the identification of viable value-chain interventions that will be used for designing the value-chain support activities and infrastructure in addition to refining the ToRs of the value chain consultant for the project.
II. The Master Consultant will be supported by the Value Chain and Business Development consultant (national consultant firm) on how to:
• Improve the value-chain (from pre-production to marketing stage).
• Improve the capacity of the value-chain actors.
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• Identify appropriate infrastructure for value-chain development
• Value-chain organization.
• Develop detailed investment plans for value-chain enhancement
• Implementation of value-chain activities.
(b) Non-agricultural rural sector
• An assessment of the existing levels and nature of non-agricultural activities.
• An assessment of the opportunities for future growth in this sectors
• Recommendations on how to realize the potential for growth in this sector.
(c) Non-traditional agriculture
• An assessment of the extent and nature of the greenhouse/horticulture/ acquaculture activities existing.
• Potential for development and promotion of fish ponds, green house farming, livestock industry and other non-farming activities.
• An assessment of the opportunities for the future development
• Recommendations on how to realize the potential for growth in this sector including identification of integrated value-chain projects and infrastructure.
• This activity will also be undertaken by the agri-business and livelihood development national consultant under the supervision of the Master Consultant.
(d) Public Services Sector
• An assessment of the availability of basic infrastructure taking into account the current needs and future development plans.
• Specifically, mapping and assessment of the quality of electricity infrastructure, water supply network, basic social infrastructure, irrigation and water conservation facilities, feeder roads, schools, hospitals, leisure centers etc.
• An assessment of the opportunities for the future development
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In addition to the above studies, the consultant will be required to undertake capacity assessment of the various institutes as mentioned above to draft a capacity building plan.
Final Output and deliverables:
The final output of this phase of the assignment will be a finalized master plan document covering each of the six clustered chiefdoms (with seven growth poles) that will serve as Rural Growth Poles (seven growth poles), verified / validated through consultations as stated above and approved by Village Development Committees, Local Councils, National Steering committee for the project and NaCSA. The Master Plan will identify a clear list of investment program, with priority projects / programs identified through the above exercise for implementation during the second Phase. The report will also identify a list of potential value-chains and feasibilities for their development. The second phase of the assignment will comprise of development of the projects for implementation and detailed design for tendering, and implementation of livelihood development plans. The GIS mapping of social and natural resources will be an essential element of the master plan, which will be automated into the local government MIS system (see later segments of work).
Approval of the Master Plan: Role of Line Ministries and Local Councils:
The final master plan and projects will be approved by a Steering Committee comprising of local council representatives, district representatives, NaCSA representatives and line ministry representatives. The Steering Committee will ensure that the proposed interventions are in line with the district development plans and priorities. The line ministries will also approve the proposed designs, which should be in line with the standard designs developed and approved by the line ministries, particularly for social and economic infrastructure (see second section below).
Work already done and information available: A broad menu of the specific infrastructure for each of the six growth pole clusters has been preliminary determined by the development planning departments of the local councils based on the needs and opportunities available in each location and keeping in view the blue-print developed for a typical growth pole. In addition, NaCSA has conducted a Participatory Rural Appraisal (PRA) exercise. The PRA report and maps, 2010 Sierra Leone Integrated Household Survey report and the 2015 National Food Security and Vulnerability Assessment report will be made available to the consultant to facilitate the preparation of the RGP Plan.
Input of other consultants in the Development of the Master Plan: The Master Consultant is expected to be the lead consultant responsible for coordination of other consultancies provided under the project. He shall be responsible for managing these consultants in an efficiency coordinated manner to deliver the final outputs. The other consultants that will support the Master Plan development and their draft ToRs are attached herewith in Annex II Specifically, the key consultant that will be critical is the “Livelihood and Value-chain Development Consultant”. The value-chain and livelihood development consultant will assist the Master Consultant in undertaking livelihood mapping, value-chain analysis, and development of value-chain investment and livelihood development plans, including specification of equipment and supervision (second phase of the assignment). He shall also determine all the agricultural value chain opportunities in each RGP. The value-chain and livelihood development consultant TOR is attached for reference.
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Proposed List of key experts for the Development of a Consultative Rural Growth Poles Plan:
The proposed list of key experts and non-key experts for the Development of a Consultative Rural Growth Poles Plan is shown below. It should be noted that this is only a tentative list and actual specialists should be determined by the consultant himself in drafting his proposal. This is a lump-sum contract segment of the assignment and payments will be made on delivery of outputs. The estimated man-months for the assignment are around 9.5 man months (only indicative):
No. Position/Expert Nos Persons Total Months Persons Months
1 Regional Planning Expert/Team 1 1 1 Leader
2 Civil Engineer 1 1 1
3 Environmental Expert 1 0.5 0.5
4 Water and Sanitation Expert 1 0.5 0.5
5 Architectural Engineer 1 0.5 0.5
6 Energy Expert 1 1.5 1.5
7 Economist and Rural Development 1 1.5 1.5 Expert
8 Agricultural/Irrigation Engineer 1 1 1
9 Monitoring & Evaluation Expert 1 1 1
10 MIS/GIS Expert 1 1 1
TOTAL 10 9.5 9.5
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The consultant is expected to initiate RGP Master Plans as the first step to lay the foundation for project identification and implementation. RGP planning process will take place during the first year of the consultancy and is expected to last for three months. This plan will be updated half yearly within the remaining four years based on the community consultation exercise and after conducting competitive project selection process where applicable as well as demand driven nature of projects from MEGs, SAGs and other livelihood groups. There view process will last for one month to reflect changes during the project implementation.
The Client Counterpart Staff to be associated with the Master Consultant for the development of rural growth pole plans and the facilities that will be provided to the consultant are as follows: i. At NaCSA HQ, a Programme Manager will support the Master Consultant in coordinating the consultant activities with the NaCSA front line field staff and MDAs for the collection of all information legally required for the preparation of the RGPs plan in each Growth pole. ii. At the field level, the client will also support the Master Consultant with seventy Community Based Facilitators, Seven Hub Based Engineers, Seven Hub Based Specialists, three Regional Engineers, four District and three Regional Coordinators for community sensitization and mobilization activities and provide community profiling data legally required for the preparation of RGPs plan. iii. The client will provide one vehicle and office space on a temporary basis for the preparation of RGPs plan iv. The client will facilitate other logistic arrangements including fuel for the RGPs plan preparation exercise. v. The four District Planning Officers of the District Councils in the RGPs will support the Master Consultant with district development plans and data.
Segment B: Detailed Project Development, Design and Tendering for Investment Programs and Capacity Building needs:
The second segment of the assignment will comprise of preparing detailed projects, related design and specifications and hiring contractors/ consultants for the identified investment program under the master plan. The design development shall as priority focus on investment projects identified in the RGP. However, the detailed design development will be a recurrent process over the project implementation period as the project identification and development through CDD process, MEG and SAGs demands, and microfinance beneficiaries is undertaken and RGPs are updated.
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While the list of final infrastructure, equipment and capacity building for which the design, specifications and TORs will be prepared shall come from the RGP Master Plans, it is expected that in each growth pole a basic ‘blue-print’ shall be developed with a total investment cost of around US$30 million (for the entire project). The total structures to be built in seven growth poles have been tentatively identified in Table- 1 below, which define the consultants scope of work. It may be noted that some infrastructure facilities have already been identified through the PRA exercise, which will provide an input into the Mater Plan Development.
A key aspect in each growth pole will be the finalization of the size and technology of the energy system which shall be tailored to the local geographical conditions, effective demand as determined by the “Chiefdom Development Plans” and future expected growth (energy demand study should be done), population density and proximity, and the capacity of the communities and local government to manage the infrastructure.
The Table below convey a tentative list of some of the types and quantities of infrastructure that will be provided under the project (forecasting and resource requirement purposes). This category of infrastructure will form the basis of RGP investment programs (limited menu list). It is critical to note that the list is not exhaustive especially noting the fact that the project adopts a CDD approach and exceptions beyond these categories will be approved as part of the approval of RGP plans and investment programs where extremely necessitated.
Table 1: Tentative List of Identified Infrastructure
Snr. Infrastructure Unit number No. A M-REP System A.1 M-REP Grids (1.5-2MW) 7 A.3 Single Poinyt Kioisks (3-5KW) 200 B Water Supply Systems B.1 Portable Water Supply Network 6 B.2 Wells & Boreholes 150 C Rehabilitation and Development of Feeder Roads Network KM 150 and Bridges D Irrigation and Water Harvesting Infrastructure No. D.1 Contour Stone Walls and CheckDams No. 1500 D.2 Percolation Ponds and Irrrigation Tanks (200Ha) No. 30 D.3 Tidal Irrigation Infrascture Ha 200 D.4 Run-off Water Harvesting Infrastructure Ha 3000 E. IVS and Boli LandDevelopment E.1 IVS Rehabilitation and Maintenance Ha 1000 E.2 Boli Land Development (Lowlands) Ha 1500 F. Green Houses Development (36sq m 240 sqm) No. 50 G. Mini Industrial Hubs, Modern Markets and CRMCs No. 6 I. Service and Construction Contractors No. 15 J. Schools 7.1 Construction and Rehabilitation of PS No. 3 7.2 Construction and Rehabilitation of JSS No. 3 7.3 Construction and Rehabilitation of SSS No. 3
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K. Health and Sanitation Intervention K.1 Community Health Centre / Referral Hospital No. 3 K.2 Ambulance No. 3 K.3 Veterinary centre No. 3 K.4 Construction of Compartment VIP Toilets No. 300 M Townhall No. 3 N Community Micro-Project No. 75 O Marginalized Communities Development Scheme No. 150 P Support for Value-Chain P.1 Support for Rice Value Chain Ha 9000 P.2 Vegetable Value Chair Ha 4200 P.3 Cassava Value-Chaim Ha 1970 P.4 Sweet Potatoe Ha 2100 P.5 Livestock Hig libre 1400 P.6 Palm Oil Value-Chain Ha 800 P.7 Groundnut Value-Chain Ha 500 P.8 Cocoa Value-Chain Ha 200 P.9 Fisheries Ponds No. 50
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The brief description of some of the categories of major infrastructure is provided as follows:
Multi-utility Renewable Energy Platform:
A multi-utility renewable energy platform (M-REP) shall range from a single point solar kiosk, village or a multi-village mini grid or connection to a nearby national grid. This will be the central infrastructure facility which shall be provided in all the hub villages and will be a priority choice in satellite villages. This M-REP will provide energy for a vast range of social and economic activities to be developed in the growth poles. The key services and facilities to be provided with energy shall include: (i) drinking water supply; (ii) ground water for irrigation purposes; (iii) electricity for agro-business mini industrial hubs; (iv) social infrastructure including schools, health centers, community centers etc; (v) public economic infrastructure including markets and community managed resource centers, and (vi) street lighting among others.
It is estimated that the hub village in each growth pole shall require an energy system producing around 1.5-2 MWs, while the single point solar kiosk, village systems, and multi-village systems shall require around 3-5Kva, 5-7Kva and 8-12Kva energy systems respectively. The exact size, technology and number of the M-REP to be provided in each growth pole shall be determined by the consultant. The size and technology of the energy system shall be tailored to the local geographical conditions, effective demand as determined by the “Chiefdom Development Plans (CDPs)”, population density and proximity, and the capacity of the communities and local government to manage the infrastructure. It may be noted that depending on the location various technological packages will be explored including solar panels and solar mini grids, biogas, mini-hydro or hybrid systems. The systems will be installed with inverters, provided medium voltage (MV)/ low voltage (LV) distribution networks and energy storage technology (batteries etc). The selection of the exact site for M-ERP shall also be done by the consultant and confirmed by the turn-key supplier based on several technical factors including geophysical characteristics, viability for developing a multi-utility platform around it, which would allow connection to market, is viable for developing water supply system, and has the potential to be expanded in the future.
A billing system and a nominal rent will be imposed on the users to ensure generation of a consistent stream of benefits both for the maintenance of the system as well as to provide livelihoods to the self-help affinity (SAG) or microenterprise group (MEG) tasked with its daily operations under a ‘Right Over Rent (RoR)’ Agreement to be signed between NaCSA, Ministry of Energy, and a representative group. The systems will be managed by an oversight committee comprising of Ministry of Energy, local council representative, community group representative and the user representative. A maintenance fund shall also be set-up under the tripartite RoR agreement. The rent generated shall be divided between the local government and the management group, with a fixed percentage being put in the maintenance fund to be seeded by the project funds upon signing of the RoR agreement. The training of the community group on use and routine maintenance shall be a pre-requisite for handing over the facility and signing of the agreement.
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It may be reiterated that the central M-ERP for the hub-village has been identified as a necessary economic infrastructure, which shall be installed in all the 6 chiefdom clusters. The key M-REP facilities will be provided in the hub-village and single village systems in section heads.
Portable Water Supply Network:
The key interlinked aspect of the multi-utility renewable energy platform is a portable water supply system which will also be installed in all the growth poles. The water supply system shall typically comprise of a public standing post on a borehole installed with a pumping unit electrified by the M-ERP system. It is composed of 2 to 3 km embryonic reticulated water supply networks with pipes, storage facilities, standpipes, and private connections that can accommodate 4,500 inhabitants. The construction multi-village M- ERPs systems for which the Water Supply infrastructure is composed of a more sophisticated and reticulated water systems (5 to 7km network) linking many villages with pipes, storage facilities, standpipes, and private connections that can accommodate more than 8,000 inhabitants. Water will be pumped for storage into reservoirs (estimated to be around 200m3 per reservoir) and channeled through a distribution network. The main portable water supply system is expected to be provided in the hub where there is high demand for water use. The satellite villages are expected to be provided with fenced hand pump wells and where appropriate and demand exists, a solar kiosk unit and a mini distribution network.
The portable water supply system shall be managed by a management committee or an SAG or MEG3 (to be called Facility Management Committee –FMC- in this case) established under the project and as appropriate nominal fee for maintenance of the unit shall be charged to the users. An O&M fund created and managed by the relevant group shall be established to undertake routine maintenance activities. The structure and
The proposed management structures are tentative and the consultants are expected to provide their inputs on the same as part of their comments on the “Terms of Reference”.management of O & M fund, the amount to be charged and the selection of FCM shall be done by the Community Development Committee (CDC) with support of the NaCSA facilitators and consultant. The FCM and the community technicians shall be provided training on the operations and management of the infrastructure.
It may be noted that portable water supply shall also be an essential infrastructure to be developed in all the chiefdoms. The exact specifications and scope of the structures will be discussed and agreed upon in consultation with the communities and finalized by the design consultant.
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Rehabilitation and Construction of Feeder Roads:
In order to link the satellite villages with the hub village and to enhance connectivity of growth pole chiefdoms to urban centers, a network of feeder roads shall be laid. The feeder roads program will involve both their rehabilitation as well as construction of the new road network to enhance access to markets for small scale farmers. It is expected that the improvement in road network will improve accessibility of section and periphery villages with the hub thus improving the farm gate prices, lowering transport cost, and spurring commercial trade of cash commodities produced. The focus will be on converting footpaths into vehicular access roads though rehabilitation of existing roads which are in poor condition will also be undertaken. It is expected that around 150kms of feeder roads in the selected growth poles will be constructed/rehabilitated, including construction/ rehabilitation of culverts and bridges as well as accessible paths to potential inland valley swamps (IVS).
Irrigation Development and Soil Conservation Infrastructure:
Agriculture, especially crop production, has been identified as the major activity being undertaken in all the selected growth poles. Agriculture is important both for enhancing the food security and developing livelihood of the communities. However, most of the communities still continue to deploy very traditional production practices, which lead to very low yields, high lose, and hence lack of food availability in all these regions.
Currently all the agriculture production is rain-fed though significant potential exists for the development of irrigated agriculture by controlling rain water run-off, developing ground water irrigation systems, and promoting water conservation technologies. The extent of irrigation development and potential varies across the selected chiefdoms and section villages within them.
The consultant will seek to identify the potential public irrigation infrastructure that can be developed for benefit of the farmers. The focus in this area will be on public infrastructure built on watershed basis to be managed by water user and farmer groups. The selection of watersheds for development of irrigation infrastructure is optimal from the stand point of promoting integrated watershed development within the growth poles to achieve sustainable production without deterioration in their source base and creating any ecological imbalances. Considering the locational context and given the nature of infrastructure viable watersheds of about 200-500 Ha will be the appropriate unit of intervention for this specific activity.
The following key irrigation infrastructure type has been identified for development: (i) supplemental irrigation during off-rainy season using solar powered water wells with overhead tanks and drip irrigation network; (ii) soil-water conservation and moisture retention infrastructure including contour stonewalls, permanent check dams, gulley plugging structures and contour trenching; (iii) Water storage infrastructure that maybe provided based on the conditions in specific locations will include percolation ponds (10,000-15,000m3 with around 45,000m3 of additional water available every season), silt detention tanks and irrigation tanks. These tanks will be multipurpose structures purposely built for not only recharging the groundwater but also to provide water for livestock rearing and promoting fish farming. Each tank is expected to allow double cropping over around 3-5 hectares of land and bring additional land under cultivation especially for orchards and vegetable gardens.
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The following factors shall be considered in determining the final list of structures: (i) hydrological conditions and water availability; (ii) soil conditions; (iii) environmental impact; (iv) precipitation volume and land contour/slope; (v) existing water storage capacity; (vi) irrigated agricultural development potential, and (vii) community demand and capacity for management.
The provided infrastructure will be managed by farmer organizations which will be the direct beneficiary of the infrastructure provided. In order to enhance ownership and sustainability, the farmers will be involved in planning and finalization of the sites, construction, maintenance of the structures, mobilization of resources for management and maintenance activities, and determining water distribution criteria among beneficiaries including resolution of any conflict that may arise. The water user or farmer organizations will be set-up as legal associations which shall sign an agreement with the NaCSA and local government for management of the provided infrastructure and shall be provided relevant training on the same. The formation of WUAs, provision of community costs share and signing of the agreement will be a pre-requisite for financing such projects in the communities.
Inland Valley Swamps and Boli Land Development:
The agro-ecology in the selected chiefdoms is Sudano- Sahelian, with rainfall between 800-1100mm. Majority of the crop cultivation is undertaken on lowlands with rice being a common crop in all the regions. Farmer’s income can be significantly increased by bringing the increased agricultural land under cultivation through the development of IVS. Several IVS structures are damaged which limits the potential for cultivation and results in extremely low yields. An area of around 2,500 acres can be potentially developed through the rehabilitation of IVS in the targeted growth poles. This will result in significant increase in food production thus resulting in improved food security.
There habilitation and development of IVS shall be based on location specific conditions. Simple water control structures and earthen bunds in the swampy lands shall be constructed. Appropriate drainage and supplementary irrigation shall be provided to allow farming during the dry season and to improve water control. The IVS development shall be integrated with irrigation development infrastructure and the mixed cropping system that would include cultivation of vegetables on these IVS. In addition to IVS development, the project twill prioritize development of Boli Lands. Currently, around 6,100 Ha of Boli lands are uncultivated in the selected chiefdoms. The communities will be encouraged to develop and choose projects for the development of these lands which shall then be distributed to poor farmers for rice cultivation.
Agricultural Value-chain Development Infrastructure:
One of the key objectives of the project is to improve the livelihoods of the population in the selected chiefdoms. The livelihood analysis of the population reveals that majority of the households have adopted multiple livelihood strategies. The livelihood activities are also distinct and clearly segregated based on the demographics, with male generally engaged in crop and tree crop farming, while female engaged in gardening, fishing and petty trade. Youth are generally engaged in provision of services and petty trade. Regardless, almost 90% of the population relies on agriculture for its sustenance. A major uplift in the economic conditions and income of the population can be achieved by adding value to their produce.
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The livelihood analysis is of the chiefdoms has led to identification of certain key livelihood activities which shall be supported during the project implementation. Broadly, the activities being supported fall under three broad categories: agricultural production of various commodities, fisheries and livestock, and small scale petty trading and services. In this regard the project will mainly seek to establish certain specialized product value- chains in which the local communities possess a comparative advantage and have significant potential for development.
The design of livelihood activities will be based on the feasibilities conducted for various value-chains. It shall involve building community capacity, developing community economic groups, provision of microfinance line, and business support services to cover all aspects of rural livelihoods. The microfinance will be managed by a specialist organization, which is beyond the purview of consultant’s work. It may be noted that the consultant will be supported by a specialized agribusiness consultant for implementing the value-chain activities. The cost of business development services, economic group formation for livelihood development, community capacity building and training, establishing market links will be done by the specialized agri-business consultant. The Management consultant will however retain the responsibility for overall management of the work of livelihood consultant and to develop any detailed design for livelihood infrastructure.The major livelihood activities being undertaken in the selected chiefdoms and those envisaged to be supported are mentioned below.
The major livelihood activities being undertaken in the selected chiefdoms and those envisaged to be supported are mentioned below:
Chiefdom Major Livelihood Activities Key Areas to be supported Kholifa Small-scale Petty Trading, vegetable Rice, Cassava, Sweet Potatoe and Magang production and fish monger by women. vegetable value-chains. Boli Land for Rice Cultivation -Agricultural Production, Rice (816 MT. Fish Farming Cassava (1,400MT). sweet Potatoe and Maize (11MT). 90% engaged in farming followed by fishing and livestock production for self Lower -Major livelihood activity is cash crop Rice, Oil Palm, Cocoa, Coffee and Bambara production, including cocoa/ Coffee, Oil Vegetable gardens. Services for Palm, Rice Cassava and Vegetables. mining and transportation of -Mining and timber logging for charcoal is a commodities, Trading Activities. major activity undertaken by youth. Youth is also engaged in commercial bike riding. -Women are engaged in petty trading. Vegetables and rice Dibia -Crop Production: Upland Rice, Oil Palm, Rice, Cassava, Groundnuts Oil Cassava, Sweet Potatoe, Groundnuts, Palm and Vegetable Gardens. Vegetable Gardens. Vegetable production at Boli Land for rice cultivation. very low acerage. Livestock (Milk and butter -Cattle Rearing and Poultry. production) -Fisheries Ponds in IVS/Streams. Fisheries. Ribbi -Crop Production Rice and Cassava (80% in Rice, Cassava, Groundnut and farming) Groundnut (50%) Vegetable Production -Artisanal Fishing Undertaken by Youth and Fisheries Women Salt Processing. -Vegetable Production during dry season 97 | Page
-Salt Processing Kunike -Crop Production, Rice, Cassava, Vegetables Rice, Cassava, Vegetable Boli Sanda -70% engaged in farming and 30% in petty Land Development for Rice trading. Cultivation -Petty Trading and vegetable production Livestock undertaken by mainly women. Baagruwa -Crop Production: Rice, Cassava, Palm Oil Rice, Cassava and Vegetable and groundnuts Production. -Artisanal Fishing undertaken by Youth and Fisheries Women Palm Oil -Vegetable Production during dry season. Bureh -Crop Production, Rice, Cassava, Sweet Rice, Cassava, Palm Oil, vegetable (BMK) Potatoe, Yams, groundnuts, Palm Oil Production and groundnut -Artisanal Fishing Undertaken by Youth and Artisanal Fishries women
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Based on the above analysis, specific attention and focus shall be put on development of promising cash crop and food crop value chains which can enhance community income and improve food security in the selected chiefdoms. In addition, considering that vegetable production and inland/artisanal fisheries is a common activity being undertaken by women groups in all the growth poles, a minimum allocation will be made for the provision of green houses and construction of fishponds.
Social Infrastructure
The objective of providing social infrastructure is to enable the recipient of the various livelihood packages from the project to fully realize the potentials of their livelihood activities while providing them facilities to cater for their social needs. The typologies of social infrastructure that will be provided will be determined using demand driven approach as finalized by local development councils in consultation with the Village Development Committees by undertaking PRA exercise.
The tentative list of infrastructure identified includes: community health centers with necessary equipment and ambulance, construction or rehabilitation of primary, junior and senior secondary schools to be provided with staff quarters, VIP latrine and library. In in addition social facilities like town hall, family toilets and VIP toilets for communities shall also be provided in most of the growth poles. All the facilities will be connected to the MREP electricity facility or a solar panel to ensure maximization of use and benefits. In addition to the infrastructure being provided, this component will also provide training for teachers and undertake community health awareness activities.
It may be noted that the design and specifications for social infrastructure will be based on the prototypes already approved by the line ministries.
Community Micro-projects and Marginalized Communities Development
Community Micro projects: Considering that the project seeks to implement a growth pole model involving in most cases relatively medium size infrastructure, the small community micro-projects as prioritized by the locals may be ignored. In order to avoid this, 2.5% of the funding allocation for each chiefdom shall be set aside for undertaking community micro-projects at the village level. The priority shall be given to periphery and section villages and the most deprived communities in these villages.
The micro-projects shall be determined from an open menu with only a very limited prohibited list. The infrastructure provided will be of basic public nature to serve and address the social deprivation in these villages. The major difference between this activity and other infrastructure is largely based on scope and scale of the works. This component will only finance local small scale public infrastructure in satellite and periphery villages to address the local needs at the village levels.
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Marginalized Communities Development Scheme: One of the key lessons learnt from other CDD projects relates to the lack of targeting for remote and poorest villages. Considering this, a specific tranche of block financing will be allocated to benefit the poorest communities in each of the targeted chiefdoms. Interventions will mainly focus on basic social infrastructure and fund for economic generation, including linkages with other villages and local markets. Conditional grants will be provided to households in the form of inputs or capital for start-up businesses which will be conditional upon their adherence to complimentary social activities (school attendance, participation to workshops, deworming etc.). The vulnerable communities will ideally be combined into SAGs. An allocation of 2.5% of the total block financing for the chiefdom shall be earmarked for this purpose.
It may be noted that the tender documents and implementation mechanisms would vary based on the nature of the project, with the consultant required to prepare brief simplified templates for the community procurement and standardized IDB templates for others.
Output: The expected output and deliverables:
1) Investment projects details, including detailed activities, timeline, implementation/ supervision mechanism, feasibility (financial return where appropriate) and final handing over/ management mechanisms.
2) Comprehensive field surveys as necessary and other studies as stated in various sections, detailed design drawing, specification and Bill of Quantities for the infrastructure/ equipment in compliance with standard and national requirements prepared;
3) Tender documents (including those for community contracting) finalized and cleared by relevant technical and supervising bodies, and contractors/ consultants procured/ hired.
4) Identification of individual short-term specialist requirements related to livelihood development activities that may not be available with the livelihood development consultant.
Input of other consultants and staff:
- The value-chain and livelihood development consultant will provide input in the preparation of value chain and livelihood infrastructure documents, including details related to the sub-projects and specifications.
- Livelihood development consultant will prepare the capacity building plans and mechanisms for implementation.
- The line Ministeries would provide standardized specifications for some items based on the local policies and regulations, where available.
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- 2 NaCSA Regional Civil, with a degree in civil engineering and over 5 years working experience in simila assignments and 6 Clerk of Works, with Diploma in Building and Construction, with less than 5 years experience will also work with the consultant and contribute to the preparation of the project, detailed designs and specifications. Apparently, there no standard designs for energy infrastructure but there are policies and regulations to be complied with and the Consultant will have access to such information.
- The facilitator teams on the ground with about 8 – 10 assigned to each RGP will be used by the consultant for preparation of the projects, implementation mechanisms and tendering support especially for items under community management. Community consultation exercise will be undertaken by these facilitators under the supervision of the consultant.
Proposed List of key experts for this segment of the assignment:
The proposed list of key experts and other technical specialists estimated man/person months for this segment of the assignment is as shown in the table below. It may be noted that this is only a tentative list of key expert and their time and the consultant should propose his own staffing schedule including key expert time inputs and support staff. This is the lump-sum contract segment of the assignment and the costing should be based on the blue-print defined above:
No. Position/Expert Nos. Person Total Person Months Months
1 Regional Planning Expert/Team Leader 1 1 1
2 Civil Engineer 1 1.5 1.5
3 Water and Sanitation Expert 1 2 2
4 Architectural Engineer 1 2.0 2.0
5 Energy Expert 2 2 4
6 Institutional Expert (management of 1 1 1 infrastructure)
7 Agronomist (soil expert) 1 2 2
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TOTAL 16.5
The major work related to this segment of the assignment is expected to be conducted during the first year of the work. However, the consultant is expected to concurrently start the process of design preparation as the preliminary quick wins of the Master Plan or essential infrastructure is approved (for example energy or water supply). The project development and design preparation will continue throughout the project period as the Master Plan is updated.
Work already done and information available:
NaCSA has obtained policies, national standard designs and specifications for energy, agriculture, education, water and health and sanitation infrastructure which will be made available to the consultant. However, the consultant will be required to propose various design options and prepare detailed designs based on these standards. It may be noted that the standard designs are only available for rural public facilities (schools/ health centers/ road specifications etc) and the designs would have to be vetted and finalized by the consultant based on the local conditions and context.
The Client Counterpart Staff to be associated with the Master Consultant for the design and specification development for the entire infrastructure are as follows: i. At the field level, the client will support the Master Consultant with Seven Hub Based Engineers and three Regional Engineers for the conduct of assessment/ feasibility and inventory, preparation of plan and line diagrams of infrastructure. ii. The client will provide existing national designs, policy and standards for the preparation of designs and specifications. iii. The client will provide one vehicle with driver and office space on a temporary basis for the preparation of designs and specifications. iv. The client will facilitate other logistic arrangements including fuel for the design preparation. v. The client will facilitate collaboration with subject matter specialists in the relevant MDAs and local councils to ensure adherence with the national policy and standard guidelines on structural designs and specification.
Segment- C: Supervision of Implementation and Setting up Management Structures for handing over of the sub-projects in the six chiefdom clusters ‘rural growth poles:
The consultant is expected to provide supervision services for the infrastructure being constructed under the project as well as set-up institutional structure for management of the facilities including setting up O&M funds. As the Client's representative, the Consultant will supervise and administer the entire civil works and goods contract and ensure that the works are constructed/ goods provided in accordance with the design drawings, technical specifications and contract conditions.
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The Consultant will have all of those powers defined as being the Client’s representative, with the exception of the following, which will be retained and exercised by the Client: i) Issuing the order to commence the works; ii) Approving variation orders that have financial implications; iii) Approving significant variations in quantity; iv) Approval of design drawings; v) Approving subletting of any part of the works; and vi) Approving time extensions.
The Consultant's responsibilities shall include, but not limited to the following: i) Approving the contractor's work program, method statements, material sources etc; ii) Preparing and issuing reports as defined subsequently; iii) Approving and/or issuing working drawings, approving the setting out of the works, and giving instructions to the Contractor; iv) Reviewing the Quality Assurance Plans and Programs of the Contractor; v) Inspecting and testing all the materials and the works to ensure compliance with specifications and giving immediate notice to the Contractor in the event that such materials and works fail to comply with the specifications; vi) Accepting or rejecting any part or parts of the completed works; vii) Making measurements and keeping measurement records; viii) Maintaining records, correspondence, and diaries; ix) Certifying work volume and interim certificates for progress payments; xi) Certifying completion of part or all of the works; xiii) Periodically checking the remaining quantities, and undertaking constant monitoring of each contract costs; xiv) Reviewing and recommending to the Project Management variation orders, extensions of time, claims, and other matters that may come from Contractors; xv) Advising the Project Management on all matters relating to the execution of the works; and assisting it in processing the Contractor's possible claims;
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xvi) Ensuring compliance with the environmental and social safeguards requirements of civil works contracts, and providing information to IDB on those processes in the monthly progress reports; xvii) Conducting monitoring visits to ensure proper implementation of the Environmental Management Plan xviii) Updating the Environmental Management Plan based on changing Field Conditions and accordingly informs the client and Field Staff xix) Prepare quarterly monitoring reports on implementation of works for review and approval by Project Management and further submission to IDB xx) Undertaking project performance management system in the format acceptable to the client and the IDB; xxi) Assisting in preparing a consolidated project completion report in a format provided by IDB after the completion of Contract designs and supervision works; xxii) Checking and certifying as-built drawings for the works prepared by the Contractors; xxiii) Providing the Client with complete records such as inception, monthly, quarterly, completion reports, etc x) Conducting acceptance and performance tests on the completed works in order to ensure compliance and agreement with contractual technical requirements before commissioning and handing over completed infrastructure xi) Inspection and testing of works for quality assurance.
Xi ) Preparation of payment certificates. xii) Setting up sustainability funds mechanisms and sustainability plans for each major infrastructure (communal social or economic structures to be specific)
Proposed supervision structure:
Given the disperse nature of activities and large number of structures being built, the consultant is not expected to do field supervision for all the infrastructure facilities. He will be required to use the structures presented below to prepare an efficiently managed supervision plan. However, he will retain full responsibility for strictly supervising major infrastructure projects. The Master Consultant is expected to finalize the “Program Supervision Structure” based on the tentative framework as below and prepare tools for necessary collaborative supervision:
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Supervision by the Master Consultant:
The Master Consultant will be fully responsible to supervise infrastructure (MREPs, irrigation structures etc.) which is beyond the capacity of the local communities as well do routine audit supervision of community managed projects to prepare ‘quality index’. An estimate of 25% of the Master consultant supervision man/person months will be allocated for supervising the community managed projects since community management committees, line ministries and NaCSA field staff will also be effectively involved in this process. However, the consultant will retain records of all contracts, review all the progress and completion reports and ensure that management structures for such infrastructure is in line with the proposed methodology as per the “Program Supervision Structure”.
The Master Consultant will be assisted by the Agribusiness and Value-chain Consultant in supervision of livelihood and agribusiness related facilities and will be supported by the following structures which shall operate at the field level. Specifically, a team of 60 community based facilitators (10 in each RGP), 6 hub based specialist and 6 hub based engineers (one in each RGP) will be the key staff that will undertake field supervision of the progress using community based participatory monitoring/ supervision.
Supervision by the PMU (NaCSA) Line Ministries and Communities:
• Supervision by NaCSA:
For the purposes of the day-to-day supervision, implementation and management of GIETRENK, a highly skilled and experienced Project Management Team is currently in place at NaCSA. In effect, to determine the supervision aspects, due consideration should be given to the CDD aspect and approach already in place at NaCSA. Supervision will also be done by communities, line ministries, project facilitators and Hub coordinators with support of the Master Consultant.
The core PMU unit which shall be fully dedicated for the implementation of GIETRENK will comprise of the programme manager, a senior engineer, microfinance specialist, agribusiness specialist, accountant, and administrative assistants. Apart from the core team at the HQ, NaCSA regional coordinators will report directly to the SoCEP Director who will report to the Commissioner through the Senior Director of Programmes. The NaCSA district and regional staff will directly interface with VMCs and Communities but HQ teams including the Commissioner and Deputy Commissioner will undertake supervision and monitoring visits to projects ensure adherence to technical requirements and enforce accountability policies and procedures.
The following departmental/unit teams shall provide support to GIETRENK on part time basis: Senior Director-Support Services & Team shall provide financial support services; Senior Director-M&E, KV&R and team shall support with project monitoring, ICT, documentation and sharing of lessons learnt & best practices and mechanisms to enhance project visibility; Director- NSPS & team: will provide support in grievance redress mechanism and targeting system administration support services; Human Resources Manager and team will provide administration and logistics services.
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• Supervision by Local Council and Communities:
NaCSA will be directly responsible for the implementation of the project through its Technical Teams at HQ, Regional and District offices in close collaboration with sector Ministries of Energy, Water and Environment, Health and sanitation, Education and Youth, Agriculture and Food security, the Sierra Leone Roads Authority, Local Government and Community Development; Local Councils, chiefdom and ward Committees; communities and their representative groups such as VMCs
The project will work with three key local institutes in implementation and supervision of community managed infrastructure. These include, Section Development Committees, Village Development Committees, and Local District Councils (line ministries and ward committees).
Section Development Committees (SDCs): At the section level, the lowest administrative governance structure is the SDCs. These are recognized elected bodies, which comprise of village representatives, section chief, section speaker and the local councilor. The SDCs will provide administrative oversight to the Village Management Committees (VMCs), which are village institutes, mainly responsible for community supervision and implementation of the projects. They will assist the VMCs in their respective sections in management of the sub-projects and will undertake routine monitoring of the progress.
Village Management Committees (VMCs): At the village level, the project management staff will engage with the village management committees (VMCs) to finalize and implement the project activities. VMCs were established during Phase-1 by the communities themselves, through a process of election, and have a Chairman, Secretary, Treasurer, and executive representatives from women, marginalized and local council.
There will be three important roles of the VMCs in the GIETRENK project: (i) to undertake participatory PRA exercise at the project start to identify the infrastructure and potential beneficiaries and to undertake community sensitization regarding the nature and processes of the project/scheme,(ii) do participatory monitoring and reporting of sub- projects in their locales through the establishment of sub- committees (facility management committees), and (iii) manage and implement the community micro- on behalf of the community and therefore report to the entire community at a general forum and at agreed intervals.
The NaCSA HBSs and local district councils will supervise the VMC activities using participatory monitoring and evaluation tools along with the SDCs. SDCs will have a general oversight responsibility; and NGOs and Civil-Society Organizations will also be involved in sub-project monitoring and progress of implementation.
The role of the Community Based Facilitators includes but not limited to the following:
ü Prepare periodic (weekly, monthly & quarterly) work plans for project implementation in the Hub and Satellite communities
ü Ensure project activities are executed in line with NaCSA’s guidelines including Infrastructure development especially the MREP and other livelihood and socio economic infrastructure by service providers engaged under the project.
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ü Coordinate networking between NaCSA staff and chiefdom stakeholders (e.g. Chiefs, Ward Councilors, Chiefdom Development Committees and Village Development Committees) at the Hub and Satellite level.
ü Support the HBS in coordinating technical assistance from Line Ministries and other MDAs participating in the implementation of project activities in the RGP.
ü Facilitate community support (acquisition of land, security of assets, mobilization of local materials, etc.) in furtherance of CDD approach.
• Local District Councils (line ministries and ward committees):
The sector ministries: will provide sector specifications for infrastructure, provide assurance for sustainability of the facilities, take part in the technical review of projects and participate in joint monitoring.
The Local councils will ensure that sub-projects are within their development plans and priorities, participate in project approval process, participate in the supervision and monitoring of implementation, make commitment on operation and maintenance of project facilities.
Output: The expected output and deliverables: a) A comprehensive supervision manual, periodic updated plans and quarterly supervision progress reports as well as other technical reports as per the consultant’s responsibilities mentioned above.
B) Setting up of management committees and institutional structures for management of each infrastructure, including operations and management plan as well as institutionalizing the various maintenance funds for collective infrastructure management.
Input of other consultants in the Supervision of Infrastructure in the RGPs:
The value-chain and livelihood development, and SAG Capacity Building Consultants will provide input in the supervision plan and report.
Proposed List of key experts for the Supervision of the Implementation of the sub- projects in the six chiefdom clusters ‘rural growth poles:
The proposed list of key experts and estimated man/person months to supervise the Implementation of the sub-projects in the six chiefdom clusters‘ rural growth poles is as shown in the table below. This will be the time based contract based on the actual utilization of man months for supervision of the works:
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No. Position/Expert Nos Person Total Months Person Months
1 Regional Planning Expert/Team Leader 1 12 12
2 Civil Engineer 1 24 24
3 Environmental Expert 1 6 6
4. Water and Sanitation Expert 1 12 12
5 Architectural Engineer 1 12 12
6 Economist and Rural Development 1 12 12 Expert
7 Agricultural/Irrigation Engineer 1 24 24
8 Agronomist 1 12 12
TOTAL 138
NB: The estimated timeframe for the above segment of the assignment will be for 138 man months. It may be noted that the supervision aspect of the contract will be “Time-Based” in accordance with the actual infrastructure being supervised. For costing purposes, the consultant should provide a minimum of 138 man-months of the key staff in calculation of the financial proposal of this segment of the assignment.
The first year supervision will be intensive and carried out on a monthly basis within two weeks by both the Engineers and M&E Experts. The IMIS experts and others will carry out quarterly supervision within two weeks. The consultant shall conduct quarterly supervision lasting for within two weeks in the remaining four years. The sustainable management structures and maintenance funds will be set-up before handing over of each facility.
The Client Counterpart Staff to be associated with the Master Consultant for the Supervision of the Implementation of the sub-projects in the six chiefdom clusters ‘rural growth poles are as follows:
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i. Community groups and structures will perform frontline day-to-day supervision of the implementation of social infrastructure and marginalized community projects. A Community Management Committee (CMC) will be established for each social infrastructure to supervise and report to the Hub Based Specialists. ii. Seven Hub Based Engineers will supervise livelihood and economic infrastructure in the RGPs on a routine basis and report to the Regional Engineer on a monthly basis. iii. Three NaCSA Regional will undertake periodically supervision of construction work of social and economic infrastructure. They will share periodic supervisory reports with the Master consultant. v. Line MDAs and Local Councils will supervise the construction works to ensure compliance with the available national designs, specifications and policy guidelines. They will share supervisory reports with NaCSA. These reports in turn will be shared with the Master Consultant.
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Segment D: Design, and operationalize a robust Monitoring & Evaluation (M&E) System:
Existing M&E System of NaCSA and Institutional Structures:
NaCSA has an existing Monitoring and Evaluation structure comprising the M&E unit at its headquarters and the field staff at Regional and district level. The Unit has four staffs (Senior Director, Programme Manager, Project Officer and Data Entry Clerk) with the overall responsibility of monitoring, supervision and Evaluation of all projects implemented by the Commission. NaCSA also collaborates with stakeholders such as Line ministries, Local Councils and Beneficiary communities in M&E of their projects.
The main monitoring and evaluation activities undertaken by the M&E Unit include: (i) Independent and internal studies and reviews to assess progress towards achievement to the planned outputs which include baseline survey, beneficiary surveys, and evaluate the level of sub-project outcomes and impact; (ii) Spot-checks to monitor physical implementation on the ground; (iii) Regular monitoring and reporting; including quarterly, semestral and annual reviews; (iv) Data collection, processing and information management on the overall financial management and procurement in the programmes implemented.
The consultant shall review the current M& E system at NaCSA and upgrade and align it to the demands of the GIETRENK Project.
Duties and Responsibilities of the M & E Consultant:
The consultant will build on the existing M&E and Knowledge Innovation system of NaCSA. The duties of the consultant shall include the following: a. Establish monitoring and evaluation framework and associated tools which will be deployed by various stakeholders to appropriately monitor the project progress. The M&E framework will include results management framework, performance measurement framework, define accountabilities, end objectives and link with country targets as set out in PRSP-III. M&E systems will be formulated to provide gender segregated data as well as the effectiveness and involvement of all stakeholders in the village development committee and its activities. Specific indicators will be included for governance and institutional aspects for management of the project. Appropriate mechanisms will also be built in M&E to monitor and determine the level of elite capture and to trigger appropriate response when violations are noted. Communities, specifically vulnerable groups will be interviewed to determine issues like: (i) who selects the micro projects, (ii) whom anages them, (iii) who benefits from them, and (iv) who is benefitting disproportionately and unfairly. b. Develop an M&E framework that will cover process monitoring tools to ensure that the project implementation manual and procedures are adhered to by the various stakeholders. The report will be provided to the auditor for his analysis.
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c. The M&E should allow segregated reporting to cover women, youth and marginalized communities especially ultra-poor. The reporting and monitoring mechanisms would enable the benefits and involvement of these groups in the community empowerment process. It should allow monitoring and reporting on the representation of such groups in various CBOs, their involvement in decision making and their active participation in various committee meetings, especially general assembly meetings and CBO meetings. d. Build the capacity of communities and other stakeholders in tracking and monitoring results and reporting impacts in line with the strategic M&E framework; this will be incorporated into the training modules of the capacity building curricula. e. Conduct M&E trainings for community volunteers and organizations and put in place a self-evaluation processes. f. Conduct a mid-term review and final outcome assessment study in coordination with NaCSA.
The key tasks to deliver the above duties will include the following:
Task -1: Development of the project theory of change, stakeholder analysis and elaboration the intended results: The consultant is expected to review the project appraisal document to identify the key benefits/ changes expected from the project components (project results). It is expected that this exercise will lead to the identification of a set of hypotheses and indicators which shall form the basis for the measurement of project results and development of the M&E system. The consultant should assess the likelihood of achievement of the indicated results in the PAD and develop a results chain linking every component/ activity of the project with this final objective. The detailed theory of change should indicate the necessary intermediary changes that need to take place to achieve the desired project objective. Any gaps in the results chain not addressed by the project should be clearly identified as risks/ assumptions and a detailed mitigation plan proposed for the same. The final output of this exercise would be a: (i) clear set of project results ranging from project impacts, outcomes, outputs and key activities; (ii) a detailed project results framework with quarterly results targets (including key performance indicators), (iii) a detailed logical theory of change analysis and schematic linking project activities with the project results and (iv) a set of key hypothesis to be monitored and tested outlining the intended desired project results. The project log-frame is available and attached herewith as the basic document. The exercise should be conducted in a participatory manner by consulting various stakeholders and present the stakeholder analysis and their role in achieving the project results.
Consultant is expected to complete this task through undertaking desk review of documents and conducting stakeholder consultation. The stakeholder consultation should be conducted through a series of focus group discussions and meetings. The consultant’s proposal should elaborate on the methodological details and ways to undertake the stakeholder consultation including identification of the key stakeholders he wishes to consult during the exercise.
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Task-2: Develop the project M&E system, including the MIS to ensure that it is comprehensive robust, relevant realistic, and practical to monitor the identified results and their indicators as well as project progress: The purpose is to provide the NaCSA with tools to effectively monitor project progress and achievement, and to provide mid-term and end-of-project evaluations with sufficient information to assess the project’s success. The Consultant will assist the Project in reviewing M&E needs and establishing necessary practical procedures and measures in order to operationalize M&E (data collection and processing). The consultant is expected to design a practical M&E system with regard to the following key aspects: 1.What needs to be measured? 2. What is the most appropriate source of information that needs to be collected? 3. How to collect the information and how often? 4. How to store and analyze data? This analysis will be based on the work done under Task- 1.
Based on the above exercise (Task-1), the consultant will undertake a thorough assessment and strengthening of the project’s M&E framework already developed by NaCSA—the consultant may choose to build on the existing system or build a new system from scratch. In doing so, the consultant will ensure that the M&E framework/ system captures all the necessary projects results, KPIs and targets, risks, activities, follow-ups actions, responsibility and frequency, mechanisms to measure budget/ activity monitoring (etc), including their segregation over the project implementation period. The consultant is also expected to review/develop a set of final and intermediary indicators to monitor the project results (impacts/outcomes/activities) as well as risks (risk matrix) for the set of identified objectives and their associated sub-objectives and intermediary objectives as identified during the Task-1.
These results are expected to be achieved through the implementation of the project components. Each component is expected to contribute towards the achievement of higher level objectives. The consultant will be required to identify indicators linked to each of these components to track expected changes or contributions of each component to the higher level outcomes and impacts.
In order to measure the above objectives, the consultant will be required to come up with smart indicators which can be practically monitored by the project staff within the available budget and without incurring too much costs. Appropriate proxies should be identified to measure aspects which may be difficult to measure directly. For each set of objective and corresponding indicators, the methodology for its measurement, the tools for its measurement, the frequency, the relevant primary and secondary source, the data inputting techniques, and the result analysis techniques will be clearly developed among other key aspects.
The M&E system should be comprehensive in nature and, apart from measuring the results/ objectives should also have the following features or characteristics (as well as any other as may be required by the client from time to time)
• Risk Management and Monitoring Framework: Risk identification, measurement, tracking, mitigation, and key performance indicators (similar to objectives indicators). The identified Risks and constraints to achievements of outputs, outcomes and impacts based on actual experiences from within and out of Sierra Leone should be fed into the project risk management framework.
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• Project Planning and Monitoring: Develop project management tools and performance measures to allow assessment of operational efficiency of project implementation, including:
ü Project planning, budgeting and progress reporting techniques and templates. This should link the project budget with project objectives, indicators, and activities.
ü Follow-up system to assess the implementation of various actions as may be defined during IDB supervision missions, audit reports, expert reports, etc.
ü Procurement and contract management follow-up tools and templates
ü Monitoring tools to raise red flags in case of deviations and risks to achievement of project objectives
ü Activity planning and tracking mechanisms, tools and methods.
ü Updated Project log-frame, results matrix and indicators.
ü Evaluation System: It must be emphasized that setting up of a comprehensive evaluation system will be an integral part of the consultant’s work. The evaluation system should allow the project M&E team to evaluate project outcomes and impacts. The evaluation system should have the provision to allow undertaking analysis to test various project related hypothesis and theory of change. Hence for each set of indicated objectives and sub-objectives, the consultant will prepare a comprehensive strategy and mechanism for evaluating the project results, indicating clearly the data required and its source, analysis techniques and models, and method to interpret results including the tools required to undertake the analysis.
ü Participatory M&E: The M&E system to be established should be participatory involving communities, local government and facilitator/ regional PMU teams in setting community goals at micro level, establishing indicators, monitoring and assessment. Thus the MIS should enable collection of such information and updates from community to the central level. Key focal points in communities should be identified to monitor and upload the data. The communities involved should be trained on the use of the system.
ü The M & E and Knowledge Management System should cover results aspects, targeting, processing monitoring, gender related data, and governance and institutional development indicators;
ü Allow reporting systems to capture instances of elite capture and participation of marginalized groups in decision making process.
ü Train NaCSA staff and other stakeholders as master trainers and supervise training of community groups;
ü Prepare a training module section on M & E of the community based projects;
ü Conduct mid-term review
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ü M&E to be integrated into the IMIS System that will link NaCSA district offices regional centres, chiefdom nodes and headquarters with the current system (See next task of the segment)
ü Allow creation and record of beneficiary register for every beneficiary.
ü System should specifically allow collecting sufficient knowledge to undertake independent third party thematic reports on the evaluation and performance of: (i) Self-help Affinity Groups and their social/ organizational dynamics, (ii) Rural Growth Pole Model and its replicability, (iii) technical quality, maintenance and sustainability of the infrastructure. These three thematic studies will be done by NaCSA with the support of individual international experts hired on short- term basis. Consultant is not expected to conduct these studies. However, the monitoring and evaluation system he shall develop should allow generation of sufficient data to effectively undertake these studies. The Master Consultant will assist in the recruitment of these individual international consultants before the project ends and provide them support in effectively conducting these studies.
ü Conduct impact evaluation survey with treatment and control groups.
Work Methodology: Consultant is expected to complete this task through undertaking desk review of documents, review of existing M&E of the project, and conducting stakeholder consultation. The stakeholder consultation should be conducted through a series of focus group discussions and meetings. He should also review the capacity available at PMU and the district offices to propose the most suitable system that can be sustained within the project resources. The integrated database should be developed using careful analysis of the user and project needs. The business process should be carefully studied and integrated into the system. Workshops and trial tests for each functionality should be formed. The consultant’s proposal should elaborate on the methodological details and ways to undertake the stakeholder consultation to finalize the M&E System, list of stakeholder he expects to consult, the methodology to identify the KPIs and tracking/ analysis methods, and training methodology among other details. It should also contain the key specifications/ functionality of the MIS system for M&E it wishes to install as well as troubleshooting support it shall provide.
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Task-3: Assessment of the baseline situation in the targeted communities for each of the identified project impacts, outcomes and outputs. Based on the M&E framework developed for the project, the consultant will be required to undertake a comprehensive baseline study. For the sake of project outcomes and output indicators, the baseline should be undertaken in the hub and satellite villages (where the major project interventions are being undertaken). The baseline data should be appropriately aggregated where relevant at an appropriate unit of measurement or intervention. The consultant will be required to devise the methodology, tools, and data analysis techniques. The consultant will be supported by NaCSA facilitators in collecting the field data. The consultant shall be responsible for populating the M&E System developed by inserting data in an agreed format into the system. The baseline data system should be integrated within the M&E System, user-friendly and must allow undertaking various econometric analyses. The consultant will be responsible for hiring any additional enumerators and any other support staff to conduct the surveys apart from the NaCSA appointed facilitators (nearly 60) on the field, which will fully support the consultant. However, as part of the training aspect of his ToRs he shall be required to work closely with the Project M&E staff during undertaking of the baseline study and shall train them on data collection, data management and analysis techniques.
The baseline study is expected to measure all the relevant indicators as they relate to the above stated objectives and as refined by the consultant under Sub-task 1 and 2. Where relevant, the consultant will be required to cover a sample of at least 15% of the population in the targeted areas. However, the consultant must obtain relevant data for all the direct beneficiaries of the project once they are identified and selected. It may be noted that several beneficiaries will be identified during the implementation, and the consultant should prepare tools as part of the M&E system and train the NaCSA staff/ facilitators on collection of data on relevant indicators once these beneficiaries are identified or selected.
The baseline should also include an overview of the districts studied and do an assessment and measurement of relevant socio-economic characteristics of the study population in terms of population patterns, economic activities and natural resources available as well as constraints to their growth as perceived by the population (which may be part of the RGP plans, in which case there is no need to cover this aspect separately). In addition it should include a summary and assessment of the community development plans as well as district development plans and identify weaknesses in those plans.
Consultant will be required to disseminate the baseline study results in the targeted districts including to communities, district government, civil society and local authorities. The method for dissemination should vary from meetings, validation workshops, information sheets to be posted in each targeted community (in local language and English) among others.
It may be noted that the PRA exercise has also been conducted which will feed into the development of the baseline.
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Work Methodology: Consultant is expected to complete this task through undertaking desk review of documents, review of existing M&E of the project, and mainly through conducting field surveys. The consultant’s proposal should elaborate on the methodological details and ways to conduct the baseline, the sample size (minimum 10%; consultant covering higher sample size will score additional technical marks in methodology), the organization of enumerators, the key aspects to be measured in the baselines, the sources of information, the base line data development methods, the data analysis tools and techniques he would use, the validation techniques, and raw data storage and management mechanism etc.) . The main baseline study will be conducted upon finalization of the M&E system.
• The Client Counterpart Staff and inputs to be associated with the Master Consultant for the design, and operationalize a robust Monitoring & Evaluation (M&E) System are as follows:
a) Community groups and structures: the monitoring sub-committees will assist in data collection on the social and economic infrastructure
a) Seven Hub Based Specialists and seventy Community Based Facilitators will support the Master Consultant with standard data on the social and economic infrastructure.
b) Three NaCSA M&E Unit staff will support the Master Consultant with existing available data and database, national M&E frameworks, share M&E reports etc.
Task-4: Design and operationalize an Integrated Management Information System (IMIS) that captures real time information on project activities in all the RGPs:
Work already done and information available:
NaCSA has an IT unit with a team of eight staff: IT Technicians (2), System Specialist (1) and Data Operators (5); The Commission has an active website and MIS-existing both developed during the first phase of the SLCDD.
At Headquarters, NaCSA has Wireless LAN, Servers, 48U server Rack, Desktops, Laptops, Mobile Internet; while four NaCSA District offices in Moyamba, Western Rural, Kono and Bombali have Mobile Internet and Desktops.
Scope of Work: The consultant is expected to develop two separate Management Information Systems: (i) Integrate the project M&E and data collection structures from field till the HQ; (ii) set-up an MIS System at local government offices to allow them efficiently manage their constituencies. The scope will seek to address two key areas, (i) Establishing an integrated and functional IMIS that will aid the executing agency’s management of the implementation of the entire project (through automating the M&E). (ii) Support participatory governance through the deployment of the IMIS in the four district councils hosting the RGPs, to support data collection at the chiefdom, section and village levels for management of the constituencies.
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The scope of work regarding the IMIS System development will in brief involve i) development of User Requirement Assessment and participatory design of the system. ii) Develop System to Track Project Status; iii) development of Management Information System for local governments (where project is being implemented). iv) Enhancement of NaCSA Internal and External Website.
To this end the responsibilities of the IMIS segment of this assignment will include though not be limited to the following: a) Establishing an Integrated and functional IMIS system for NaCSA to aid its capacity in management of the implementation of the entire project.
Under the first scope of work, the consultant will have the task of developing an IMIS system integrating the NaCSA district offices, regional centres, chiefdom nodes, village data collection agents, and headquarters with the current system. The enhanced IMIS setup by the Consultant will then be managed by NaCSA staff after they have been trained.
NaCSA has an existing IMIS system that may need to be either reconfigured or developed to meet the requirements of the GIETRENK project. The consultancy will seek to develop an automated simplified IMIS either as a standalone (with interface to the current IMIS of NaCSA) or as a module within the current IMIS that will provide real time information to support all components of the project which will include but not limited to establishing an IMIS that fully supports;
n A comprehensive Projects Management; Monitoring and Evaluation; SAG and MEGs;
n Management indicators for Impact Evaluation; Administration of the Program (Backup, Security, ACL, audit trail etc);
n Grievance Redress Mechanism (GRM) and Reports Generation Some of the key responsibilities of the consultant will include the following:
• Establish a comprehensive web-based front end to the IMIS linking the district offices with the village data collection points, chiefdom nodes, ROs and HQ to further automate data recording to ensure that real time data is available at all times and issues are reported as they occur.
• During the requirements definition phase of the IMIS, the necessary modules for the implementation needs to be clearly defined.
As part of the deliverables, the consultant is required to:
ü Provide read-only reports in different formats for donors and other stakeholders
ü Make available downloadable PDF reports for inclusion on the NaCSA website newsfeed
ü Make available secure views that can be accessed by stakeholders either via the VPN or www.
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• The proposed IMIS should co-exist within the NaCSA ICT infrastructure, this will include Data Centre equipment such as Servers, Routers, Firewalls and Internet Connectivity and the existing financial software (SUN accounting system).
• Ensure that the IMIS has the capacity of providing a detailed transparent reporting system, which provides information on the usage of block financing and other project expenditures from the chiefdom level upwards.
• The IMIS should have provision for it to be linked with community CMRCs located in the regional in the later years, though this aspect will not be part of the project M&E or financial management system.
• Ensure that the existing Internet bandwidth of NaCSA is expanded to a level that will handle the increased capacity.
• Facilitate the provision of adequate training programs for a core pool of in-house ICT personnel will be able to administer the implemented system.
• The proposed IMIS system should generate (Insert, update and delete) with integrated authorization reviews and consume (reports and DSS) its data at the Rural Growth Pole (RGP) level. The data will be synchronized post- authorization with the data centre at NaCSA HQ where all departments will have access to data pertinent to their unit eg. Impact assessment by the M&E and projects progress by the project management team.
• The IMIS should have capacity that will ensure relevant field data for each RGP, field, chiefdom, district or region is captured at the point of generation using responsive web or offline data capture forms (for example ODK, Ko Bo etc). The capture devices could be notebooks, tablets or mobile phones. The servers at NaCSA HQ should serve as the central repository.
• A simplified data collection automated form tailored to user requirements at each level should allow collection of data using simple smart phones at field level and uploaded real time to IMIS.
n The IMIS should interface with the existing SUN and the Islamic Micro Finance Systems that will be developed by the Islamic Micro Finance Consultant.
The consultant is to ensure adherence to the following Design Considerations;
• All interface are GUI and/or web based
• Central is edintegrated database with an option for local offline database existence for part or all required database elements at all RGPs and HQ. Where local offline database exists, any changes must be synchronized during next connection to the central repository
• Central Data repository will be housed at NaCSA HQ
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• Balance load architecture with provision for replication as part of Disaster Recovery Procedures
• Implementation using high level information security standard for data entry/retention/transmission/disposal.
Ensure the existence of the following Design Features:
• Shared Service/common repository for all functions
• Online support service for all users security implemented of all level
• Follow are cognized object oriented Analysis and design methodology using Unified Modeling Language (UML)
• Ensure industry standard UI design with user acceptance testing
Provide the following System Architecture:
• The IMIS will have a centralized database hosted at NaCSA with external access via www or VPN
• The implementation will be running within LAN through a Local Database Server and associated Web Application Server with appropriate customization and access
• Data access will be mainly through thin client (at HQ) and www or VPN remotely
• The access control list will be defined per user function / job /role
• It should be possible to access HQ data centre through the web/internetor via thin client
• It is recommended that the NaCSA IMIS be migrated to a cloud based architecture under the scope of this project for sustainability, scalability and longevity
Ensure the following Network Connectivity:
• Each region will be connected via a LAN using WIFI
• Security on the WIFI will be WPA2 radius
• Data transfer between the RGPs & HQ is One-way (RGP to HQ) online or through batch process via as and box.
• Data transfer can also be affected using secure shell scripts
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Ensure the provision of Database with the following characteristics:
• A robust, flexible and secure database management system
• Database independence is a must so that the backend DBMS can be changed without major re-write of the system. The database instance parameters must be well defined within the design
• The database must have mature functionality for spatial and GIS systems
• The system design will be based on a multi-tiered approach
• The architecture must facilitate reusability, scalability, clustering, redundancy, fail-over, and load balancing.
• The system should have the flexibility to support scalability having scope for expanding transaction volume, data volume, increased application and business functions
• All components should be modular to allow for future revision, extension and / or replacement
• It should be possible to deploy sections of the application independently. This is to enable the introduction of new components without the need of changing existing applications or programs.
• The operating system of and the application models on any commercially available version of the Linux OS family
The database for the application should comprise of the following
• The Head Quarters Database could be an Oracle RDBMS
• The database on the RGP Hub servers and or notebooks could be any of Oracle XE, MySQL or HSQL
b) Support participatory governance through the deployment of IMIS systems at the district council level to support data collection at the chiefdom, section and village levels.
The chiefdom development planning capacity needs to be enhanced so they can effectively contribute to the district development plans taking into considerations the need and aspirations of the constituencies they are governing.
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The efficacy of Information Technology in promotion of participatory governance cannot be over-emphasized. The objective of the MIS will be to provide support to the local government structures, including local councils, chiefdom development and Ward/ Section Development Committee (WDCs) members in order to strengthen their administrative capacity under the new decentralized structures. The focus of the MIS will be to build the capacity of these institutes so: (i) they can appropriately engage and implement a consultative development planning process (bottom-up planning); (ii) they can effectively manage the multi sectorial portfolio in their local constituencies, and (iii) they can act as an effective conduit between the communities and the central government structures, by undertake participatory development planning process.
To this end, the local district governments in the selected chiefdoms will be equipped with a Management Information System (MIS) and Geographical Information System (GIS) with sections, chiefdoms, districts, and centre as key information nodesalized repository at the local council level (district level). The system will be used to compile information by local councils on their constituencies and develop local development plans. This structure is intended to enhance the participation of communities in local governance and build stronger networks and partnerships between communities and their governance bodies.
The consultant will be required to set-up a separate MIS/ GIS system for the local governments (4) in the targeted RGPs. The consultant will be required to prepare a proposal on the characteristics and features of the system he wishes to provide as part of his proposal. This will be assessed to technically score the consultant. The detailed features will be elaborated during the actual implementation of the assignment. In general, the MIS system will have the following features and characteristics:
• Design and deploy a comprehensive MIS and GIS in the four Rural Growth Pole (RGP) district Council offices of Kenema, Moyamba, Port Loko and Tonkolili districts to further automate data recording to ensure that real time data on development indicators of the district level is available at all times.
• Should have the functionality of possible integration at the district level and higher levels as required in the future.
• Populate the system with socio-economic indicators of the districts and ability to track them over time.
• Map the natural, social and economic resources of the district
• Have record of all ongoing program/ projects and facilities in the constituencies and their status.
• Have record on all key government facilities including the maintenance records and status/ condition of the facilities.
• Set-up indicators based on various criterion for prioritizing annual government development plans.
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• Set-up and populate recording of baseline data on key development indicators (health/ literacy/ livelihoods/ agricultural indicators etc) to facilitate development of local plans.
• Include pictoral option for various assets.
• Allow easy updates
• The IMIS must have functionalities that will ensure the following:
ü Capture information on socio-economic data that links-up with agro- ecological conditions and available resources; development needs based on mapping; multi- sectoral development interventions; collation of grassroots development plans and linked them up with budgetary resources for the target chiefdoms in their districts;
ü Allow possible integration of data at the district levels or higher levels as may be required in the future.
ü The MIS infrastructure should be configured such that the district council office serves as centralized repository of information at the district council level whilst the RGP wards and chiefdoms serve as key information nodes.
• Prepare detailed specifications and bid documents of computers and paraphernalia, printers, GPS and GIS equipment required for deployment at the ward level and district council to enhance the functioning of an effective IMIS with capabilities of linking of information flow between the wards, chiefdom and district level.
• Facilitate the provision of adequate training programs for a core pool of in-house ICT personnel at the district council level to administer the IMIS/ GIS
• The proposed IMIS system should generate (Insert, update and delete) with integrated authorization reviews and consume (reports and DSS) its data at the Ward and chiefdom level. The data will be synchronized post-authorization with the data centre at District Council office where all departments will have access to data pertinent to their unit
• The IMIS should have capacity that will ensure relevant field data for each RGP, district or region is captured at the point of generation using responsive web or off line data capture forms (for example ODK, KoBo etc). The capture devices could be notebooks, tablets or mobile phones.
• The functionality and other technical requirements of the system shall be as for the NaCSA system detailed above.
Time Frame: The estimated timeframe for designing and operationalizing of a robust Monitoring & Evaluation (M&E) System will be twelve months. The consultant shall review and upgrade the M&E System in three months upon the commencement of the assignment and operationalize the system in nine months within the remaining period.
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Proposed List of key experts for the design, and operationalize a robust Monitoring & Evaluation (M & E) System:
The proposed list of key experts and estimated man/person months to design, and operationalize a robust Monitoring & Evaluation (M & E) System is as shown in the table below. However, this is a lump-sum segment of the assignment and the consultant is free to choose the man months he deems fit for delivering the final outputs.
M & E Experts
No. Position / Expert Nos. Person Total Person Month Months
1 Regional Planning Expert/Team Leader 1 1 1
2 Civil Engineer 1 4 4
3 Monitoring & Evaluation Expert 1 8 8
4 Rural Institutions and Community 1 5 5 Development Expert
5 Economic & Rural Development Expert 1 6 6
6 Data-Based Specialist 1 6 6
7 IMIS Programmer 1 8 8
8 System Analyst 1 3 3
9 Agonomist 1 3 3
TOTAL 49
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The Client Counterpart Staff and inputs to be associated with the Master Consultant for the Design and operationalize an Integrated Management Information System (IMIS) that captures real time information on project activities in all the RGPs are as follows: i. Community groups and structures, NaCSA Regional and Hub Based Engineers lead the supervision community managed and micro infrastructure ii. Master Consultant with Seven Hub Based Engineers and three Regional Engineers for the conduct of assessment/ feasibility and inventory, preparation of plan and line diagrams of infrastructure. iii. The client will make available existing national designs, where available, policy and standards for the preparation of designs and specifications. iv. The client will provide one vehicle and office space for the preparation of designs and specifications. v. The client will facilitate other logistic arrangement including fuel for the design preparation.
Facilitate collaboration with subject specialist in the relevant MDAs for national policy and standard guidelines on structural designs and specification preparation
• Undertake advocacy and awareness raising campaigns on project activities in the RGPs.
• Prepare monthly progress reports on implementation of the Communication Strategy of the Project in collaboration with the M & E and other sector staff, monitor field activities on a regular basis and ensure dissemination of the outcome of such activities to all stakeholders.
Expected Output
The final output from this engagement is the existence of a functional and integrated IMIS at NaCSA Headquarters with uninterrupted linkages to district and RGP Offices. In addition, a functional IMIS also exists in the four district council offices in the Rural Growth Poles offices with linkages to the wards and chiefdoms and fully populated.
A developed and functional M & E system; Baseline study database; mid-term review; final impact evaluations study using treatment and control method (other methods may also be agreed); Capacity building and training (and related reports) of M&E frontline staff, NaCSA staff and communities;
Training of government staff, NaCSA, Communities, and other stakeholders on M&E and IMIS conducted.
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Input of other consultants in the design and operationalize a robust Monitoring & Evaluation (M & E) System:
While majority of the work in development of the M&E system will be conducted by the consultant, the other livelihood consultant will provide input on identifying relevant indicators for various value-chain and livelihood related activities and expected targets. It may also be noted that actual monitoring and evaluation will be done and managed by NaCSA based on the M&E Framework and tools prepared by the consultant. Further, the NaCSA 6 hub based specialists 6 hub based engineers as well as facilitators (60 field staff) will help the consultant in conducting any field surveys including baseline required after appropriate training and development of tools. However, the baseline, Mid-term and Final Assessment will be conducted by the consultant (the field staff will again assist in data collection).
Input of other consultants in the Design and operationalizing an Integrated Management Information System (IMIS) in all the RGPs. The Islamic Micro Finance Capacity Building Consultant shall be responsible in the design and development of Islamic Micro finance MIS at each participating agency which should be linked with the NaCSA IMIS.
Segment F: Master Consultant to Serve as National Coordinator to Support NaCSA in the Management of other Consultants: Since other Consultants will be implementing various activities under the specific components of the Project, it is ultimately necessary for the Master Consultant to support NaCSA to manage all the key consultants to ensure harmony and synergies prevail in project implementation activities.
Support from other Consultants in the GIETRENK Project Implementation
The Master consultant will receive support from other local and international firms in the implementation of the following mile stones and activities of the GIETRENK Project. The terms of reference of the consultancies are attached for reference.
1. Value-chain and Livelihood Development:
The consultant will be provided support in value-chain and livelihood development activities by another independent local consultant hired for the purpose. The role of livelihood and value-chain development consultant will be to build the capacity of individuals and community groups in livelihood techniques and business development and to help in establishment of various commodity value-chains. The livelihood development consultant will undertake the following key tasks as part of the support towards the preparation and implementation of the master plan: (i) Undertake feasibilities for possible development of the identified value-chains as well as detailed activities and set of support to be provided to implement the strategy through a consultative process; (ii) Help to establish linkages and business agreements with potential urban consumers (hotels, supermarkets, processors) who will off-take the produce of the suppliers; (iii) Training to various stakeholders on business as well as technical aspects of the area they are engaged into support the value- chain; (iv) Assist in the formation of MEG groups and provide them continuous incubation; and (v) providing financial and business literacy training to MEG and SAG groups.
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While several forms of Micro enterprise groups will be constituted under the project, a major category would be that of local community contractors. Considering the need and the objective of the project to engage community members in undertaking small-scale infrastructure works the project will concentrate on setting up a number of construction and skilled MEGs in the first year. These groups will be transformed into Local contracting groups, which will have the right to construct small scale infrastructure within the Hubs and satellites villages. These groups will be provided with interlocking brick block machines along with the training on construction.
2. Provision of Islamic microfinance facility
In order to ensure that the IDB line is extended on Shariah compatible basis, capacity building shall be provided to the participating FSAs and community banks to help them develop simple Islamic microfinance products which align with the demands of the communities being served. Further, in order to strengthen the internal management systems, an MIS software will be introduced to allow computerized recording of accounting and banking transactions.
A capacity building consultant from IDB Member country will be hired to undertake the following: (i) assistance in piloting the line of financing through FSAs, community banks and eligible commercial banks; (ii) assessment of the participating financial institutes to introduce a program for (a) building capacity of Apex Bank/ commercial banks in Islamic microfinance methodology, (b) development of standard financing contracts and manual of procedures,(c) study to determine the actual cost of lending to estimate appropriate lending rate for various modes,(d) assisting in identifying, selecting, and training other financial institutes eligible and capable of receiving IDBs line of financing,(e) installing MIS system for management of IDB funds, and (e) putting in place regulatory banking structures for operations of Islamic microfinance institutes in collaboration with the Bank of Sierra Leone (BoSL).
3. Financial Management and Audit
A competent independent auditing firm will be contracted to audit the programme and will comment on community financial management systems in its report to management. The external audit will also take random audit of community micro projects as well as process monitoring to ensure that all the guidelines related to targeting have been followed. The firm will conduct both the financial and physical audit of the project. The audit report will also provide review of the compliance with project implementation manual. The assessment of selected beneficiaries to ensure that a minimum proportion of youth and women are target shall also be conducted. Quarterly audit of the project special account will accompany the replenishment requests. In addition to the special account, the auditor will also conduct audit of the selected community sub-project accounts, SAG accounts, and procurement practices to ensure transparency in the process and compliance with IDB guidelines.
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4. Formation and strengthening of SAGs
The aim of this sub component is to build up on a model of Self-help Affinity Groups (SAGs) introduced during Phase-1 and promoted by an international NGO, Myrada. Self- help Affinity Groups are unique form of community institutions comprising of a round15- 20 homogenous members, who come together voluntarily on the basis of affinity among the group members. The affinity generally pre-exists among the individual members and lays the basis and rationale for bringing the individuals into a group. The affinity often derives from caste or sub-caste relationship, blood relationship, common activity origin/ neighborhood. The group builds on the resources and management skills of its members and builds their confidence to get involved in issues that impact them in public and private sphere. While the affinity exists before the members join into formal SAG groups, the external facilitation is provided to strengthen the group dynamics and activity. In principle, the SAG formation process mainly involves converting an affinity group into a SAGs.
SAG groups provide several benefits which are crucial for the empowerment of its members: (i) it provides benefits of economies of scale in undertaking common production activity; (ii) it allows introduction of a cost effective microfinance delivery system as the transaction costs are cut down significantly; (iii)it provides a platform for collective learning; (iv) it promotes an entrepreneurial culture, where individual members realize the importance of group for their benefit, and the group also requires the member’s support to function effectively; (v) a well-functioning group can engage in dialogue with other institutions of interest and ensure its participation in design of community poverty reduction programs.
Most importantly, the self-help and self-reliance culture that is promoted in SHGs allows them to improve their economic conditions over-time and to address constraints and opportunities that affect the group members collectively or individually. A common registry of SAGs also allows efficient introduction of livelihood support program packages, by identifying the needs of various group members and providing support services which cater to the need of majority of the SAG groups.
The formation of SAGs has three strategic stages ranging from formation, strengthening and withdrawal/ graduation running through a period of around 36 months. The basis of the groups lies in building internal trust and support network which starts with instituting an internal saving and lending program, which is at the core of any SAG group. During various phases of their development, the groups are trained in building self-capital, leadership, collective responsibility, banking habits and basic financial management.
5. Institutional Capacity Building and Community Development Planning
The aim of this component of work is to build capacity of local institutions, both community and government, so they can effectively deliver their mandate in implementation of the rural growth pole development. This assignment will be conducted by specialist consultant institutes (not the master consultant), and will therefore focus on strengthening the three key local institutions: (i) local government institutes including NaCSA; (ii) Facilitator teams, and (iii) section and chiefdom development committees.
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Strengthening Local Government Institutions: One of the key objective of this component is to assist the Government in its decentralization efforts by institutionalizing a consultative process between local governments, line ministries, and communities. The chiefdom planning process is relatively weak and not developed. The local councils lack effective management systems that will enable them to act as a catalyst and linkage between communities and central government structures. The capacity of local governments to manage a multi sectorial portfolio in their constituencies also needs to be built. At present, the chiefdom planning is largely done at district level taking into account the devolved line ministry plans (local council) and undertaking consultations with the chiefdom administration. The chiefdom development planning capacity needs to be enhanced so they can effectively contribute to the district development plans taking into considerations the need and aspirations of the constituencies they are governing. In addition the section development committees need to be trained in participatory development process.
In order to strengthen the development planning process, two key types of supports will be provided: (1) Training of the stakeholders on participatory development planning, and (2) logistical support to compile the information and develop local plans. The training of the local council/ district development committees shall be conducted by NaCSA.
Considering increased decentralization of the process, community capacity in financial management, procurement management, and project management will be strengthened. The specialized livelihood development training for economic groups and individuals will also be delivered to the facilitator team by the expert value-chain consultant (not the master consultant) hired for the purpose. The value-chain consultant will also provide this training to the MEGs developed under the project. However, the refresher training and routine livelihood development support shall be provided by the facilitators to the communities, who may engage the value-chain consultant experts where necessary. Training of the Facility Management Committees will specifically cover elements related to sustainability and maintenance of the infrastructure provided to be undertaken by the infrastructure design consultant as well as facilitators or SMSs.
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4. Progress Reports and Documents:
The Consultant shall prepare and submit to the client the following FINAL reports and documents as listed on the matrix below apart from those mentioned in the detailed ToRs above. The consultant will be required to submit various interim reports for review as per the client’s requirements. This will be determined in the detailed methodology agreed to with the selected consultant as part of the first inception report. The format shall be proposed by the Consultant and approved by the Client.
SI Report Frequency Due date No. of No. of CD’s No. (TBD in the Copies consultant’s workplan)
1 Inception Report Once 3 1
2 Comprehensive 3 1 Masterplan for each RGP
3 Architectural Design 3 1 and Specifications for the required infrastructure
4 Progress Report Monthly 3 1 (Monthly Quarterly quarterly and Annual) and annually
5 M&E Manual Once 3 1
6 IMIS Manual Once 3 1
7 Construction Once 3 1 Supervision Manual
8 Consultant Quality Once 3 1 Assurance Manual
9 Final/End of Once 3 1 consultancy report
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1) Inception Report:
The inception report should provide a clearer insight into the strategies for mobilization of key experts, methodology, comprehensive programme of works, critical analysis of the scope of the assignment including its required deliverables, project relevant data, implementation arrangements, etc.
2) Progress Reports:
The Monthly Progress Report shall contain details of all meetings, decisions taken therein, overall project components physical progress and the projected progress of implementation for the forthcoming periods and implementation of the multi-utilities renewable energy platforms. The reports shall clearly bring out the delays, if any, reasons for such delay(s) and the recommendations for corrective measures.
The Quarterly Progress Report shall summarize the overall progress for the quarter and highlight the main issues and the action being proposed to address those issues. The report will also provide any deliverables, activities and output that are due for the quarter.
The Annual report will summarize the activities on all project components performed within a year. The form a t of this report is similar to that of the monthly report. It will be submitted at the end of each year.
3. Consultant Quality Assurance Manual:
This manual shall at a minimum describe the methodology and procedures to be followed in attaining the desired quality of services at each stage. The report should also outline assignment of responsibility with regards to quality assurance, compliance with professional and national standards. The contents of the manual shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account the inputs of the client.
4. As-Built Drawings and Final Infrastructure Construction Report
Within one (1) month after completion of infrastructure works, one full set of as-built drawings on suitable material plus three (3) prints together with all records, field books etc. properly indexed, and the final Construction Reports shall be presented to the client by the Consultant.
5) Master PlanDocument/Report
As per the details above.
6) Architectural Design and Specifications Document:
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The report should entail comprehensive design drawing, specification and Bill of Quantities for the identified priority infrastructure including but not be limited to M-REP, irrigation and soil conservation infrastructure, feeder roads, model economic and social infrastructure, fish ponds, agricultural value-chain development infrastructure and other major infrastructure being developed under the project, in accordance with standards and national requirements. The report should entail the methodology/ inception note on how to implement and supervise infrastructure and non- infrastructure components.
7) Monitoring Evaluation System Manual:
This manual shall at a minimum describe the methodology and procedures to be followed in reporting on the project deliverables, milestones, outputs and outcome indicators. It shall include the most appropriate M&E tools and reporting format. The M&E System should be aligned and integrated with the NaCSA IMIS. The scope and content of the M&E manual shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account any comment.
8 Integrated Management Information System Report:
A report on the design, implementation and management of the integrated IMIS shall at a minimum describe the IMIS prototype, the methodology/platform and features of the designed system, inputting and reporting on project deliverables/ activities and output procedures from the IMIS. The scope and content of the IMIS report shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account any comment.
9. Construction Supervision Manual
This manual should provide the blue prints and checklist for the supervision of civil works by frontline staff under the CDD and RGP arrangement. The scope and content of the
Construction supervision manual shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account any comment.
10. Final / End of Consultancy Report
Submitted at the end of the consultancy the final report encapsulates a summary of all the deliverables, outputs, activities that are required for the assignment in accordance with the stipulations of the contract. The scope and content of the end of consultancy report shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account any comment.
6. Team Composition & Qualification Requirements for the Key Experts
The key experts and estimated man/person months is indicated for each segment above. It may be noted that the time requirement is only indicative for the “Lumpsum” portion of the assignment and the Employers estimate for the minimum time input for the “time- based” segments. The employer should propose his own staffing for the various “Lump- sum” segments of the assignment and should price his proposal for the “time-based” as well in line with the minimum staffing requirement indicated below.
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Below is the consolidated Team Composition & Qualification Requirements for the Key Experts and any other requirements which will be used for evaluating the Key Experts under Data Sheet 21.1 of the ITC
Key Experts – Lumpsum Segments
No. Position/Expert Nos. Person Total Person Months Months
1 Regional Planning 1 3 3 Expert/Team Leader
2 Civil Engineer 1 6.5 6.5
3 Environmental Expert 1 1 1
4 Water and Sanitation Expert 1 3 3
5 Architectural Engineer 1 3 3
6 Energy Expert 2 2.5 5
7 Economist and Rural 1 7 7 Development Expert
8 Agricultural/Irrigation 1 4 4 Engineer
9 Monitoring and Evaluation 1 9 9 Expert
10 Data-Based Specialist 1 6 6
11 IMIS Programmer 1 8 8
12 System Analyst 1 8 8
13 Institution Expert 1 1 1 (Management of
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Infrastructure)
14 Rural Institution and 1 5 5 Community Development Expert
15 Agronomist 1 17 17
16 GIS Expert 1 1 1
Total Estimated Persons Months for Lumpsum Segments 75.5
Key Experts - Supervision
No. Position / Expert Nos. Person Total Person Month Months
1 Regional Expert/Team Leader 1 1 12
2 Civil Engineer 1 24 24
3 Environmental Expert 1 6 6
4 Water and Sanitation Expert 1 12 12
5 Architectural Engineer 1 12 12
6 Energy Expert 2 12 12
7 Economist & Rural Development Expert 1 12 12
8 Agricultural/Irrigation Engineer 1 24 24
9 Agonomist 1 12 12
Estimated Person Man Months for Supervision Segment 138.0
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TOTAL ESTIMATED MAN MONTHS FOR ALL SEGEMENTS 213.4
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1. CIVIL ENGINEER
Qualification: Minimum of Master’s degree in civil engineering or related field
Total Professional At least 7 years of proven Professional experience as lead consultant Experience in Town Planning, Design and Supervision of Community Social, Economic, Agricultural Value Chain and Rural Road Infrastructure.
Project Related Experience: • Proficiency in AutoCAD and Microsoft Programmes, with proven track record and strong technical capacity in supervising rural projects.
• Experience in supervision of ground investigation, testing and interpretation of results for design of structural foundations.
• Experience in rural development strategies, construction of community infrastructure including rural roads construction/ rehabilitation / maintenance etc.
• Experience in successful management of multi- disciplinary teams
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication skills.
Experience in GIS analysis and mapping
Country/Regional Experience Work experience in rural communities in the West African sub region.
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Tasks and I. Coordinate the conduct of Technical Assessments, Responsibilities Preparation of Drawings, Bills of Quantities and (Note that the Specifications for all Community Infrastructure that may tasks and emerge under the SLCDD 2 Project. responsibilities are not prescriptive or II. Together with NaCSA Engineers, ensure quality assurance exhaustive): and conformity to Design and Specifications and demonstrate appropriate skills for overall supervision.
II. Provide technical management and supervision for the implementation of all approved rural infrastructure identified during the master planning exercise.
IV. Manage and coordinate the activities of all Hub Based Engineers and other experts in the RGPs.
V. Support NaCSA in providing response to all technical issues emerging from the project.
VI. Undertake quality control of works and verification of measurement with NaCSA Engineers.
VII. Advice NaCSA on any work deviations (modifications and additional works) in collaboration with NaCSA Engineers. Advice on claims, disputes and contract interpretation and management.
IX. Plan and prepare work schedules in consultation with Subject Matter Specialists and NaCSA.
X. Monitor progress on project activities and prepare evidence based reports for submission to NaCSA.
AGRICULTURAL / IRRIGANTON ENGINEER Qualification: Advanced university degree in irrigation engineering water resources management or closely related field.
Total Professional A minimum of 10 years professional experience in water Experience: management, designing of irrigation and drainage infrastructure for Agricultural practices.
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Project Related Experience in implementing multiple donor funded Experience: agricultural projects in rural communities.
ii. Experience in major technical fields related to engineering design of irrigation, drainage, water management and rural infrastructure, on-farm irrigation development, water resources interventions and value chain infrastructure.
iii. Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
iv. Excellent analytical report writing and communication skills.
Country/Regional Work experience in rural communities in the West African sub Experience region.
Tasks and i. Assess and report on the existing production systems during Responsibilities the master planning exercise in the six Project Growth Poles (Note that the with particular attention to the water used per unit of tasks and product, Irrigation systems applied, overall water use responsibilities efficiency and the preparedness of farmers to reduce their are not water use and to increase its efficiency by proffering prescriptive or appropriate irrigation methods. exhaustive): ii. Participate in the supervision of design and execution of all water resources management, irrigation, drainage and value chain activities.
iii. Design, elaborate and prepare schedules for irrigation and conservation Infrastructure with focus on, identification of viable watersheds, controlling groundwater run-offs, developing ground water irrigation systems and promoting water conservation technology.
iv. Provide requisite technical advise on all water related infrastructure for each Growth pole which will ensure sustainable and climate change resilient water resources management. v. Recommend appropriate technologies on water harvesting and storage. Ground water recharge or water percolation ponds will have to be introduced based on the conditions in the specific location to ensure optimal and effective water conveyance and storage. vi. Advise NaCSA through the Team Leader on appropriate crop production systems using minimal quantities of water.
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3. WATER & SANITATION EXPERT
Qualification: Minimum of Master’s degree in Water and Sanitation or related field.
Total Professional Experience: A minimum of 10 years professional experience in the Design and Supervision of Rural water and Sanitation activities.
Project Related Experience: o Proficiency in the design of water and sanitation infrastructure.
o Experience in Design of ground water/other water sources investigation, testing and interpretation of results.
o Technical capacity in supervising rural water and sanitation activities.
o Experience in rural water supply development strategies including Geo-Hydrological tasks, drilling of boreholes and testing, underground water supply infrastructure installations, water Reservoirs, stand pipes and reticulated water supply networks, public stand posts and hand pump wells.
o Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Excellent analytical report writing and communication skills.
Country/Regional Experience • Work experience in rural communities in the West African sub region.
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Tasks and • Assess and report on the existing water and sanitation Responsibilities facilities and potentials during the master planning exercise (Note that the tasks in the six Project Growth Poles. and responsibilities are not prescriptive • Participate in the supervision of design (Prepare Drawings, or exhaustive): Bills of Quantities and Technical Specifications and execution of all water resource and sanitation management in consultation with the District Councils and the relevant Line Ministries
• In collaboration with NaCSA engineers, ensure quality assurance and compliance with professional standards and national requirements in the Design, Specifications and execution of water resource and sanitation activities.
• Ensure optimal and cost effective scope of works for construction and rehabilitation of all water supply/network and sanitization infrastructure
• Support the Environmental Expert in the conduct of Environmental Impact Assessments (EIA) and mitigation
• Provide technical management and supervision for all Rural approved water supply and sanitation infrastructures of the project.
• Collaborate with Lead Consultant to coordinate all works of the Hub Based Engineers and other experts within the framework of water and sanitation.
• Responsible for identification and rolling out of technical training activities required
• preparation of implementation, operation and maintenance guidelines for water and sanitation facilities
• Plan and prepare work schedules in consultation with the
SMS and NaCSA.
4. ENVIRONEMENTAL EXPERT
Qualification: Minimum of Master’s degree in Environmental Science/ Environmental Engineering or relevant discipline.
Total Professional Experience: A minimum of 10 years of professional experience in environmental management of social and community
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development projects
Project Related • Experience in environmental management in developing Experience: economies
• Experience in carrying out environmental and social impact assessments and feasibility studies on demand driven project
• Cultural competence of the Sub-region
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication skills
Country/Regional Work experience in rural communities in the West African sub Experience region.
Tasks and I. Support the Consultant Firm to ensure proper Responsibilities implementation of all environmental safeguards (Note that the tasks and responsibilities II. Collect baseline data during planning and pre- are not prescriptive construction stage as necessary in accordance with the or exhaustive): EIA and the Environmental Protection Agency of Sierra Leone regulations and IDB
III. Oversee planning and implementation of environmental
mitigation measures
IV. Organize training and provide on-site technical advice on environmental issues to service providers as necessary
V. Report on environmental issues or risks to be adhered to in the implementation of the project
VI. Involve in the stakeholder consultation process with respect to environmental issues (if required)
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5. ECONOMIST AND RURAL DEVELOPMENT EXPERT
Qualification: Minimum of Master’s degree in social sciences
Total Professional A minimum of 10 years professional experience in rural Experience: development activities. Project Related Experience: • Experience in design and implementation of various rural development strategies. eg. Community Driven Development, rural growth poles, Self-Help Affinity Groups etc.
• Strategies for promoting participatory local governance structures in project implementation
• Cultural competencies related to community development activities.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication skills
• Knowledge in Ms Office applications (Word, Excel, PowerPoint); ability to use information technologies (Web, email) as tools and resources
Project Related Experience: • Experience in design and implementation of various rural development strategies. eg. Community Driven Development, rural growth poles, Self-Help Affinity Groups etc.
• Strategies for promoting participatory local governance structures in project implementation.
• Cultural competencies related to community development
activities.
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• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication skills
• Knowledge in Ms Office applications (Word, Excel, PowerPoint); ability to use information technologies (Web, email) as tools and resources
Country/Regional Work experience in rural communities in the West African sub Experience region.
Tasks and I. Play a critical role in the review and validation of the draft Responsibilities Participatory Rural Appraisal (PRA) report. (Note that the tasks and II. Identification of community development opportunities responsibilities are and potentials in each of the RGPs during the Master not prescriptive or planning exercise. exhaustive): III. Ensure all development opportunities and potentials are reported in the RGP development master plan.
IV. Support NaCSA through the TL to supervise the implementation of Community Driven Development interventions such as infrastructure sub projects and Self- Help Affinity Groups etc.
V. Formulate strategies for promoting participatory local governance structures in the project implementation
VII. Support NaCSA in the feasibility studies, baseline information/data, community mobilization and targeting of beneficiaries for all rural interventions in the Growth Poles areas.
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6. ENERGY EXPERT
Qualification: Minimum of Master’s degree in Electrical Engineering/ Renewable Energy
Total Professional Experience: 10 Years Minimum Experience in designing and execution of Rural electrification through Renewable Energy.
Project Related Experience Experience in the design, installation, operations and maintenance of various forms of renewable energy platforms.
• Experience in the use of Multi-utility Renewable Energy Platform (M-REP), single point kiosks, mini-grid technologies to power water supply network, and economic and social infrastructure in the Hubs and satellite communities of RGPs. multi-village, ground water for irrigation, community infrastructures and street lightning.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication skills
• Knowledge in Ms Office applications (Word, Excel, PowerPoint) , AutoCAD and ability to use information technologies (Web, email) as tools and resources
• Experience in GIS analysis and mapping
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Country/Regional Work experience in rural communities in the West African sub Experience region.
Tasks and I Conduct feasibility studies and identify renewable energy Responsibilities platforms, (Note that the tasks and responsibilities II. Develop appropriate renewable energy designs and are not prescriptive or specifications including cost estimates for each growth exhaustive): pole. VI. Identify various productive end-uses of renewable energy to support rural livelihood and identify measures to resolve emerging problems.
VII. Ensure implementation of quality assurance plans and quality control tests for the solar systems
VIII. Provide technical back stopping to Contractors for the installation of the solar power systems
xi. Preparation of implementation, operation and maintenance guidelines for renewable energy facilities.
ARCHITECHTURAL ENGINEER
Qualification: Minimum of Master’s degree in Architectural engineering or relevant qualification
Total Professional 10 years proven professional experience in Architectural Experience: Design of Social and Economic Infrastructure in RR Community Infrastructure.
Project Related • Proficiency in AutoCAD, and Microsoft office Experience applications.
• Experience in Architectural Design of Social and Economic Community Infrastructure
• Experience in GIS analysis and mapping
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
• Excellent analytical report writing and communication
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skills
Country/Regional Work experience in rural communities in the West African Experience sub region.
Tasks and I. Conduct feasibility studies, validate PRA Report and Responsibilities (Note identify all built social and economic infrastructure that the tasks and responsibilities are not II. Develop appropriate architectural designs, bills of prescriptive or quantities and specifications required for the project exhaustive): in each growth pole. III. In collaboration with other experts and NaCSA Engineers, monitor and supervise construction work to ensure compliances with specifications, designs etc.
IV. Provide professional service required to construct, refurbish or rehabilitate Community Infrastructures in the Growth Poles.
8. Database Specialist
Qualification: Minimum of Masters degree in Computer Science or Engineering
Total Professional Experience/Skill: 10 years experience in IMIS database design and management. Experience in Database Design and capacity in designing high performance databases, expertise in Data flow diagramming and ER diagrams.
Country/Regional Experience Work experience in rural communities in the West African sub region.
Tasks and (Note that the tasks and responsibilities are to be provided by Responsibilities the consultant)
9 IMIS Programmer
Qualification: Minimum of a Bachelor Degree in Computer Programming or its equivalent
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Total Professional Experience/Sills 5 years experience in writing 3GL and 4GL programs and web- based applications. Knowledge on Linux, Apache, MySQL, PHP5, HTML5 and Java Script
Country/Regional Experience Work experience in rural communities in the West African sub region.
Tasks and Responsibilities - Note that the tasks and responsibilities are to be provided by the consultant.
10. Monitoring and Evaluation Expert
Qualification: Minimum of Masters degree in Social Science
Total Professional Experience/Sills Minimum of 10 years proven experience in development and implementation of monitoring and evaluation system, tools for the implementation of community driven development project and activities
Country/Regional Experience Work experience in rural communities in the West African sub region.
Tasks and Responsibilities - Note that the tasks and responsibilities are to be provided by the consultant.
11. REGIONAL PLANNING EXPERT/TEAM LEADER
Qualification: Minimum of Master Degree in Town Planning/Design or a relevant and equipment qualification.
Total Professional Experience/Sills 10 years experience in planning, design and supervison of the implementation of massive infrastructure facilities in a rural growth pole with a CDD approach
Country/Regional Experience Work experience in rural communities in the West African sub region.
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Tasks and Responsibilities Note that the tasks and responsibilities are to be provided by the consultant
12. RURAL INSTITUTION & COMMUNITY DEVELOPMENT EXPERT
Qualification: Minimum of Masters in Rural Development or a relevant and equivalent qualification.
Total Professional Experience/Sills 5 years experience in participating in the implementation of rural institution development projects, with emphasis on capacity building of rural community.
Country/Regional Experience Work experience in rural communities in the West African sub region,
Tasks and Responsibilities Note that the tasks and responsibilities are to be provided by the consultant.
13. INSTITUTIONAL EXPERTS IN MANAGEMENT OF COMMUNITY INFRASTRUCTURE
Qualification: Minimum of Masters Degree in Social Sciences or a relevant and equivalent qualification
Total Professional Experience/Sills 5 years experience in participating in building capacity of rural communities on facility management.
Country/Regional Experience Work experience in rural communities in the West African sub region.
Tasks and Responsibilities Note that the tasks and responsibilities are to be provided by the consultant
14. AGRONOMIST
Qualification: Minimum of Master Degree in Agriculture with specialism in agronomy
Total Professional Experience/Sills 5 years experience in handling the agronomy component of a
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rural development project in a CDD context
Country/Regional Experience Work experience in rural communities in the West African sub region,
Tasks and Responsibilities Note that the tasks and responsibilities are to be provided by the consultant
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8. The Supervision Arrangement
NaCSA will lead in supervising the day-to-day implementation and management of GIETRENK and will establish a core Project Management Unit (PMU) with a highly skilled and experienced Project Management team. The core PMU will comprise of a programme manager, a senior engineer, microfinance specialist, agribusiness specialist, accountant, and administrative assistant. Apart from the core team at the HQ, the NaCSA field offices (regional coordinators, district coordinators) will be strengthened by the subject matter specialists (Hub Based Engineers, Community Hub Based Specialist and Facilitators etc) who will manage the implementation of infrastructure, group organization and training activities in the targeted growth poles.
The project manager will manage the project with the support of regional coordinators who shall be responsible for management of consultants and district teams. The regional coordinator will also be responsible for financial management and technical management of the project. District Coordinators, one each deployed at District level shall be responsible for day-to-day technical implementation and management of the Hubs and satellite communities in each growth pole in addition to the project activities that are outside the jurisdiction of the growth poles. 6 Hub Based Engineers, one each responsible for one of the 6 clusters/ Hubs Engineers, specialists and facilitators shall be deployed to supervise construction activities in both the Hub and satellite communities. 6 Hub Based Specialists, one each based at a Hub / cluster shall be responsible for day-to-day implementation of project activities in the central hub and satellite communities. They shall be also responsible for coordination & facilitation of training programmes, planning, coordination and reporting of activities in satellite communities.60 community based facilitators, 10 per Hub shall be responsible for community mobilization, sensitization, planning, coordination and implementation of programme activities in the communities assigned to each. They shall report to the HBS.
The PMU will work through qualified implementing partners comprising of technical units of local governments and line Ministries, and other service providers including NGOs and the private sector. The above has be constituted in a National Technical Steering Committee (NTSC) in order to support the PMU in the implementation and supervision of specific specialized components on the field, service contracts/ MoUs will be signed with specialist Government agencies mainly in Ministry of Energy, Ministry of Environment and Water Resources, Ministry of Agriculture, Forestry and Food Security. These agencies shall use their existing staffing structure both at headquarters and regional level to support the implementation of the project activities.
9. Time Schedule for the implementation of the consultancy
The time schedule of the assignment is around 4 years from the date of contract signature and effectiveness.
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10. Client’s Input and Counterpart Personnel
The client support in undertaking various segments of the assignment is provided in the detailed scope above. Specifically, the client will provide:
a) 60 field based community facilitators to assist in field work and 6 hub based specialists and 6 hub based engineers to coordinate work and undertake supervision.
b) Local office to accommodate 10 staff at HQ; local office to accommodate 5 staff at regional; local office to accommodate 5 staff at chiefdom level.
c) The client will assist the consultant by providing separate consultancy firms for specialist tasks as indicated above.
d) Assist and undertake community consultation along with consultant specialists including vetting of any development programs and plans.
e) Conduct the tendering process in line with the documents prepared by the client.
f) Provide access to land and resolve any regulatory/ permit issues where practical and feasible.
g) The Client will assist the consultant in his consultations with other governmental agencies and will ensure that the Consultant has access to all information as maybe legally and professionally required and allowed for the performance of his services.
The SLCDD II Core and the project support staff will work hand in hand with the consultant to provide consultation on project matter related issues and will assist the consultant in all aspects of the work.
During supervision and defect liability period of MREPs and all infrastructures works, facilities such as fuel and driver for the supervision vehicle, office/living accommodation, supplies, equipment and materials needed for the performance of his duties should be incorporated in the Financial Proposal. However as indicated above, the cost of field based work to the extent that it is conducted by the Project Staff (facilitators/hub specialists/line ministeries etc) will be borne by the project including data collection for baseline or final studies.
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ANNEX- 1: RESULTS BASED LOGICAL FRAMEWORK
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ANNEX- 5: RESULTS BASED LOGICAL FRAMEWORK
Narrative Summary Performance Indicators Means of Verification Risks & Assumptions Impact i. Per capita GNI growth of 4.8% and total GNI growth of 6.7% over the • National Statistics • Sustained macro-economic conditions The aim of the project is to PRSP-III Period (PRSP-III). GNI improved from $350 to $700 by 2025 by Statistics Sierra and growth as envisaged in PRSP-III reduce poverty and attain (current dollar terms) Leone (SSL) baseline scenario. sustainable improvement in ii. Poverty incidence at national level reduced from 52% to 46% by 2020; • Reports on Poverty • Government commitment to well-being of the population 36% by 2030 and 25% by 2035 (Vision 2035) Studies in Sierra decentralized government as reflected in Sierra Leone. iii. Unemployment reduced from 66.5% to 30% by 2025 and 5% by 2035 Leone in progress on implementation of (Vision 2035) various local governance strategies. Outcomes: i. Increased multi-crop production (rice , cassava, vegetables) on 2,500 ha • Target population committed to the The development objective of on IVS land, Boli land; double cropping on 5,500Ha. • Annual, mid-term, implementation are making full use of the project is to build the ii. Increased production, productivity and value-addition of various crops project completion improved opportunities livelihoods of rural poor by with following indicators: (a) Rice: yield increase from 1.5-2 tons to 3-4 and post project • Adequate maintenance and providing them access to tons; production increase over 9,000 Ha from 13,500t to 270,000t; (b) evaluation reports sustainability measures in place socio-economic opportunities Vegetables: 56Ha of green houses with production of 500 tons of onion/ • M&E Consultancy • Agriculture sector development and capacity building. tomatoes; (c) Cassava: production increase over the improved lands from Reports and surveys. continued under SCP. 9,000 tons to 17,000tons; (d) Palm Oil: New planting over 500Ha with • Village Field • Only viable businesses supported. increased yield from 5t/Ha to 20t/Ha; (h) Cocoa: 200Ha of modern Reports • Government rural development plans plantation with increased production from 50tons to 100tons and • Consultant Reports are scaled-up and communities production of small-scale coffee and chocolate. • MFI on-lending establish sustainable links to mobilize iii. No of beneficiaries benefitting from microfinance line: 7,500 operations report external resources and networks for beneficiaries (individuals and businesses). • Poverty Mapping their benefits. iv. Income of SAG members enhanced from US$0.5-1 per member for SAG Reports/ Village to US$ 2 per member (in real terms) per day, with total annual increase in Development Plans income per member by US$5.59 million. • MIS system reports v. Income per member from the MEG increased from US$2-3 to US$5 per • IDB: Follow-up member per day, with total increase of US$2.5 million per year two years missions report. after project end.
vi. MIS system deployed for development planning in 6 chiefdoms; Percentage of local governments adopting bottom up planning in their annual planning process: 30% from intervened 6.
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Outputs i. Infrastructure and Value-chain: 7 Participatory Rural Appraisal (PRA) and Participatory Poverty Appraisal (PPA) conducted leading to • Training Reports • Committed and motivated local 1. Social, Economic and establishment of community plans. • Quarterly and population and local government. Livelihood Infrastructure ii. No of M-REP grid systems (0.5MW-2MW) and Single point KIOSKS Annually progress • Training programmes are effective in constructed and (3-5KW) installed and operational: 7 and 200 respectively; No of report prepared by conveying the desired skill and operational in 6 Rural portable water supply systems with reticulated piping: 6 and 150 wells Implementing knowledge content Growth Poles: RGPs and boreholes rehabilitated or constructed; Length of Feeder Roads and Agency(NaCSA) • Elite capture is minimized. 2. Participatory chiefdom Bridges (150km) • Consultant Reports • Reliable and capable district councils development planning iii. 75% of the infrastructure financing spent on building economic and • Apex Bank on- and NGOs available to assist conducted. livelihood infrastructure and assets including, green houses, irrigation, lending operations formation and sustainability of SAGs, 3. Islamic Microfinance fish ponds, markets, and value-chain facilities for rice, vegetable, report MEGs ,CMCs, FMCs, Federations Facility Provided cassava, sweet potato, livestock, palm oil, groundnut and cocoa. • Data Collection and CMRCs 4. Community iv. Production and processing equipment provided for rice, vegetable, Reports • No corruption/ abuse among the main Organizations, SAGs and cassava, sweet potato, livestock, palm oil, groundnut, and cocoa value- • Monitoring and operational players (including CMCs) MEG established, chain. Supervision reports • Contractors default on delivery strengthened, and v. Microfinance:US$3M MFI facility extended through Apex Bank; • Functioning MIS services organized into federations. Regulatory structures for Islamic Microfinance banking developed. • Project completion • Maintenance committees not vi. Community Groups:400 New SAGs established and nurtured; 118 report established and trained existing SAGs strengthened; 6 CMRCs established and 12 federations Start -up workshop formed; 320 new MEGs formed provided access to microfinance and • findings business development services and infrastructure; 32 existing MEGs trained and linked with microfinance. • Mid-term review vii. Knowledge Management:Three thematic studies produced on RGPs, report O&M, and SAGs • IDB: Follow-up viii. Institutional Strengthening:50 local government, SDCs trained on missions report. participatory developed planning; 60 facilitators trained on various aspects ranging from community mobilization to business development; Around 200 SDCs trained on project management aspects; MIS system established in 6 local councils and an integrated MIS for NaCSA for monitoring established. Activities Inputs US$ million • Project Monitoring • Necessary and adequate commitment -PMU Set-up Components Istisna’a ISFD GOS Total Reports/ Milestones from the Govt on counterpart Funds. -Consultants recruited Infrastructure in RGP 30.60 3.13 33.73 reports. • All sub-project completed according - Facilitators trained Livelihood and MSE support 8.41 0.40 8.81 • Procurement Reports/ to the national standards and - Activities identified and Institutional Capacity Building and 1.00 1.21 0.20 2.41 Contracts Documents specifications and verifiable at approved. Development Planning community level
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- Microfinance extended Monitoring, Knowledge 0.00 0.65 0.05 0.70 • Disbursement • Coordination and capability of all - PRA exercise conducted Management and Advocacy requests. stakeholders. - Infrastructure and livelihood Support for Project Implementation 0.00 3.38 1.00 4.38 • Project • Efficient and capable PMU, finalized. and Management Implementation consultants at all administrative levels Contingency 0.08 1.35 0.48 1.91 Reports • Dedicated and capable Total 31.68 15.00 5.25 51.93 FacilitatorsFiduciary risks managed
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Consultant’s Services Lump-Sum
ANNEX- II Terms of Reference of other Consultants to be supervised by the Master Consultant
VALUE CHAIN AND LIVELIHOOD DEVELOPMENT CONSULTANT
1. Background, Objectives and Scope of the Project
1.1 Background of the Project
The GIETRENK: Sierra Leone Community Driven Development Project - Phase II in Sierra Leone is being implemented on behalf of the Government of Sierra Leone, by the National Commission for Social Action (NaCSA). The Commission has implemented various waves of community driven development project since its inception. Lessons learnt from the implementation of the World Bank funded National Social Action Project (NSAP), informed the design and implementation of the first phase of the IDB funded Sierra Leone Community Driven Development Project. The successful implementation of the first phase of the SLCDD (funded by IDB for a total cost of US$18.45million) and the need to consolidate the achievements recorded under the first phase, justified the need for a scale-up of the SLCDD to a second phase which is dubbed ‘GIETRENK’: Sierra Leone Community Driven Development Project (SLCDD) phase II project. NaCSA has a wealth of experience and capability to work successfully with multiple MDAs and international institutions and as per their guidelines and procedures, the Commission has been able to benefit from international expertise in the management of donor funds, adopt international best practices in programming and project implementation, and learnt how to coordinate and execute multiple donor-funded projects using a unified institutional structure. This has enhanced the Commission’s capacity to implement advanced CDD concepts and the Growth Poles approach which forms the conceptual framework for the implementation of the GIETRENK project.
1.2 Project Aim and Objectives
The aim of the GIETRENK project is to reduce poverty and attain sustainable improvement in the well-being of the population in Sierra Leone. The development objective of the project is to build the livelihoods of rural poor by providing them access to socio-economic opportunities and capacity building. For successful achievement of this objective, the Government of Sierra Leone has obtained a loan from the Islamic Development Bank in a bid to implement the GIETRENK project, using a Community Driven Development (CDD) and Rural Growth Poles Approach. It is intended that part of the proceeds of this loan, will be applied to eligible payments under the GIETRENK Project for the Financial System Development and Audit consultancy.
Rural Growth Pole Development: The main design of the project in corporates establishment of seven ‘Rural Growth Poles (RGPs)’ in order to stimulate socio- economic growth in the area. The growth poles will be developed at the level of the chiefdom, with the chiefdom capital being the hub village and the section capitals constituting the satellite village cluster. The selected chiefdoms will be turned into modern communities with strong links to urban centres and acting as regional economic hubs (hub village) providing neighboring (satellite) villages a common platform to
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Consultant’s Services Lump-Sum launch and scale-up their economic activities. The rural growth pole development will entail: (i) undertaking investments in social and economic infrastructure, and (ii) livelihood and micro and small enterprise development support (MSE). The interventions will cover the sustainable livelihood spectrum of the communities, building their social, economic, physical and natural assets and resources, providing and building on the opportunities, and removing constraints and vulnerabilities. RGPs will be structured around a‘multi-utility renewable energy platform’(M-REP) and irrigation structures in terms of infrastructure and development of livelihood activities, mainly agricultural value- chains for MSE development.
The growth poles will be developed at the level of the chiefdom, with the chiefdom capital being the hub and the section capitals constituting the satellite village clusters. The list of growth poles and the satellite villages to be established is provided in the matrix below:
No. Districts chiefdom/Rural Chiefdom Section (s) Satellites Growth Pole Headquarter Town or (Hub)
1 Kenema Lower Bambara Panguma Korjei Ngieya, Korjei Buima, Sei, Fallay,
2 Tonkolili Kholia Mabang Mabang Komrabai, Mamanso, Robis, Rokankarr, Marunia Sakie, Rogbabia, Marunia Koray
3 Konike Sanda Massingbi Thama, Yenkeh Wana, Simorkani, Rolal, Thambaya, Sanda
4 Port Loko Bureh Kasseh Mange Kambia, Morie, Mange Makonte Morie, YeleSanda, (BMK) – Konta Ferry, Kalangba, clusterd with Makaneh, Romeni, Dibia Chiefdom Kagbanthama Mabombo, Marenka, Mamanka, Minthomore, Rotifunk, Rogballa, Bamoi, Kayimboh.
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Dibia Gbinti Mafonda, Makump, Makabarie, Kayimbor, Kontha, Kargbo, Karineh, Rogbalan
5 Moyamba Ribbi Bradford Yonni, Matonkok, Upper Ribbi, Mabureh, Lower Ribbi, Mokera Matoni, Masarakulley, Kainthneh, Masanka
6 Bagruwa Sembehun Sembehun, Mani, Kegbai, Benkeh, Mosassie, Benduma, Palima, Kawuya, Moseilo.
The selected chiefdom clusters will be turned into modern communities with strong links to urban centres and acting as regional economic hubs (hub village) providing neighboring (satellite)villages a common platform to launch and scale-up their economic activities. The identified master plan for each chiefdom will involve: (i) undertaking investments in social and economic infrastructure, and (ii) livelihood and micro and small enterprise development support (MSE) activities.
1.3 The Scope of the Project : The Project will be implemented in six chiefdom clusters: Lower Bambara (Kenema district), Dibia and BKM cluster (Port Loko district), Kholifa Mabang and Kunike Sanda (Tonkolili district), and Bagruwa and Ribbi (Moyamba district). The project design revolves around establishment of six Rural Growth Poles (RGPs) in the selected cluster chiefdoms. The fundamental concept of the growth poles is that they exploit agglomeration economies and spillover effects to spread resulting prosperity from the core of the pole (the hub or chiefdom headquarter town) to the periphery (Satellites or section head quarter town). The basis of the model relies on the assumption that growth is spatially concentrated, either around a geographic feature or economic hub. The growth pole model can be used to nurture direct and indirect linkages between the economic hub and the periphery, resulting in increased market size, which leads to employment generation, increase in outputs, and development of new business. The key reason for employing the RGPs approach is based on both the lessons learnt from Phase-1, which highlighted too little impact on incomes due to geographical dilution of activities and request of the government to promote employment focused interventions and renewable energy infrastructure in the rural areas. Each RGP will therefore seek to address gaps and constraints in the following key areas: (i) infrastructure and physical assets, (ii) finance, (iii) governance, and (iv) human capital. All of which will be delivered using a participatory approach as encapsulated in the Community Driven Development (CDD) concept.
Consultant’s Services Lump-Sum
The project is comprised of the following components:
Component A: Infrastructure Development in Rural Growth Poles (RGPs).
This component entails the development of socio-economic infrastructure and provision of related equipment. The infrastructure facilities that will be provided will fall under the following broad categories: (i) Livelihood and Economic (70%); (ii) Social (25%) and (iii) Marginalized Communities micro-projects (5%). The Multi-utility Renewable energy Platforms/ grids (MRPs) shall be a necessary infrastructure facility to be provided in each chiefdom. The details, design and specifications for the MRPs will be context specific and finalized by the Design, Development and Supervision consultant in consultation with communities to be financed under this component.
The key investments that will be made will tentatively fall into the following key categories of the limited menu: energy facility water supply network, central market and industrial hub, basic social infrastructure, irrigation and water conservation facilities, greenhouses, fish ponds and agricultural value-chain activities. The list of facilities or sub projects to be implemented in each chiefdom or rural growth pole (RGP)will be developed in a Participatory Rural Appraisal (PRA) exercise conducted by NaCSA in collaboration with Line Ministries, Local Councils and will be finalized by the Design and Supervision consultant through a robust consultative process. It is estimated that each RGP /chiefdom shall receive block financing of a minimum of around US$ 3.50 million and a maximum of USD$ 8.00million.
Component B: Support for Livelihood and Micro and Small Enterprises (MSE) Development
The support for livelihood development will be provided to complement the optimal utilization by participating communities of the rural infrastructure and physical assets provided in each rural growth pole. Communities will therefore be provided access to business development services, microfinance, and capacity building to fully utilize the infrastructure and physical assets created. This component will comprise of two main sub- components: a) Provision of Islamic Microfinance Facility: The microfinance facility will be operated on a Shariah compatible basis, with a view to create affordable rural financing in each growth pole to allow investment and scale-up of rural businesses, and to promote community managed rural financial services. The microfinance facility will be delivered through the Apex Bank, which regulates a wide network of Financial Services Associations and Community Banks, across the country. An Islamic microfinance specialist consultant will assist the Apex Bank in setting up simplified Islamic microfinance products and contracts and help establishment of management information system to allow computerized and segregated recording of IDB funds.
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159 b) Development of Community Organizations for Livelihood Development: Two forms of livelihood focused community organizations which were successfully piloted during the first phase of the SLCDD I including (i) Self-help Affinity Groups (SAGs) and Microenterprise Groups (MEGs) in addition to producer, farmer and user organization will be employed to promote common economic activities built around the physical assets provided, but will also make them self- reliant and resilient to risks that can affect their livelihoods. SAGs, are small group of 15 – 20 members, constituted voluntarily on the basis of affinity, and who use savings, lending and social inclusion as instrument of empowerment and poverty reduction, these groups have proven to be a successful model for poverty reduction. Hence, the 118 SAGs and 32MEGs supported under the first phase will be strengthened and 400 new SAGs and 320 new MEGs will be constituted.
Component C: Institutional Capacity Building and Community Development Planning: This component will focus on strengthening the three key local stakeholders: (i) local government institutes including NaCSA; (ii) village facilitator teams, and (iii) section development committees. The modalities of support will include routine training, exposure visits, building information management systems, updating the training module, support through multidisciplinary facilitator teams and creating linkages with other similar projects. The entire consultative process for finalizing the infrastructure list developed during the PRA exercise, including development of the beneficiary register will be part of this component.
Component D: Monitoring, Knowledge Management, and Advocacy: This component will encompass the following: (a) generating lessons and knowledge from the implementation of the Gietrenk project. (b) Undertaking advocacy and awareness raising on project activities, and (c) Dissemination and promotion of project results, through a robust M&E, knowledge management system, and comprehensive information, education and communication strategy (IEC). At the end of the project, three reports will be produced (i) An evaluation of the performance of SAGs; (ii) Impact evaluation of the project, and (iii) management and maintenance of community based structures. Some of the key activities will include conducting workshops, campaigns, documentation, and policy dialogues on bottom up planning.
Component E: Support for Project Implementation and Management. NaCSA will take responsibility for the management of the project and also provide the relevant project management support. The implementation of the project will be executed in close collaboration with line Ministries and Local Governments. This component will have four sub components including (i) Start-up, Mid-term, and Completion workshops/ Familiarization Visits; (ii) Grievance Redress Mechanism, (iii) Project Management Unit, and (iv) Financial Management and Auditing.
Consultant’s Services Lump-Sum
2. Description, Objective and Scope of the Assignment:
Background of the Assignment
One of the key objectives of the GIETRENK Project is to improve the livelihoods of the population in the selected chiefdoms. The livelihood analysis of the population reveals that majority of the households have adopted multiple livelihood strategies. The livelihood activities are also distinct and clearly segregated based on the demographics, with male generally engaged in crop and tree crop farming, while female are engaged in gardening, fishing and petty trade. Youth are generally engaged in provision of services and petty trade. Regardless, almost 90% of the population relies on agriculture for its sustenance. A major uplift in the economic conditions and income of the population can be achieved by adding value to their produce.
The livelihood analysis of the chiefdoms has led to the identification of certain key livelihood activities which shall be supported during the project implementation. Broadly, the activities being supported fall under three broad categories: agricultural production of various commodities, fisheries and livestock, and small scale petty trading and services. In this regard the project will mainly seek to establish certain specialized product value- chains in which the local communities possess a comparative advantage and have significant potential for development.
The major livelihood activities being undertaken in the selected chiefdoms and those envisaged to be supported are mentioned below:
Chiefdom Major Livelihood Activities Key Areas to be Supported
Kholifa -Small-scale Petty Trading, vegetable Rice, Cassava, Sweet Mabang production and fish mongering by Potato and vegetable value- women. chains.
-Agricultural Production: Rice (816 MT;), Boli Land for Rice Cassava (1,400MT), Sweet Potato Cultivation Fish Farming (160MT), and Maize(11MT).
-90% engaged in farming followed by fishing and livestock production for self- utilization (215cattle, 2739 sheep, 1,915 goats, and 2,183chickens).
Lower -Major livelihood activity is cash crop Rice, Oil Palm, Cocoa, Bambara production, including cocoa/ Coffee, Oil Coffee and Vegetable Palm, Rice, Cassava and Vegetables. gardens.
-Mining and timber logging for charcoal Services for mining and is a major activity undertaken by youth. transportation of Youth is also engaged in commercial bike commodities. Trading
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riding. Activities.
-Women are engaged in petty trading, vegetables and rice.
Dibia Crop Production: Upland Rice, Oil Palm, Rice, Cassava, Groundnuts, Cassava, Sweet Potato, Groundnuts, Oil Palm, and Vegetable Vegetable Gardens. Vegetable production Gardens. at very lowacerage. Boli Land for rice - Cattle Rearing and Poultry cultivation. Livestock (Milk and butter - Fisheries Ponds in IVS/Streams. production); Poultry meat Fisheries.
Ribbi -Crop Production: Rice and Cassava (80% Rice, Cassava, Groundnut in farming); Groundnut (50%) and Vegetable Production.
-Artisanal Fishing Undertaken by Youth Fisheries. and women. Salt Processing. -Vegetable Production during dry season.
-Salt Processing
Kunike -Crop Production: Rice, Cassava, Rice, Cassava, Vegetable Sanda Vegetables Boli Land Development for -70% engaged in farming and 30% in Rice Cultivation. petty trading. Livestock -Petty Trading and vegetable production undertaken by mainly women.
- Gold Extraction and cattle selling/ milking by poor.
Bagruwa -Crop Production: Rice, Cassava, Palm Rice, Cassava, and Oiland groundnuts Vegetable Production.
-Artisanal Fishing Undertaken by Youth Fisheries. Palm Oil and women.
-Vegetable Production during dry season.
Bureh -Crop Production: Rice, Cassava, Sweet Rice, Cassava, PalmOil, (BKM) Potato, Yams, groundnuts, Palm Oil Vegetable Production and
Consultant’s Services Lump-Sum
-Trading groundnuts.
-Artisanal Fishing Undertaken by Youth Artisanal Fisheries. and women.
-Vegetable Production during dry season.
Based on the above analysis, specific attention and focus shall be put on development of promising cash crop and food crop value chains which can enhance community income and improve food security in the selected chiefdoms. In addition, considering that vegetable Production and in land/artisanal fisheries is a common activity being undertaken by women groups in all the growth poles, a minimum allocation will be made for the provision of green houses and construction of fish ponds
In order to build the capacity of individuals and community groups in livelihood techniques, business development and help in establishment of various commodity value- chains, NaCSA intends to engage a livelihood development consultant through national shortlist of firms in order to identify the most suitable one for the assignment.
2.2 Objective of the assignment
The objective of the assignment is to develop the capacities of Project beneficiaries and community groups in livelihood development, business techniques and establishment of various commodity value chains.
2.3 Scope of the Assignment
The scope of the assignment will be centered around the following broad areas;
(i) Conducting feasibility studies for the possible development of identified value-chains as well as a detailed list of activities and set of support to be provided for the implementation of the value-chain strategy through a consultative process across the six RGP clusters (ii) supporting all the value-chain processes including: pre-production, production, harvesting, post-harvesting, transport, processing, packaging and eventual marketing (iii) Help to establish linkages and business agreements with potential urban consumers (hotels, super markets, processors) who will off-take the produce of the suppliers; (iv) Provide trainings to various stakeholders on business as well as technical support with respect to the areas along the value chain they are engaged in; (v) Assist in the formation of Micro Enterprise Groups and provide them continuous incubation support (vi) Conduct financial and business literacy trainings to Micro Enterprise Groups (MEGs)and Self-Help Affinity Groups (SAGs) (vi) Prepare modules on selected agribusiness and livelihood which shall constitute part of the training curricula to be delivered
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3. Scope and Responsibilities of the Consultant
The key responsibilities of the consultant will include the following:
1. Conduct feasibility studies for the possible development of identified value-chains as well as developing a detailed list of activities and set of support to be provided for the implementation of the value-chain strategy through a consultative process across the six RGP clusters
2. Support all the value-chain processes including: pre-production, production, harvesting, post-harvesting, transport, processing, packaging and eventual marketing
3. Establish linkages and business agreements with potential urban consumers (hotels, super markets, processors) who will off-take the produce of the suppliers;
4. Provide trainings to various stakeholders on business as well as technical support with respect to the areas along the various value chains
5. Assist in the formation of Micro Enterprise Groups and provide them continuous incubation support
6. Conduct financial and business literacy trainings to Micro Enterprise Groups (MEGs) and Self-Help Affinity Groups (SAGs). Prepare modules on selected agribusiness and livelihood which shall constitute part of the training curricula to be delivered
7. Develop a business plan for Farmers’ Associations and the Farmer Federation to enhance their capacity to perform procurement, marketing and budgeting functions on behalf of their members.
The duties and responsibilities of the consultant as listed above are elaborated below:
• Conducting feasibility studies for the possible development of identified value- chains as well as a detailed list of activities and set of support to be provided for the implementation of the value-chain strategy through a consultative process across the six RGP clusters
• The feasibility study for possible development of the identified value chains will be based on data collected from the respective rural growth poles in the selected chiefdom clusters through needs assessment of various stakeholders.
• The feasibility study report should clearly indicate a comprehensive list of activities and sets of support required for the functioning of each value chain starting from pre-production to marketing.
• Through a consultative process, develop available strategy for the implementation of the identified commodity value chain in each RGP.
• Conduct an Economic Activity mapping of the existing and new SAGs and MEGs to be formed and determine how they can play a greater role in the value- chains.
Consultant’s Services Lump-Sum
• Review current status of SMEs operations in the growth pole. Assess local business opportunities, business development services, main constraints to SMEs
• Identification of factors that are hindering productivity, identifying modern practices and other technologies (eg. better seeds, fertilizers) that will help improve yields
• Identify potential public and private sector players that may influence the flow of trade and the establishment of competitive and reliable value chain(s)
• Identify the institutional, regulatory frameworks and infrastructure required for the implementation of the identified commodity value chain.
• Identify and examine possible constraints and opportunities within the selected value chain that may be addressed to increase productivity in the RGP.
• Identify key drivers of the demand for the selected value chain and specific factors required for local producers to compete in the market.
• Evaluation of how incomes of farmers can be increased with collective buying of inputs and collective selling of produce, increasing the farmers bargaining power for better prices in the value chain with a thorough understanding of demand and supply between various stakeholders as well as an appropriate pricing strategy for trading.
• A Baseline and Action Plan will be developed involving all stakeholders of the value chain in order to monitor the development of their capacity from the current to the desired situation.
• Support all the value-chain processes including: pre-production, production, harvesting, post-harvesting, transport, processing, packaging and eventual marketing
• Identify the most appropriate inbound support /input required during the cultivation/ pre-production phase in the chain development for the agricultural value chain commodities in the RGPs.
• Liaise with the Master Planner/Design and Supervision Consultant for the provision of technical input in the construction/ development of livelihood infrastructure needed for the most appropriate value addition (s) activities.
• Serve as lead expert and develop the capacity of community groups in the use of the most appropriate technology and available infrastructure during the production/operation/processing phases in the value chain development.
• Identify, develop and roll out a sustainable and reliable marketing strategy and market for the value added products.
• Analyze the role of all stakeholders along the value chain and determine how institutions and groups can be further strengthened including coordinating activities of their Farmer Association members such as procurement of Agricultural Inputs and marketing of products.
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• Establish linkages and business agreements with potential urban consumers (hotels, super markets, processors) who will off-take the produce of the suppliers.
• Conduct market survey to aid the identification of potential customers (hotels, supermarkets, processors, resale buyers) at local, national and sub- regional markets for each value added commodity.
• Design materials to help disseminate information on any MFI operations in the target areas- Information on MFI operations and products
• Support the formation of strategic alliance and partnerships between suppliers/ producers and customers (hotels, super markets, processors, resale buyers).
• Support the development and signing of business agreement between the suppliers and potential customers who will off-take the produce of the supplies.
• Provide technical and professional support (coaching and mentoring) to suppliers in the RGP for the smooth functioning of the partnership and alliance established and the operationalization of any agreement formalized.
• Provide trainings to various stakeholders on business as well as technical support with respect to the areas along the various value chains
• Conduct trainings needs assessment along the value chain and identify a list of trainings required for the relevant actors / stakeholders along the value chain.
• Develop training curricula that covers; agronomic practices, pre-production, production, harvesting, post-harvesting, transport, processing, packaging, marketing, stores and supply management, entrepreneurship, business development skills, Basic financial literacy etc.
• Develop the capacity of farmers in handling mechanized tools and the technical aspect of the identified value chain supported in that chiefdom
• Conduct trainings and mentorship as may be required in the following areas; agronomic practices, pre-production, production, harvesting, post-harvesting, transport, processing, packaging, marketing, stores and supply management, entrepreneurship, business development skills, Basic financial literacy.
• Assist in the formation of Micro Enterprise Groups and provide them continuous incubation support
Support to New MEGs:
• Support NaCSA facilitators in the establishment of 320 new MEGs
• Conduct community sensitization on micro enterprise development scheme to potential MEGs;
• Participate in the assessment and identification of MEGs qualified for the receipt of preparatory grants
Consultant’s Services Lump-Sum
• Facilitate linkage with lending Institutions for the provision of affordable and accessible loans;
• Facilitate the provision of continuous business advisory services and linkages with private sector;
• Conduct refresher training on financial literacy, recordkeeping and the provision of loan Delinquency management training;
• Provide mentoring services to the groups and monitor loan repayments;
• Constitute cooperatives and associations of MEGs.
Support to Existing MEGs
• Facilitate the provision of continuous business advisory services;
• Conduct refresher training on financial literacy, recordkeeping
• Conduct loan Delinquency management training;
• Facilitate linkage with the lending institutions for the provision of loans;
• Provide mentoring services to the groups and monitor loan repayments,
• Facilitate the conduct of impact assessment of the existing groups.
Support to both New and Existing MEGs &SAGs
• Assist NaCSA in overall planning, implementation, and monitoring of the implementation of the action plan
• Track the development of SAGs and MEGs through regular reporting
• Ensure overall performance of the implementation of the business and action plans in line with the overall value-chain strategy and other segments of the assignment.
• Manage overall implementation of capacity building activities, including training, formation, and socialization in order to transform the SAGs and MEGs into a business entity as part of the Action plan.
• Develop a 5 year business plan for MEGs, SAGs, Farmers’ Associations and the Farmer Federation to enhance their capacity to perform procurement, marketing and budgeting functions on behalf of their members. The plan should include amongst others the following:
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• The data collected from the needs assessment report from all MEGs, SAGs, Farmer Associations and Farmer Federation. The report would identify the capacity building required in order to enhance their roles within the value chains. Develop the modus operandi on how Farmer Associations are organized anda gradual plan on how they can be upgraded to be professionally run as business entities in the second year with the assistance of facilitation that will be provided by the project.
• Target production based on the market demand, target price and income that will be generated as well as operating budget.
• Identification and mitigation of risks that will prevent the smooth operation of the Farmer’s Association businesses including ensuring reliability and quality of production.
• Identification of governance measures in order to ensure efficiency and high productivity.
• Action plan including financial and non-financial milestones that should be achieved within the five years.
4. Deliverables
Expected Deliverables and Outputs:
1. Feasibility study on the identified value-chains conducted
2. Value chain Strategic Action plans devised to enhance farmers’ income and production developed
3. Business plans for MEGs, SAGs, Farmers’ Associations and Federations developed.
4. Trainings in agribusiness and other relevant technical aspects of the entire value- chain Conducted.
5. Value-chain processes for all value added commodities in the RGP Developed.
6. Linkages and business agreements with potential customers established.
7. Trainings in basic financial literacy and business development for MEGs and SAGs conducted.
5. Team Composition & Qualification Requirements for the Key Experts
Team Composition & Qualification Requirements for the Key Experts and any other requirements which will be used for evaluating the Key Experts under Data Sheet 21.1 of the ITC are as elaborated below:
Key Project Personnel:
The input for key Project Personnel in person-months is provided in the table below:
Consultant’s Services Lump-Sum
No. Position/Expert Nos. Man Months Total Person per Staff Months
1 Value Chain Specialist 6 26 156
2 Marketing Specialist 4 26 104
3 SME Specialist 6 26 156
4 Finance Specialist 6 15 90
5 Legal Experts 3 6 18
6 Agronomists 6 26 156
7 Training Specialist 6 26 156
TOTAL 836
1. VALUE CHAIN SPECIALISTS (Six Experts)
Minimum Qualification: An advanced degree (PhD or Masters) in Agriculture/ Economics/ Rural Development/ Commerce /Animal Husbandry /or related field
Total Professional Experience: A minimum of 7 years working experience in agricultural value chains including value chain analysis and development.
Project Related Experience:
• A proven track record in value chain approaches and designing effective market-led solutions;
• Demonstrated understanding of the private sector and experience in brokering partnerships / linkages with the private sector to enhance and improve market systems;
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• Proven experience in project management: advising and coaching with demonstrated ability to work collaboratively with community groups and partners in across-cultural environment
• Demonstrated experience in analyzing market systems, identifying constraints and designing interventions to address root causes.
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes,
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive): a) Participate in the feasibility studies to identify value- chains opportunities as well as developing a detailed list of activities required to develop the value chain b) Carry out value chain analyses to determine appropriate interventions of agricultural value chains c) Design and implement through consultative process a viable value chain strategy d) Lead value-chain processes including: pre-production, production, harvesting, post-harvesting, transport, processing, packaging and eventual marketing. e) Support the establishment of linkages and business agreements with potential customers of the value added products. f) Provide technical support and trainings to various stakeholders with respect to the areas along the various value chains g) Participate in the preparation of modules on selected agribusiness and livelihood development activities. h) Provide technical inputs to the Master Planner/Design and Supervision Consultant for the construction/ development of livelihood / value chain infrastructure. i) Serve as lead expert in capacity building of community groups in the use of the most appropriate value chain technology and available infrastructure during the production/operation/processing phases in the value chain development.
Consultant’s Services Lump-Sum
5. MARKETING SPECIALIST (Four)
Minimum Qualification: An advanced degree (Masters or PhD) in Marketing/ Business Administration / Commerce / Management/ Economics.
Total Professional Experience: A minimum of 7 years working experience in marketing and agricultural value chains development.
Project Related Experience:
• A proven track record in product development and branding
• Demonstrated understanding and skills in establishing alliances /partnerships / linkages with the private sector to enhance and improve market systems;
• Knowledgeable in identifying investment potentials and opportunities in the local market /industry;
• Demonstrate proven skills in developing visibility and communication materials including brochures and flyers and strategies that will attract customers to the value added product;
• Demonstrated experience in analyzing market systems, identifying constraints and designing interventions to address root causes.
• Knowledgeable in developing marketing strategies including product promotion, advertising, etc.
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes,
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive). o Participate in the feasibility studies to identify marketing opportunities and develop appropriate strategies for value added products o Design and implement through consultative process a viable value chain marketing strategy o Participate in value-chain processes including: pre- production, production, harvesting, post-harvesting, transport, processing, packaging and eventual marketing.
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171 o Support the establishment of linkages and business agreements with potential customers of the value added products. o Develop marketing-oriented techniques such as advertising, branding, promotion, for each value added product. o Identify potential customers (hotels, supermarkets, processors, resale buyers) at local, national and sub-regional markets for each value added commodity. o Establish alliances /partnerships / linkages between the producers / suppliers and the customers; o Develop market oriented contents for promotional/ advertising materials such as flyers, brochures, booklets, banner, jingles, etc. o Provide technical support and trainings to various stakeholders with respect to marketing the value added products. o Participate in the preparation of modules on product development, branding and advertising. o Provide technical inputs to the Master Planner/Design and Supervision Consultant for the construction/ development of livelihood / value chain infrastructure.
6. SMALL MEDIUM ENTERPRISE (SME) SPECIALIST (Six)
Minimum Qualification: An advanced degree (Masters or PhD.) in Business Administration / Management / Entrepreneurship /Economics/Commerce.
Total Professional Experience: A minimum of 7 years working experience in Micro Enterprise and business development.
Project Related Experience:
• Experience in MEG formation, mentoring, coaching, trainings and supervision.
• Knowledgeable in the identification of business potentials and opportunities.
• Skilled in the development and implementation of various Business Development Plans.
• Experience in establishing linkage between MEGs and lending institutions and other MFIs.
• Proven experience in project management: advising and coaching with demonstrated ability to work collaboratively with community groups and partners in across-cultural environment
• Demonstrated experience in analyzing markets.
• Strong communications, analytical, writing, and interpersonal skills.
Consultant’s Services Lump-Sum
• Proficiency in Microsoft Programmes;
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive):
• Lead all processes related to the formation of new MEGs in and outside the Rural Growth Poles and provide them continuous incubation support
• Provide trainings to various stakeholders including Micro Enterprise Groups (MEGs) and Self-Help Affinity Groups (SAGs) on enterprise, business development, loan Delinquency management etc.
• Participate in the preparation of modules for the training of MEGs and SAGs in business development and entrepreneurship.
• Lead the identification of business potentials and opportunities that can be exploited by the MEGs and SAGs.
• Support the development and implementation of business plans for MEGs, Farmers’ Associations and the Farmer Federations.
• Conduct an Economic Activity mapping of the existing and new SAGs and MEGs to be formed and determine how they can play a greater role in the value-chains.
• Review current status of SMEs operations in the growth pole. Assess local business opportunities, business development services and main constraints to SMEs
• Identify potential public and private sector players that may influence the flow of trade and the establishment of competitive businesses.
• Facilitate the conduct of impact assessment of the existing groups.
7. FINANCE SPECIALISTS (SIX)
Minimum Qualification: An advanced degree (Masters or PhD.) in Accounting and Finance or professional qualification equivalence.
Total Professional Experience: A minimum of 7 years working experience in Accounting and Finance.
Project Related Experience
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• Experience in coaching, mentoring in financial literacy and basic financial management.
• Experience in preparation of training modules in financial literacy and mentorship.
• Experience in Micro Finance Institutions operations in Sierra Leone.
• Experience in basic financial records management, book keeping, savings and loans delinquency management
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes,
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive):
• Lead the coaching, mentoring, training of MEGs, SAGs and Subject Matter Specialists in financial literacy and basic financial management.
• Participate in the preparation of the consolidated training module to incorporate financial literacy, bookkeeping, savings and loans delinquency management aspects.
• Conduct an assessment of Micro Finance Institutions’ operations in Sierra Leone.
• Support the SME specialist in the formation of new MEGs in and outside the Rural Growth Poles.
• Support the SME specialist in facilitating the development and implementation of business plans for MEGs, Farmers’ Associations and the Farmer Federations.
• Support in the review of the current status of SME operations in the growth poles. Assess local business opportunities, business development services and main constraints to SMEs
• Participate in the consultative process of developing a viable strategy for the implementation of identified commodity value chains in each RGP.
Consultant’s Services Lump-Sum
8. LEGAL EXPERTS (3)
Minimum Qualification: Bachelors Degree in Law (LLB).
Total Professional Experience: A minimum of 7 years working experience as legal expert/ practitioner.
Project Related Experience:
• A proven track record in drafting Business Agreements, business relationship terms and conditions, Memorandum of Understanding etc.
• Demonstrated understanding of the Sierra Leone legal and private sector regimes/systems
• Knowledgeable in the business / community groups registration processes and requirements
• Understanding of MFIs and Commercial banking
• Skilled in drafting bye-laws for effective operation of community groups
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes,
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive):
• Through consultative process draft Business Agreement and Memorandum of Understanding that will guide business relation between the producer/supplier/ community groups and customers (hotels, supermarkets, processors) who will off-take the produce of the suppliers.
• Interpret clauses (terms and condition) of business agreements or MOUs to parties
• Oversee the smooth and effective implementation of business agreements and MOUs being established
• Provide advice on all legal issues relating to the implementation of the livelihood sub- component of the GIETRENK project.
• Mentor and coach community groups including SAGs and MEGs on all legal issues relating to their formation, registration and operations 174 | Page
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• Facilitate adherence of community groups to stipulated bye-laws.
• Facilitate the drafting and validation of bye-laws for community groups.
9. AGRONOMISTS (6)
Minimum Qualification: An advanced Degree in Agricultural Science.
Total Professional Experience: A minimum of 7 years working experience in agronomic practices and livestock development.
Project Related Experience:
• A proven track record in commodity and livestock value added options/approaches;
• Demonstrated understanding of the private sector and experience in brokering partnerships / linkages with the private sector to enhance supply of inbound resources (agricultural inputs / raw materials);
• Experienced in provision of extension services to various farmer based groups;
• Familiar with various crops production cycles and calendar in Sierra Leone.
• Knowledgeable in determining the various types of soils and their suitability for the cultivation of each type of crop.
• Experience in the conduct of research / studies on in feasibility study for possible development of the identified value chains from the respective rural growth poles in the selected chiefdom clusters through needs assessment of various stakeholders.
• Knowledgeable in the Identification of factors that are hindering productivity, identifying and utilization of appropriate modern practices and technologies (e.g. better seeds, fertilizers) that will help improve yields.
• Experienced in building capacities of farmer based organizations in agronomic practices, pre-production, production, harvesting, post-harvesting, transport, processing, packaging, stores, handling mechanized tools and the technical aspect of the identified value chain.
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes,
• Experience in successful management of multi-disciplinary teams community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages
Consultant’s Services Lump-Sum
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive):
• Participate in the confirmation of the potential agricultural value chains identified during the PRA exercise.
• Collaborate with the value chain specialist in the identification of commodity and livestock value added options/approaches;
• Recommend the most appropriate in bound resources (agricultural inputs / raw materials) that maximizes yields;
• Provide extension services to various farmer based groups;
• Provide technical advice and ensure that farmers comply with the various crops production cycles and calendar in Sierra Leone;
• Participate in the conduct of research / feasibility studies for the identification of appropriate soil types, farm inputs, factors that are hindering productivity, appropriate/modern practices and technologies (e.g. better seeds, fertilizers) and value chains in the respective rural growth poles or the selected chiefdom clusters.
• Build capacities of farmer based organizations in agronomic practices, pre-production, production, harvesting, post- harvesting, transport, processing, packaging, stores, handling mechanized tools and the technical aspect of the identified value chain.
• Participate in the preparation of consolidated modules to incorporate agronomic practices related to the selected commodity value chains.
10. TRAINING SPECIALISTS (Six)
Minimum Qualification: A Bachelor’s Degree in Education / Training /Human Resource or related field.
Total Professional Experience: A minimum of 7 years working experience in Developing and presentation of training modules.
Project Related Experience:
• A proven track record in developing / designing multiple training modules.
• Excellent communication and presentation skills.
• Familiarity with traditional and modern training methods, tools and techniques.
• Ability to coordinate the presentation of complex information to a variety of audiences (Literate, semi- literate and illiterate).
• Knowledge in measurement and evaluation of trainings
• Strong communications, analytical, writing, and interpersonal skills.
• Proficiency in Microsoft Programmes, 176 | Page
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• Experience in successful management of multi-disciplinary teams, community groups etc.
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders in the rural development spectrum to achieve project milestones
Country/Regional Experience Work experience in Sierra Leone especially in districts, chiefdom head quarter towns and villages.
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive):
• Assist in the preparation of training modules, training materials and presentations.
• Conduct training needs assessment for community groups
• Develop training plan, classroom handouts, instructional materials, training flyers, brochures, posters, aids and manuals.
• Design tools for the conduct of an effective measurement/ assessment and evaluation of trainings conducted by various resource persons.
• Use traditional and modern training tools and techniques to deliver interactive and multimedia presentations
6. Duration of Assignment:
The time scheduled for the assignment is four years.
7. Reports and Documents:
The Consultant shall prepare and submit to the client the reports and documents as listed on the matrix below: the format shall be proposed by the Consultant and approved by the Client.
SI Reports /Documents Frequency Due Date No. of No. of No. (TBD in the copies CDs consultant’s work plan) 1 Feasibility study Once 3 1 2 Value-Chain Development Strategic Once 3 1 Plan 3 Consolidated training Modules and Reports TBD 3 1 4 Training Measurement TBD 3 1 and Evaluation reports 5 Report on pre- production, production, Once 3 1 harvesting, post- harvesting, transport,
Consultant’s Services Lump-Sum
processing, packaging and marketing arrangements for each identified value chain. 6 Refresher Trainings TBD 3 1 Reports 7 Quarterly Progress Quarterly 3 1 Reports 8 Draft and Final Once 3 1 Consultancy reports
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The client will assist the consultant in his consultations with other governmental agencies and will ensure that the Consultant has access to all information as may be legally and professionally required and allowed for the performance of his services.
The SLCDD II core and project support staff will be available for consultation on project matter related issues and will assist the consultant in all aspects of the work.
2. FINANCIAL AUDIT CONSULTANCY
1.1 Background of the Project
The GIETRENK: Sierra Leone Community Driven Development Project - Phase II in Sierra Leone is being implemented on behalf of the Government of Sierra Leone, by the National Commission for Social Action (NaCSA). The Commission has implemented various waves of community driven development project since its inception. Lessons learnt from the implementation of the World Bank funded National Social Action Project (NSAP), informed the design and implementation of the first phase of the IDB funded Sierra Leone Community Driven Development Project. The successful implementation of the first phase of the SLCDD (funded by IDB for a total cost of US$18.45million) and the need to consolidate the achievements recorded under the first phase, justified the need for a scale-up of the SLCDD to a second phase which is dubbed ‘GIETRENK’: Sierra Leone Community Driven Development Project (SLCDD) phase II project. NaCSA has a wealth of experience and capability to work successfully with multiple MDAs and international institutions and as per their guidelines and procedures, the Commission has been able to benefit from international expertise in the management of donor funds, adopt international best practices in programming and project implementation, and learnt how to coordinate and execute multiple donor-funded projects using a unified institutional structure. This has enhanced the Commission’s capacity to implement advanced CDD concepts and the Growth Poles approach which forms the conceptual framework for the implementation of the GIETRENK project.
1.2 Project Aim and Objectives
The aim of the GIETRENK project is to reduce poverty and attain sustainable improvement in the well-being of the population in Sierra Leone. The development objective of the project is to build the livelihoods of rural poor by providing them access to socio-economic opportunities and capacity building. For successful achievement of this objective, the Government of Sierra Leone has obtained a loan from the Islamic Development Bank in a bid to implement the GIETRENK project, using a Community Driven Development (CDD) and Rural Growth Poles Approach. It is intended that part of the proceeds of this loan, will be applied to eligible payments under the GIETRENK Project for the Financial System Development and Audit consultancy.
Consultant’s Services Lump-Sum
Rural Growth Pole Development: The main design of the project in corporates establishment of seven ‘Rural Growth Poles (RGPs)’ in order to stimulate socio- economic growth in the area. The growth poles will be developed at the level of the chiefdom, with the chiefdom capital being the hub village and the section capitals constituting the satellite village cluster. The selected chiefdoms will be turned into modern communities with strong links to urban centres and acting as regional economic hubs (hub village) providing neighboring (satellite) villages a common platform to launch and scale-up their economic activities. The rural growth pole development will entail: (i) undertaking investments in social and economic infrastructure, and (ii) livelihood and micro and small enterprise development support (MSE). The interventions will cover the sustainable livelihood spectrum of the communities, building their social, economic, physical and natural assets and resources, providing and building on the opportunities, and removing constraints and vulnerabilities. RGPs will be structured around a ‘multi-utility renewable energy platform’ (M-REP) and irrigation structures in terms of infrastructure and development of livelihood activities, mainly agricultural value-chains for MSE development.
The growth poles will be developed at the level of the chiefdom, with the chiefdom capital being the hub and the section capitals constituting the satellite village clusters. The list of growth poles and the satellite villages to be established is provided in the matrix below:
No. District Chiefdom/Rural Chiefdom Section (s) Satellites Growth Pole Head Quarter Town or (HUB)
1 Kenema LowerBambara Panguma KorjeiNgieya, Korjei Buima, Sei, Fallay, Gbo,Nyawa
2 Tonkolili KholifaMabang Mabang Komrabai, Mamanso, Robis, Rokankarr,Marunia Sakie, Rogbabia,Marunia Koray,
3 KonikeSanda Masingbi Thama, Yenkeh, Wana, Simorkani, Rolal, Thambaya, Sanda,
4 Port Loko BurehKasseh Mange Kambia Morie, Mange Morie,Yele Makonte (BKM) Sanda, Konta Ferry, Kalangba, Makaneh, -clustered with Romeni, Kagbanthama, Mabombo, Dibia Chiefdom Marenka,Mamanka, Minthomore, Rotifunk, Rogballa, Bamoi, Kayimboh.
Dibia Gbinti Mafonda, Makump, Makabarie, Kayimbor, Kontha Kargbo, Karineh, Rogbalan
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5 Moyamba Ribbi Bradford Yonni, Matonkok, Upper Ribbi, Mabureh, Lower Ribbi, Mokera Matoni, Masarakulley, Kainthneh, Masanka
6 Bragruwa Sembehun Bagruwa Sembehun Sembehun, Mani, Kegbai, Benkeh, Mosassie, Benduma, Palima, Kawuya, Moseilo,
The selected chiefdom clusters will be turned into modern communities with strong links to urban centres and acting as regional economic hubs (hub village) providing neighboring (satellite) villages a common platform to launch and scale-up their economic activities. The identified master plan for each chiefdom will involve: (i) undertaking investments in social and economic infrastructure, and (ii) livelihood and micro and small enterprise development support (MSE) activities.
1.3 The Scope of the Project
The Project will be implemented in six chiefdom clusters: Lower Bambara (Kenema district), Dibia and BKM cluster (Port Loko district), Kholifa Mabang and Kunike Sanda (Tonkolili district), and Bagruwa and Ribbi (Moyamba district). The project design revolves around establishment of six Rural Growth Poles (RGPs) in the selected cluster chiefdoms. The fundamental concept of the growth poles is that they exploit agglomeration economies and spillover effects to spread resulting prosperity from the core of the pole (the hub or chiefdom headquarter town) to the periphery (Satellites or section head quarter town). The basis of the model relies on the assumption that growth is spatially concentrated, either around a geographic feature or economic hub. The growth pole model can be used to nurture direct and indirect linkages between the economic hub and the periphery, resulting in increased market size, which leads to employment generation, increase in outputs, and development of new businesses. The key reason for employing the RGPs approach is based on both the lessons learnt from Phase-1, which highlighted too little impact on incomes due to geographical dilution of activities and request of the government to promote employment focused interventions and renewable energy infrastructure in the rural areas. Each RGP will therefore seek to address gaps and constraints in the following key areas: (i) infrastructure and physical assets, (ii) finance, (iii) governance, and (iv)human capital. All of which will be delivered using a participatory approach as encapsulated in the Community Driven Development (CDD) concept.
The project is comprised of the following components:
Component A: Infrastructure Development in Rural Growth Poles (RGPs).
Consultant’s Services Lump-Sum
This component entails the development of socio-economic infrastructure and provision of related equipment. The infrastructure facilities that will be provided will fall under the following broad categories: (i) Livelihood and Economic (70%); (ii) Social (25%) and (iii) Marginalized Communities micro-projects (5%). The Multi-utility Renewable energy Platforms/ grids (MRPs) shall be a necessary infrastructure facility to be provided in each chiefdom. The details, design and specifications for the MRPs will be context specific and finalized by the Design, Development and Supervision consultant in consultation with communities to be financed under this component.
The key investments that will be made will tentatively fall into the following key categories of the limited menu: energy facility water supply network, central market and industrial hub, basic social infrastructure, irrigation and water conservation facilities, greenhouses, fish ponds and agricultural value-chain activities. The list of facilities or sub projects to be implemented in each chiefdom or rural growth pole (RGP) will be developed in a Participatory Rural Appraisal (PRA) exercise conducted by NaCSA in collaboration with Line Ministries, Local Councils and will be finalized by the Design and Supervision consultant through a robust consultative process. It is estimated that each RGP /chiefdom shall receive block financing of a minimum of around US$ 3.50 million and a maximum of USD$ 8.00 million.
Component B: Support for Livelihood and Micro and Small Enterprises (MSE) Development
The support for livelihood development will be provided to complement the optimal utilization by participating communities of the rural infrastructure and physical assets provided in each rural growth pole. Communities will therefore be provided access to business development services, microfinance, and capacity building to fully utilize the infrastructure and physical assets created. This component will comprise of two main sub- components: c) Provision of Islamic Microfinance Facility: The microfinance facility will be operated on a Shariah compatible basis, with a view to create affordable rural financing in each growth pole to allow investment and scale-up of rural businesses, and to promote community managed rural financial services. The microfinance facility will be delivered through the Apex Bank, which regulates a wide network of Financial Services Associations and Community Banks, across the country. An Islamic microfinance specialist consultant will as sis t the Apex Bank in setting up simplified Islamic microfinance products and contracts and help establishment of management information system to allow computerized and segregated recording of IDB funds. d) Development of Community Organizations for Livelihood Development: Two forms of livelihood focused community organizations which were successfully piloted during the first phase of the SLCDD I including (i) Self-help Affinity Groups (SAGs) and Micro enterprise Groups (MEGs) in addition to producer, farmer and user organization will be employed to promote common economic activities built around the physical assets provided, but will also make themself- reliant and resilient to risks that can affect their livelihoods. SAGs, are small group of 15 – 20 members, constituted voluntarily on the basis of affinity, and who use savings, lending and social inclusion as instrument of empowerment and poverty reduction, these groups have proven to be a successful model for poverty reduction. Hence, the118 SAGs and 32MEGs supported under the first phase will be strengthened and 400 new SAGs and 320 new MEGs will be constituted.
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Component C: Institutional Capacity Building and Community Development Planning: This component will focus on strengthening the three key local stakeholders: (i) local government institutes including NaCSA; (ii) village facilitator teams, and (iii) section development committees. The modalities of support will include routine training, exposure visits, building information management systems, updating the training module, support through multidisciplinary facilitator teams and creating linkages with other similar projects. The entire consultative process for finalizing the infrastructure list developed during the PRA exercise, including development of the beneficiary register will be part of this component.
Component D: Monitoring, Knowledge Management, and Advocacy: This component will encompass the following: (a) generating lessons and knowledge from the implementation of the Gietrenk project. (b) Undertaking advocacy and awareness raising on project activities, and (c) Dissemination and promotion of project results, through a robust M&E, knowledge management system, and comprehensive information, education and communication strategy (IEC). At the end of the project, three reports will be produced (i) An evaluation of the performance of SAGs; (ii) Impact evaluation of the project, and (iii) management and maintenance of community based structures. Some of the key activities will include conducting workshops, campaigns, documentation, and policy dialogues on bottom up planning.
Component E: Support for Project Implementation and Management. NaCSA will take responsibility for the management of the project and also provide the relevant project management support. The implementation of the project will be executed in close collaboration with line Ministries and Local Governments. This component will have four sub components including (i) Start-up, Mid-term, and Completion workshops / Familiarization Visits; (ii) Grievance Redress Mechanism, (iii) Project Management Unit, and (iv) Financial Management and Auditing.
1.4 Description, Scope and Objective of the Assignment:
A consultant will be engaged through a national shortlist of firms for the Financial Management Systems and Audit of the GIETRENK Project. Apart from the Internal Auditing that will be conducted by NaCSA’s Internal Audit Unit, the Project will also finance the cost of external audit. Annual financial statements should be audited in accordance with International Standards on Auditing issued by the International Federation of Accountants. The audited financial statements should reflect all project activities, financing and expenditures, including the part financed by IDB and local counterpart funds.
Under the IDB Disbursement Guidelines, the Bank is expected to ensure that disbursement of funds from the Loan proceeds are used for eligible expenditures and in accordance with the procedure specified in the Loan Agreement and the Disbursement Guidelines. NaCSA therefore intends to apply part of the proceeds of the funds to cover eligible payments under a contract for the provision of consultancy services for supporting financial management systems and the conduct of both physical and financial statements’ Audit. The responsibilities of the consultancy shall be grouped under two provinces, these include, (i) Financial Management Systems and (ii) Audit of the Project.
Consultant’s Services Lump-Sum
2.1 Objective of the Audit
NaCSA, in consultation with IDB, proposes to procure the services of a consultancy firm to: (i) conduct an independent post financial audit and express a professional opinion on Financial Statements and Statements of Expenditure (SOEs) of the GIETRENK Project; (ii) Audit all disbursements by NaCSA, CMCs, CBOs, NGOs, and Service Providers (SPs) participating in the implementation of the GIETRENK. (iii) Audit compliance of the Executing Agency with the relevant guidelines and provisions of the financing agreement in the implementation of all project activities.
2.2 Objective of the Financial Management System
The objective of the financial management systems responsibility is for the consultant to support the executing agency for the project in ensuring the existence of efficient financial management systems in the implementation of all project activities. The conduct of trainings and the provision of financial management toolkits for community groups participating in the implementation of the project to ensure the sustainability of the groups will also be part of the objective.
2.2 Scope of the Audit
The detailed scope of the auditor’s work will entail the following: i. To ensure that financial statements and other project statements fairly represent the actual expenditure incurred and revenue received as per the legal agreement and other contractual condition; ii. That project funds provided by Islamic Development Bank (IDB) have, in all material respects, been used in conformity with the Terms and Conditions of the Financing Agreement; iii. To verify if the counterpart funds have been provided and used in accordance with the relevant financing agreement, with due attention to economy and efficiency, and only for the purpose for which they were provided for each financial year; iv. To review the degree of compliance with IDB’s financial management and procurement procedures; v. To examine whether the Statement of Assets is properly presented (i.e. number, description and value of assets), this includes all the assets acquired by the Project during the review period; vi. To assess the internal financial control systems for the project; vii. Conduct an assessment of the beneficiary selection criteria to ensure that the stipulated minimum proportion of youth and women are targeted; viii. Review compliance with Project implementation manual; ix. Conduct quarterly audit of the project special account. The quarterly audit report will accompany the replenishment request;
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185 x. Audit selected community sub-project accounts, current and existing SAGs accounts and procurement practices to ensure transparency in the process and compliance with IDB Guidelines. xi. Conduct Master Trainers Training in Financial Management and provide community financial framework toolkit to assess possibility of delegating fund management to communities in future CCD Project; xii. Prepare Audit Manual for CDD Project xiii. Conduct a review of the Project’s current financial reporting procedures and recommendations for improvement to the Project Management Unit, assessing the accounting principles used as well as evaluating the overall financial statement presentation. xiv. Audit the project account and express a professional opinion on whether:
a) All external funds have been used in accordance with the conditions of the relevant financing agreements, with due attention to economy and efficiency, and only for the purposes for which the financing was provided.
b) Goods and services financed have been procured in accordance with the relevant financing agreements.
c) Ensure that the Audit is carried out in accordance with:
a. The IFAC International Framework for Assurance Engagements and International Standards on Auditing ('ISAs') for Audits of Historical Financial Information in so far as these can be applied in the specific public finance context of the country;
b. The IFAC Code of Ethics for Professional Accountants (issued by IFAC's International Ethics Standards Board for Accountants (IESBA), which establishes fundamental ethical principles for Auditors with regards to integrity, objectivity, independence, professional competence and due care, confidentiality, professional behavior and technical standards;
c. The IFAC International Standards on Quality Control (ISQCs), which establish standards and provide guidance on an Auditor's system of quality control.
3.1 The Responsibilities and Activities of Consultant:
1. Review the Project’s current financial reporting procedures and guidelines, and make necessary recommendation to the executing agency in aligning the procedures and guidelines with the International Standard of Financial Reporting.
Consultant’s Services Lump-Sum
2. Conduct quarterly auditing on the Project’s Financial Statements, including the conduct of necessary tests and test of controls as maybe considered necessary under the circumstance. This exercise will include conducting procurement post- review and confirming the extent to which the procurement of the goods/works/services under the project has been conducted in accordance with the IDB Procurement Guidelines and clearance.
3. Verify that Statement of Expenditures (SOEs), attached to each quarterly Financial Statements are in agreement with the accounting records, supporting documentation (including invoices/receipts) and with physical inspection of works done, goods supplied and services rendered. The Auditor’s Verification of the latest quarterly Financial Statement (including the SOEs) will be attached to each Disbursement Request.
4. Comment on and confirm the extent to which generally accepted accounting principles have been and are being consistently applied in the preparation of the Project’s quarterly Financial Statements.
5. Establish with reference to the disbursement rules and guidelines that expenditures claimed for reimbursement are eligible for financing under the Loan Agreements.
6. Verify the correctness of the Special Account’s financial transactions, including the reconciliation of receipts with disbursements by the IDB, its final balances, andthe operation and use of the Special Account in accordance with the Loan agreements4.
7. Comment on and confirm the extent to which all resources of funding for the Project have been and are being properly accounted for and included in the Financial Statements. There should be separate Statements and Audit reports on each of the two IDB Agreements in operation plus the Government’s contribution.
SLCDD Sub-Projects a. Review the documentation relating to the grants awarded to the various NGOs, CBOs, Banks and CMCs for sub-project implementation, and inspect twenty (20) percent (by sample quota with respect to region allocation) of sub-project sites in all project implementation areas of Sierra Leone, in order to do the following:
1. Comment on and confirm the extent to which the funds granted to Implementing Agencies have been used in accordance with the conditions of the Contracts on Memorandum of Understanding entered into by NaCSA with Implementing Agencies (Community Management Committees, Service Providers etc.) for all the beneficiary components.
2. Conduct post-review and confirm the extent to which the procurement of the goods/works/services under the sub-project have been in accordance with the Procurement procedure for sub-project activities, which is approved by IDB.
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4.0 Consulting Services Outputs
The audit report should include the following:
4.1 Project Financial Statements.
There should be separate quarterly financial statements and audit reports foreachof the agreements and the Government counterpart contribution.
Each Financial Statements should include: a) A Summary of Funds received, showing separately funds from the IDB and GoSL b) A Summary of Expenditure shown under the main Project headings and by main categories of expenditure, both for the current and previous fiscal years. c) A Balance Sheet showing Accumulated Funds of the Project, bank balances and other assets and liabilities of the Project. d) As an annex to the Project Financial Statements the auditor should prepare reconciliation between the amounts shown as received by the Project from the
The Special Account transactions usually comprise:
§ Deposits and replenishment received from the IDB
§ Payments substantiated by withdrawal applications
§ Interest that may be earned from the balances, which belong to the borrower and the remaining balances at the end of the fiscal year. IDB and GoSL as part of the reconciliations, the auditors should indicate the mechanism for the disbursement i.e. Statements of Expenditures, Direct Payments, Special Commitments, etc.
4.2 Statement of Expenditures
A schedule, listing individual SOE withdrawals under the SOE procedures should be annexed to the Project Financial Statements as part of the overall reconciliation of the Bank’s disbursements described above.
In addition, a list of works/goods/services/sub-projects procured by the project, including contractors that have been awarded, the contract and contract amount should be included as a part of the statement of expenditures.
Where ineligible expenditures are identified as having been included in withdrawal applications and reimbursement received, the auditor would separately note these.
4.3 Special Accounts
The audit or must form an opinion as to the degree of compliance with the IDB procedures and the balance of the Special Account at the year-end.
Consultant’s Services Lump-Sum
The Special Account Statement and the auditor’s reports should be submitted with the Project Financial Statements.
4.4 Audit Opinion
Besides a primary opinion on the Project’s Financial Statements, the audit report on the Project Accounts should include a separate paragraph commenting on the accuracy and propriety of expenditures withdrawn under SOE procedures and the extent to which IDB can rely on SOEs as a basis for the Loan disbursement. The Bank should receive the financial statements, including the audit reports, not later than three months after the end of the accounting period to which the audit relates. The auditor should submit the reports to the borrower’s designated agent rather than to any staff member of the Project entity. The agent should then promptly forward two copies to the Bank.
4.5 Management Letter
In addition to the audit reports, the auditor will prepare “management letter”, in which he will: a) Give comments and observation on the accounting records, systems, and controls that were examined during the course of the audit; b) Identify specific deficiencies and areas of weakness in systems andcontrols and make recommendations for their improvement; c) Report on the degree of compliance with each of the financial covenants of the financing agreements, including the compliance with procurement procedures of the project (and sub-projects) as indicated in the IDB guidelines, and give comments, if any, on internal and external matters affecting such compliance; d) Communicate matters that have come to their attention during the audit which might have a significant impact on the implementation of the project; e) Bring to the borrower’s attention any other matters that the auditor considers significant and pertinent for the auditor; and f) Comment on actions taken, if any, on internal control weaknesses highlighted in previous audits.
Team Composition & Qualification Requirements for the Key Experts
Team Composition & Qualification Requirements for the Key Experts and any other requirements which will be used for evaluating the Key Experts under Data Sheet21.1of the ITC
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Key Project Personnel:
The input for key Project Personnel in person-months is provided in the table below:
No. Position/Expert Nos. Person Total Person Months Months
1 Audit Manager 1 8 8
2 Audit Supervisor 1 8 8
3 Audit Senior 1 8 8
4 Financial Management Specialist 2 0.14 0.28
1. AUDIT MANAGER
Qualification: An advance degree in accounting/finance and or equivalent professional qualifications
Total Professional Experience: At least 7 years of proven Professional experience as lead consultant in audit of donor funded projects; especially IDB will be an added advantage.
Project Related Experience:
• Proficiency in the use of standard audit software and Microsoft Programmes, with proven track record and strong technical capacity in managing the audit of rural development projects.
• Experience in preparation of project annual budgets and quarterly progress report, paying particular attention to analyzing and explaining variances.
• Experience in successful management of multi- disciplinary teams
• Proven competencies in coordination, collaboration, liaison, dialogue etc with various stakeholders involved in the audit process
• Excellent analytical report writing and communication skills.
• Knowledge in Ms Office applications (Word, Excel, PowerPoint); ability to use information technologies (Web, email) as tools and resources.
Consultant’s Services Lump-Sum
Country/Regional Experience Work experience in Freetown and rural communities in Sierra Leone.
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive): a) Coordinate the conduct of quarterly audits, annual audits, financial management systems review for both NaCSA and local institutions, Training of Trainers on basic financial management principles for rural institutions. b) Together with NaCSA, develop basic financial management modules; develop the appropriate mode of delivery of the training specifically meant for mainly illiterate audience. c) Provide technical management and supervision for the undertaking of each component of the assignment e.g quarterly audits, annual audits, financial management reviews, financial management trainings and preparation of the community financial management toolkits and the manual for the audit of CDD projects. d) Manage and coordinate the activities of his /her team throughout the implementation of the project. e) Support NaCSA in providing solutions to technical financial management and audit issues during the course of implementation. f) Undertake quality control of all aspects of the assignment by review of all subordinate staff working papers from which conclusions are drawn and reported to management and the borrower. g) Advice NaCSA on any financial management, compliance issues that will affect the smooth implementation of the project h) Advice on all professional matters that will have impact on the implementation of the project. i) Plan and prepare work schedules in consultation with NaCSA that will ensure that all components of the assignment will be delivered at the appropriate time.
2. AUDIT SUPERVISOR
Qualification: A Bachelor degree in accounting/finance and or equivalent professional qualification.
Total Professional Experience: Not less than 6 years post qualification experience in financial auditing. Experience in auditing Donor funded projects; especially IDB’s will be an added advantage.
Project Related Experience:
I. Experience in auditing multilateral donor funded project implemented in rural communities.
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II. Familiarity with the project implementation cycle and assessment of the risks associated with project implementation and preparing adequate audits test to minimize the risk of failure to identify material misstatements due to error or fraud.
III. Proven competencies in understanding donor’s financial management, disbursement and procurement rules and regulations
IV. Excellent analytical report writing and communication skills.
V. Knowledge in Ms Office applications (Word, Excel, Power Point); ability to use information technologies (Web, email) as tools and resources.
Country/Regional Experience Work experience in Freetown and Rural communities in Sierra Leone.
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive): a) Assess and report on the existing financial management system of NaCSA, local councils and other community institutions, NGOs, CBOs, implementing any components of the project b) Participate in the supervision of audit assistants/ trainees, responsible for examination of documents to ensure quality control. c) Design audit tests appropriate to achieve the audit objectives of providing opinion on cash and bank balances, liabilities, fixed assets and receipt and payments of the project. d) Provide requisite technical advice on all financial management systems operated by NaCSA audits implementing partners after conducting a comprehensive review of these systems. e) Recommend appropriate professional recommendations that will ensure the enhancement of such systems. f) Advise NaCSA through the Team Leader on the use of appropriate accounting principles and procedures. In processing the project’s financial transactions. g) Play a predominant role in the production of an audit manual for CDD projects.
3. AUDIT SENIOR
Qualification: A Bachelor degree in accounting/finance and or equivalent professional qualification.
Total Professional Experience: Not less than 5 years post qualification experience in financial auditing. Experience in auditing Donor funded projects, especially IDB’s will be an added advantage.
Project Related Experience:
Consultant’s Services Lump-Sum i. Experience in auditing multilateral donor funded project implemented in rural communities. ii. Experience in interpreting and understanding donor financial management, disbursement and procurement rules, regulations and guidelines. iii. Proven competencies in applying standard audit programmes intended to achieve the objectives of the audit of assets, liabilities, fixed assets, receivable and income and expenditures. iv. Excellent analytical report writing and communication skills. v. Knowledge in Ms Office applications (Word, Excel, Power Point); ability to use information technologies (Web, email) as tools and resources.
Country/Regional Experience Work experience in Freetown and Rural communities in Sierra Leone.
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive): i. Assist the Supervisor to assess and report on the existing financial management systems of NaCSA, local councils and other community institutions, NGOs, CBOs, implementing various component of the project. ii. Participate in the design and undertaking of audit tests appropriate for achieving the audit objectives required for expressing opinion of the project’s financial statements iii. Design and monitor the application of audit tests intended to achieve audit objectives, which are undertaken by subordinate team member. iv. Recommend appropriate internal control procedures and process as enhancements to the financial management systems reviewed through the Team Leader. v. Assist the Team Leader in the gathering of data and information for the purpose of developing a CDD audit manual.
4. FINANCIAL MANAGEMENT SPECIALIST
Qualification: A Bachelor degree in business management/ accounting/finance and or equivalent professional qualification.
Total Professional Experience : Not less than 5 years post qualification experience in providing advisory and training services on business development, financial literacy, numeracy, basic banking procedures, records and book keeping and financial framework toolkits. Experience in community mobilization and capacity building in financial management of local communities, including records/ booking keeping.
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Project Related Experience: i. Experience in providing capacity building services on business operations such as financial literacy, numeracy etc. for local and community institutions in the rural areas. ii. Experience in reviewing financial management systems with a review to recommend actions for their enhancements. iii. Proven competencies in using effective modes of conducting training and workshops for the rural communities who are predominantly illiterate. Excellent analytical report writing and communication skills. iv. Knowledge in Ms Office applications (Word, Excel, Power Point); ability to use information technologies (Web, email) as tools and resources.
Country/Regional Experience Work experience in Freetown and Rural communities in Sierra Leone.
Tasks and Responsibilities (Note that the tasks and responsibilities are not prescriptive or exhaustive): i. Assess the existing financial management systems for both NaCSA and local institutions and identify the training needs of each institution. ii. Together with NaCSA, design the most appropriate financial management training plan and take the lead in its rollout. iii. Again, in collaboration with NaCSA develop the most appropriate training modules required to bridge the gaps identified during the financial management systems assessments. iv. Provide requisite technical advice on all matters relating to the existence of an effective financial management systems in operation throughout project implementation and after closure. v. Recommend an efficient financial management toolkit and conduct training, including guidance in its use. vi. Advise NaCSA through the Team Leader on the appropriateness of the continuity to delegate funds to communities for implementation of micro projects under future CDD projects
Consultant’s Services Lump-Sum
6.1 General
The auditor will be given access to all legal documents, correspondence and other information associated with the project and deemed necessary by the auditors. The auditors should obtain confirmation of amounts disbursed and outstanding from the Bank (IDB).
It is highly desirable that the auditor becomes familiar with the various documents of the Bank:
• Guideline on Financial Reporting and Auditing of Projects Financed by the Islamic Development Bank.
• The Islamic Development Bank Disbursement Manual.
• The Islamic Development Bank Guidelines for Procurement of Goods and Works and Guidelines for the Use of Consultants (May 2009ed.)
• The Islamic Development Bank Guidelines for Utilization of Special Accounts.
7.1 Deliverables:
Quarterly and Annual Audit Reports on:
ü Audited financial statements;
ü Management letter;
ü Statements of expenditures and
ü The Special Account.
8.1. Duration of Assignment:
The Duration of the assignment is five years.
1. Reports and Documents:
The Consultant shall prepare and submit to the client the reports and documents as listed on the matrix below: the format shall be proposed by the Consultant and approved by the Client.
SI Report Frequency Due Date No. of Copies No. of No. (TBD in the CDs consultant’s workplan)
1 Engagement Letter Once 3 1
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2 Quarterly Audit Quarterly 3 1 Report
3 Annual Audit Report Annually 3 1
4 Management Letter Annually 3 1
5 Audit Manual for Once 3 1 CDD Project
6 Basic Financial Once 3 1 Management & Community financial framework toolkit Training Manual
7 Basic Financial Management & Community Financial Once 3 1 framework took kit Training Report
3) Quarterly Audit Reports:
This report should provide the auditor’s opinion on the financial statements, special accounts and the statements of expenditures used as a basis for disbursement by IDB. It must accompany each withdrawal application for request of funds from IDB. The financial statements will comprise an income and expenditure statements, a balance sheet, special account statement, schedule of SOEs and the fixed assets register. The quarterly audit reports will be submitted to the borrower and government within three months after the end of the quarter
4) Annual Audit Reports:
The Annual Audit Reports shall contain all the statements indicated in the quarterly audit reports, which is a consolidation of the four quarters’ financial statements. Likewise, the same opinions are required as in the case of the quarterly audit reports. The report is due within six months after the end of the government’s fiscal year.
Consultant’s Services Lump-Sum
3. Management Letters:
These letters should be by products of each quarterly and annual audits and should be submitted together with the audited financial statements and reports. These letters must comment on observations in the maintenance of accounting records, the operations of financial management systems, including accounting systems and internal controls examined. It must identify specific deficiencies and areas of weaknesses in systems and controls and suggest recommendations for improvement. It must also report on the degree of compliance with each of the financial covenants of the financing agreements, including compliance with procurement procedures of the project and sub-projects as indicated in the IDB guidelines and provide comments, if any, on the internal and external matters, affecting compliance. The report must mention matters that came to the auditor’s attention during the audit which might have significant impact on the implementation of the project. Attention must also be drawn to the borrower and lender on any other matters that the auditor considers significant and pertinent for him and comment on the actions taken, if any, on internal control weaknesses highlighted in previous audits.
4. Audit Manual for CDD Projects
This manual shall at a minimum describe the methodology and procedures to be followed in attaining the desired quality of services at each stage of the audit process. The manual should also outline assignment of responsibilities with regards to quality assurance, compliance with professional and national standards. The contents of the manual shall be suggested by the consultant for review by NaCSA and IDB and will be finalized taking into account the inputs of the client. Within one (1) month after submission of the draft. The basic contents of the manual must include the description of the CDD approach, an audit strategy, audit approach, audit plan and audit programmes, which details the audit tests to be undertaken during the audit of each aspect of the approach.
5) Basic Financial Management & Community Financial Framework Toolkit Training Manual:
This training manual shall also describe the gaps identified during the financial management systems assessment and the approach to bridge these gaps. It must describe the method and procedures to be followed to bridge the gap and also attaining the desired quality at each stage of the process. It will also define the roles and responsibilities of all stakeholders to ensure quality assurance. The contents of the manual shall be the responsibility of the consultant and the manual will be finalized after NaCSA and IDB; s review of the draft. The basic contents of the manual will include the results of the assessments of financial management systems, the objectives of the manual, the training methodologies and modes designed to bridge the gaps, the description of the CDD approach, the implementation strategy, the approach of utilization of the manual and the details of the various modules required to ensure the efficiency of the training and the achievement of the objectives.
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6) Basic Financial Management & Community Financial Framework Toolkit Training Report:
This training report shall describe the background and the entire process. It should also describe the gaps identified during the financial management systems assessment and the approach to bridge these gaps. It must describe the method and procedures to be followed to bridge the gap and also in attaining the desired quality at each stage of the process. It will also describe the roles and responsibilities of all stakeholders during the conduct of the training of trainers. The contents of the manual shall be the responsibility of the consultant and the manual will be finalized after NaCSA and IDB’s review of the draft. The basic contents of the manual will include but not limited to, the results of the assessments of financial management systems, the objectives of the training, the training methodologies and modes designed to bridge the gaps, the description of the CDD approach and how the training has addressed the issues observed during the financial management assessments, its implementation strategy, the approach adopted, the summary of the contents of the various modules conducted and how the their contents will bridge the gaps observed and ensure the efficiency of a sustainable financial management systems within local councils and community institution financial management systems for the current and future CDD projects worldwide.
3. Consultancy for SAG Formulation BACKGROUND
The Government of Sierra Leone (GOSL) and Islamic Development Bank have approved a project titled “GIETRENK: Sierra Leone Community Driven Development Project – Phase II for the total cost of US$51.93 million. The project is financed jointly by IDB through an Istisna’afinancingofUS$31.68 million and a loan of 15 million for the total share of US$46.68 million and GoSL for an amount of US$5.25 million. The project is being executed by the National Commission for Social Action–(NaCSA), who intends to apply part of the proceeds of the project funds to cover eligible payments for the provision of consultancy services to strengthen and build strong community institutions, and livelihood groups across the country.
The aim of the project is to reduce poverty and attain sustainable improvement in well- being of the population in Sierra Leone. The development objective of the project is to build the livelihoods of rural poor by providing them access to socio-economic opportunities and capacity building. The project will achieve this objective by providing communities access to demand driven social and productive assets and services, building community institutions and livelihood groups thus enhancing their social capital, giving them access to a package of business development services including microfinance, and building local level institutions and governance structures. This will be done within the overall framework of developing ‘rural growth poles (RGPs)’structured around ‘Multi- utility Renewable Energy Platform’. The project will take a participatory approach as engrained in the CDD concept. It may be noted that apart from providing access to socioeconomic services and infrastructure, one of the key objectives is to build strong community organizations
Consultant’s Services Lump-Sum
The Project will be implemented in twelve districts with concentration on four districts in which Rural Growth Poles will be promoted in six chiefdom clusters: Lower Bambara (Kenema district), Dibia and BKM (one cluster comprising of 2 chiefdoms in Port Loko district), Kholifa Mabang and Kunike Sanda (Tonkolili district), and Bagruwa and Ribbi (Moyamba district). All the selected chiefdoms rely heavily on agricultural production as the main livelihood activity.
The project design revolves around establishment of six Rural Growth Poles (RGPs) in the selected chiefdoms. The fundamental concept of the growth poles is that they exploit agglomeration economies and spillover effects to spread resulting prosperity from the core of the pole (the hub or chiefdom headquarter town) to the periphery (Satellites or section headquarter towns). The basis of the model relies on the assumption that growth is spatially concentrated, either around a geographic feature or economic hub. The growth pole model can be used to nurture direct and indirect linkages between the economic hub and the periphery, resulting in increased market size, which leads to employment generation, increase in outputs, and development of new businesses.
The project is comprised of five key components namely:
1. Infrastructure Development in Rural Growth Poles (RGPs).
2. Support for Livelihood and Micro and Small Enterprise (MSME) Development
3. Institutional Capacity Building and Community Development Planning
4. Monitoring, Knowledge Management, and Advocacy:
5. Support for Project Implementation and Management
Component A: Infrastructure Development in Rural Growth Poles (RGPs). This component entails the development of socio-economic infrastructure and provision of related equipment, the infrastructure facilities that will be provided falls under the following broad categories: (i) Livelihood and Economic infrastructure (70%); (ii) Social infrastructure (25%) and (iii) Marginalized Communities projects (5%). The Multi-utility Renewable energy Platforms/ grids (MRPs), shall be a necessary infrastructure facility to be provided in each chiefdom.
The key investments that will be made will tentatively fall into the following key categories of the limited menu: energy facility water supply network, central market and industrial hub, basic social infrastructure, irrigation and water conservation facilities, greenhouses, fish ponds and agricultural value-chain activities.
Component B: Support for Livelihood and Micro and Small Enterprises (MSME) Development
The support for livelihood development will be provided to complement the optimal utilization by participating communities of the rural infrastructure and physical assets provided in each rural growth pole. Communities will therefore be provided with access to business development services, microfinance, and capacity building to fully utilize the Infrastructure and physical assets to be created in component A. This component will comprise of two main sub-components:
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a) Provision of Islamic Microfinance Facility: The microfinance facility will be operated on a Shariah compatible basis, with a view to create affordable rural financing in each growth pole to allow investment and scale-up of rural businesses, and to promote community managed rural financial services. The microfinance facility will be delivered through an Apex Bank, which regulates a wide network of Financial Services Associations and Community Banks, across the country.
b) Development of Community Organizations for Livelihood Development: Two forms of livelihood focused community organizations which were successfully piloted during the first phase of the SLCDD I including (i) Self-help Affinity Groups (SAGs) and Micro enterprise Groups (MEGs) in addition to producer, farmer and user organizations) will be employed to promote common economic activities built around the physical assets provided, but will also make them self- reliant and resilient to risks that can affect their livelihoods. SAGs, are a small group of 15–20 members, constituted voluntarily on the basis of affinity, and who use savings, lending and social inclusion as instrument of empowerment and poverty reduction, these groups have proven to be a successful model for poverty reduction. Hence, the 118 SAGs and 32 MEGs supported under the first phase will be strengthened and 400 new SAGs and 320 new MEGs will be constituted.
Component C: Institutional Capacity Building and Community Development Planning: This component will focus on strengthening three key local stakeholders: (i) local governance institutes including NaCSA; (ii) village facilitator teams, and (iii) section development committees. The modalities of support will include routine training, exposure visits, building information management systems, updating the training module, support through multi-disciplinary facilitator teams and creating linkages with other similar projects. The entire consultative process for finalizing the infrastructure list developed during the PRA exercise, including development of the beneficiary register will be part of this component.
Component D: Monitoring, Knowledge Management, and Advocacy: This component will encompass the following: (a) generating lessons and knowledge from the implementation of the Gietrenk project. (b) Undertaking advocacy and awareness raising on project activities, and (c) Dissemination and promotion of project results, through a robust M&E, knowledge management system, and comprehensive information, education and communication strategy (IEC). At the end of the project, three reports will be produced (i) An evaluation of the performance of SAGs; (ii) Impact evaluation of the project, and (iii) management and maintenance of community based structures. Some of the key activities will include conducting workshops, campaigns, documentation, and policy dialogues on bottom up planning.
Component E: Support for Project Implementation and Management. NaCSA will take responsibility for the management of the project and also provide the relevant project management support. The implementation of the project will be executed in close collaboration with line Ministries and Local Governments. This component will have four sub components including (i) Start-up, Mid-term, and Completion workshops/ Familiarization Visits; (ii) Grievance Redress Mechanism, (iii) Project Management Unit, and (iv) Financial Management and Auditing.
Consultant’s Services Lump-Sum
The project appraisal document is hereby attached for further reference.
1. One of the objectives of the Support for Livelihood and Micro and Small Enterprises (MSME) Development component is to enhance the promotion of 400 new SAGs and strengthening of 118 SAGs in 12 districts and Rural Growth Poles (RGP) in 4districts. Self-help Affinity Groups are unique form of community institutions comprising of around 15-20 homogenous members, who come together voluntarily on the basis of affinity among the group members. The group members use savings, credit and social involvement as an instrument of empowerment. SAG members are trained and empowered to set-up and manage their own internal savings and lending schemes. The members are also trained in building self-capital, leadership, collective responsibility, banking habit and basic financial management. The members undertake credit plus activities, which include sensitization awareness raising campaigns on social issues affecting their communities and community development.
2. Most importantly, the self-help and self-reliance culture that is promoted in SAGs allows them to improve their economic conditions over-time and to address constraints and opportunities that affect the group members collectively or individually. SAGs thus become self-agents of change which can engage with other institutions to bring about the required change in their private and societal lives. A common registry of SAGs also allows efficient introduction of livelihood support program packages, by identifying the needs of various group members and providing support services which cater to the need of majority of the SAG groups.
3. MYRADA has been approached to partner with NaCSA in the implementation of the second component (Support for Livelihood and Micro and Small Enterprises (MSME) Development) of the project.
4. MYRADA, an international NGO based in South India, was hired by NaCSA in 2011 for Phase 1 activities to support them in establishing a “People-Centered” approach whereby communities themselves shape their own development with the facilitation of Local and National Governments. Myrada developed a work plan and sent out consultant teams for capacity building through specifically designed modules for training of trainers to form and nurture self-help groups of women. Myrada trained 40 trainers from NaCSA and Local Councils in Sierra Leone, who then went on to form 118 SAGs in 12 districts. In addition, NaCSA sent out their teams to India for direct field based exposure visits to learn from Myrada’s experience ininstitution building. The initial assessment of these groups suggest that 80% of the mare performing well and have opened bank accounts to manage their internal saving and lending program.
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A. OBJECTIVES
The objective of this assignment is to provide technical consultancy for promotion, capacity building and development of sustainable rural community institutions modelled around the MAYRADA Self Help Affinity Group structure. Specific emphasis will be paid on the development sustainability of the groups by: (i) reorienting and training of various stakeholders on the purpose and role of community groups; (ii) appropriate monitoring of the groups; (iii) providing them with sufficient assets, networking, and business development start-up technology and services to enable them to function economically and socially once the project expires.
SCOPE OF ASSIGNMENT: The scope of the consultancy will comprise of the following major tasks: a) Undertake comprehensive assessment of the 118 SAGs formulated under Phase-1 to report on their performance as well as impact assessment considering the original objectives of constituting these groups. b) Strengthening all existing SAGs based on the assessment undertaken c) Expanding the number of SAGs by forming and graduating 400 new SAGs and ensuring capacity building for the NaCSA team to train the groups. d) Graduate the SAGs to form federations and CMRCs including focus on strengthening the livelihoods of the group members and integrating them into other project activities. e) Spread awareness and build capacity of various stakeholders on the nature and role of the SAG groups to enhance local ownership and understanding.
The scope of the assignment is further elaborated below:
Support for Existing 118 SAGs: The formation of SAGs in the previous phase was initiated very late during the project implementation. The groups formed went through the formation stage and received training on eight modules of SAGs developed by MYRADA. These groups still need to be strengthened and graduated so they can become self- sustaining agents of change and empowered to improve their socio-economic conditions. These 118 groups are spread throughout Sierra Leone, in both the growth pole and non- growth pole districts.
The existing groups will receive the following package of support: (i) Completion of modular training to be undertaken by MYRADA and graduation of the groups; (ii) Provision of market information and small livelihood support package tools for members of SAGs, including smart phones for the members in order for them to access useful market information to enhance the transaction of their businesses; (iii) Provide business support services and establish linkages with the private sector service providers.; (iv)Provide relevant livelihood training; (v) Facilitate exposure visits to other SAGs in- country and internationally; (vi) Facilitate basic literacy, numeracy and communication skills for members of SAGs as “credit-plus-activities” ; (vii) Constitute Federations and CRMCs of these groups; (viii) Undertake impact assessment of the existing groups to guide development of the new groups.
Consultant’s Services Lump-Sum
The modular training will be conducted by MYRADA who shall be engaged with the groups till their graduation and assist in the development of the SAG federations and CMRCs. The livelihood and literacy training shall be conducted by the livelihood development consultant as mentioned above. The impact assessment will be conducted by the M&E firm hired for the project. The details of the responsibilities of MYRADA Responsibilities are provided below.
Establishment and Nurturing of 400 New SAGs: SAGs will also prove to be an effective institution for promoting livelihood development activities in the selected growth poles as well as community democratic institutions which will play an effective role in promotion of bottom up planning and development of community action plans. Considering this, 400 new SAGs will be formed and nurtured during the course of the project. Around 250 of these SAGs shall be established in the selected growth poles, while the remaining150 shall be established in the districts served under Phase-1.
While during Phase-1 only women SAGs were formed, Phase-2 will seek to establish SAGs comprising of men and women as well as amputees and youth considering the high demand and effectiveness of these groups. For the men groups, the process will be piloted to first test their success in the Sierra Leone context. The new SAGs will be closely linked with the social and livelihood infrastructure being established under the project in order to integrate community empowerment activities with infrastructure development activities.
It will be ensured that the new SAGs are formed in close proximity to the previous SAGs to allow organization into federations. Specifically, in the selected growth poles, around10 SAG Federations, comprising of around 35 SAG members each will be established. These Federations will be integrated into Community Managed Resource Centres (CMRCs) at the chiefdom level comprising of around 75 members. In addition to the federations developed in the growth poles, additional Federations or CMRCs shall also be established in the other districts where the SAGs have been formed. The priority shall be given to the areas which are close to the rural growth poles to allow economies of scale and strengthening of CMRCs. It may be noted that each CMRC shall receive an operational CMRC facility located in the chiefdom headquarter (the hub) which shall be operated by the elected representatives of the member SAGs along with the assistance of an expert from NaCSA who shall be initially paid from the project for two years, with phasing out of project share over this period as the responsibility is taken over by the CMRC itself.
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The establishment of new SAGs shall entail the following key activities: (i) Conduct awareness raising campaigns at chiefdom and district levels for stakeholders and potential group members on the SAG prior to the establishment of the new SAGs; (ii) Conduct PRA exercise to identify the target beneficiaries (From this activity, wealth ranking, poverty mapping, community mapping and Village development Plans will be developed as a tool to determine and identify the targeted beneficiaries and their livelihood activities.); (iii) Undertake the formation of new SAGs with support of MYRADA experts along with NaCSA specialists; (iv) Facilitate the conduct of Modular trainings for the newly formed groups on the SAG concept for each batch spanning the first to the fourth year; (v) Provide preparatory grants to cover basic cost of Documentation–SAG Records, book writers’ stipend etc. to support the formation stage for each of the formed group; (vi) Facilitate basic literacy, numeracy and communication skills for members of SAGs as“credit-plus- activities”; (vii) Provide trainings that will increase knowledge and skills in Livelihood activities–eg Agriculture/using viable agronomic practices and technology, and the value addition/value chain;(viii) Provide matching seed money to the successful SAGs for undertaking internal lending activities and to weak SAGs comprising of ultra-poor to kick- start internal saving/lending operations; (ix) Provide linkage to Markets and business development services; (x) Provide market information tools such as smartphones for members of those SAGs that are engaged in viable businesses to enable them a success- useful marketing information, or enhance the transaction of their businesses; (xi) Where required, facilitate linkage between SAGs and private sector service providers to aid the operation of the businesses of SAGs; (xii) Provide technical support including customized extension services; (xiii) Linking the SAGs with FSAs, community banks and other financial services institutes to increase their resource base and to strengthen internal lending practices; (xiv) Facilitate the formation of apex bodies such as Federations and Community Management Resource Centres (CMRCs) to serve as structures that will ensure sustainability after the withdrawal of the promoting agency.
The new SAGs shall also be constituted by MYRADA experts in collaboration with NaCSA field staff. A specialized training program will also be developed in cooperation with MYRADA, focusing on community organizational development aspects (SAGs development). MYRADA will conduct a masters training as well as regional VCC training
Workshops on this aspect, which shall eventually constitute an important element of the new curricula. The livelihood development training, business development services and literacy skills training will be undertaken by the livelihood development consultant.
Where required, service contracts will be signed with the specialist government institutes to provide agricultural extension services or other relevant training. The matching grant shall be channeled through the FSAs or community banks operating in the region. In certain cases, direct transfer to FSA accounts may also be made by NaCSA from the special account of the project.
For the new SAGs there will be a need to hire a local resident book writer for maintenance of records while the beneficiaries are trained on basic literacy and numeracy skills. The resident book writer shall be paid proportionately by the SAGs and the project for the first two years until the internal skills have been established, after which the task will be undertaken by a trained SAG representative selected by the SAG members.
Consultant’s Services Lump-Sum
Expected Outcomes: Several quantifiable and qualitative benefits of SAGs are expected including.
• It is expected that by the end of the project period, the average income of each SAG member will increase from US$0.5 per day to US$2 per day. This amounts to an increase of US$540 per member. For the total number of SAGs served, the net increase in income of the members alone per year is expected at around US$5.59 million.
• Community social capital will increase: This implies more respect for SAG members, weekly meetings with active participation by SAGs members; initiatives undertaken on social issues; opening of bank accounts and utilization of credit facilities; increased social solidarity, and increase in size of the SAG savings.
• Modular training curricula on SAG organizational development prepared and training of around 20 master trainers conducted.
B. RESPONSIBILITIES OF MYRADA a) Support the existing 118 SAGs formed during the first phase of the SLCDD Project to transition from the formation to the strengthening or stabilization and eventual graduation or withdrawal phase.
b) Lead the awareness campaigns and PRA exercise to identify members of 400 SAGs c) Assist with the formation and nurturing of 400 new SAGs in the first two years of the assignment and constitute an approach to fast track their graduation process based on the natural progression of various groups. d) Support the formation of Federations of SAGs and Community Managed Resource Centres (CMRCs) in both the Target Rural Growth Poles (RGPs) and in other districts across the country to ensure the sustainability of the groups. e) Deepen the livelihood support initiated during the first phase and help link the groups with other project components to enable them to derive benefit from the various assets, networks and business development services and opportunities provided. f) Support the groups in the process for identifying and developing micro-projects to benefit from the block financing facility. g) Designing Credit Plus activities for SAGs and its federations. h) Support the MIS consultant/ M&E consultant to design, develop and integrate the SAG reporting templates, capturing information on financial and non-financial matters, SAG activities and maturation indicators, and outputs and outcome indicators into the NaCSA MIS. i) Train NaCSA field staff in uploading and reporting on SAGs activities using the MIS software
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205 j) Train the NaCSA field staff on the SAG group formation, organizational management and monitoring process including through medium to long term attachments to MAYRADA projects in India as well as hands-on on the job training in Sierra Leone and class room training. k) Develop a comprehensive manual on the development and management of SAGs based on MAYRADA experience and Sierra Leone’s context. The manual shall be used by NaCSA for future implementation of the SAG program. l) Ensure that the targeting criteria of the project are adhered to including inclusion of youth, handicapped and women. m) Review the schematic designs for CMRCs and prepare their operational guidelines, including training of the staff for CMRC management, including NaCSA staff provided for operational support. n) Undertake awareness raising activities, support policy dialogues, and train the various stakeholders including NaCSA staff and management, section, ward and chiefdom development committees, and local government institutes and involved Sector ministries on the SAGs concept, their objective and management and their effective role in local development planning and poverty eradication policies. o) Link the GIETRENK SAG groups with other similar groups constituted under other ongoing or completed projects to create networks and synergies. p) Identify and link/ network the SAGs with various service provider partners, both governmental and NGOs as well as other civil and non-civil institutes and other partners (project, institution etc) q) Assist and organize arrangement of short to medium term study and exposure tours for local stakeholders to India or preferably other new locations to help them understand the working of SAGs, Federations and CRMCs. In this regard, MAYRADA will set- up suitable training program or exposure visits for the relevant stakeholders based on their role in dealing with the SAGs (policy vs technical vs networking etc) r) Link the SAGs with the project Grievance Redress Mechanism. s) Conduct review of the performance of SHGs, Federations and their members, and CMRCs and propose and implement corrective actions. Train the NaCSA staff and other stakeholder on the same through on the job training. t) Build the institutional models and operational/strategic manuals for federations and CMRCs and assist in recruitment/ selection of the management/staff. u) Assist and supervise the consultant for setting up an MIS for the Federations/CMRCs and provide technical supporting operationalizing these institutes to effectively serve their members.
Consultant’s Services Lump-Sum v) Conduct a specialized training program focusing on community organization all development aspects (SAGs development). MYRADA will conduct a masters training as well as regional VCC training workshops on this aspect, which shall eventually constitute an important element of the new curricula. w) Set-up the monitoring and evaluation mechanism to assess the performance of the SAGs. Federations and CMRCs and train NaCSA staff and other stakeholders on managing the M&E. x) For the execution of the above responsibilities, MYRADA will need to provide 2-3 experts to be in Sierra Leone every 2 months for 1-2 weeks to assess SAGs and do the necessary linkages. As a matter of fact, fact we may need 2 staff to be in Sierra Leone for 2-3 months in a year. 1 month in first quarter, 15 days in second, 30 days in third and 15 days in fourth.
C. DESCRIPTION OF SERVICES
The responsibilities highlighted above are to be delivered by MYRADA in segments similar to the ones outlined below. The description is however not exhaustive as this area is expected to be further enhanced in the proposal that will be submitted by MYRADA.
1. Segment1: Assessment of the Performance of 118 SAGs formed during the first phase of SLCDD a. Based on the lessons learnt, devise support packages that will enhance the graduation of across the various stages: Formation to Strengthening / stabilization to withdrawal stages. b. Monitor the natural progression of the various SAGs across the different stages (Formation to Strengthening / stabilization to withdrawal stages). c. Conduct awareness raising campaigns, PRA and facilitate their identification, formation and nurturing of 400 new SAGs in both RGP and Non RGP districts. d. Ensure that the targeting criteria of the project are adhered to including inclusion of youth, handicapped and women.
2. Segment 2: Support the formation of Apex bodies (Federations and Community Managed Resource Centres) a. Conduct review of the performance of SAGs, Federations and their members, and CMRCs and propose and implement corrective actions. Train theNaCSAstaff and other stakeholder on the same through on the job training. b. Build the institutional models and operational/strategic manuals for federations and CMRCs and assist in recruitment/ selection of the management/staff. c. Review the schematic designs for CMRCs and prepare their operational guidelines, including training of the staff for CMRC management, including NaCSA staff provided for operational support.
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3. Segment 3: Facilitate Exposure visits and trainings for NaCSA staff and other stakeholders a. Train the NaCSA field staff on the SAG formation, organizational management and monitoring process including through medium to long term attachments to MAYRADA projects in India as well as hands-on on thejob training in Sierra Leone and class room training. b. Develop a comprehensive manual on the development and management of SAGs based on MAYRADA experience and Sierra Leone’s context. The manual shall be used by NaCSA for future implementation of the SAG program. c. Undertake awareness raising activities, support policy dialogues, and deliver modular trainings for various stakeholders including NaCSA staff and management, section, ward and chiefdom development committees, and local government institutes and involved sector ministries on the SAGs concept, their objective and management and their effective role in local development planning and poverty eradication policies. d. Assist and organize arrangement of short to medium term study and exposure tours for local stakeholders to India or preferably other new locations to help them understand the working of SAGs, Federations and CRMCs. In this regard, MAYRADA will set-up suitable training program and exposure visits for the relevant stakeholders including NaCSA staff, VDCs, Community Members and Local Councils, based on their role in dealing with the SAGs (policy vs. technical vs. networking etc). The exposure visits may be divided into two to three phases including:
i. NaCSA Staff, Local Councils and Sector Technical Staff – Will focus on technical aspect related to the formation, functioning and management of SAGs, Federations and CMRCs and also interact with local government in India with a view to learn from their role in promoting and support to SAGs and also engage other community members in India.
ii. Senior Master Trainers–The selected master trainers will visit India to understand the MYRADA business model for NaCSA
iii. SAG Members, and Federation Board Members – will focus on interactions, knowledge exchange between the visiting team (SAG members from Sierra Leone and Federation Board members) and the SAGs in India on the operations of SAGs and Apex bodies.
Conduct a specialized training program focusing on community organizational development aspects (SAGs development). MYRADA will conduct a masters training as well as regional VCC training workshops on this aspect, which shall eventually constitute an important element of the new curricula.
Consultant’s Services Lump-Sum
4. Segment 4: Monitoring and Evaluation and MIS on SAGs a. Support the MIS consultant/ M&E consultant to design, developand integrate the SAG reporting templates, capturing information on financial and non inancial matters, SAG activities and maturation indicators, and outputs and outcome indicators into the NaCSA MIS. b. Train NaCSA field staff in uploading and reporting on SAGs activities using the MIS software c. Assist and supervise the consultant for setting up an MIS for the Federations/CMRCs and provide technical support in operationalizing these institutes to effectively serve their members. d. Set-up the monitoring and evaluation mechanism to assess the performance of the SAGs. Federations and CMRCs and train NaCSA staff and other stakeholders on managing the M&E.
5. Segment 5: Livelihood Support for SAGs a) Deepen the livelihood support initiated during the first phase and help link the groups with other project components to enable them to derive benefit from the various assets, networks and business development services and opportunities provided. b) Support the groups in the process for identifying and developing micro-projects to benefit from the block financing facility. c) Designing Credit Plus activities for SAGs and its federations
6. Segment 6: Linkage of SAGs with other networks a. Link the GIETRENK SAG groups with other similar groups constituted under other ongoing or completed projects to create networks and synergies. b. Identify and link/network the SAGs with various service provider partners, both governmental and NGOs as well as other civil and non-civil institutes and other partners (project, institution etc) c. Link the SAGs with the project Grievance Redress Mechanism.
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SOME KEY PRINCIPLES:
The following principles will be adhered to in conducting the assignment:
1) The consultant will devise an approach to enable graduation of as many groups as possible during the project period. SAGs will be organized into federations and community management resource centers (CMRCs) to ensure their sustainability and scale up before the project expires.
2) It will be ensured that the new SAGs are formed in close proximity to the previous SAGs to allow organization into federations. Specifically, in the selected growth poles, around 10 SAG Federations, comprising of around 35 SAG member each will be established. These Federations will be integrated into Community Managed Resource Centres (CMRCs) at the chiefdom level comprising of around 75 members. In addition to the federations developed in the growth poles, additional Federations or CMRCs shall also be established in the other districts where the SAGs have been formed. The priority shall be given to the areas which are close to the rural growth poles to allow economies of scale and strengthening of CMRCs.
3) It may be noted that each CMRC shall receive an operational CMRC facility located in the chiefdom headquarter (the hub) which shall be operated by the elected representatives of the member SAGs along with the assistance of an expert from NaCSA who shall be initially paid from the project for two years, with phasing out of project share over this period as the responsibility is taken over by the CMRC itself. The consultant will ensure that CMRC designs are appropriate
4) Consultant should focus on the following specific nature of SAGs as a key targeting aspect: SAGs comprising of potentially labor endowed disabled, women, and social solidarity youth groups. These groups will undertake several credit plus activities promoting peace, rule for law, ethics, and solidarity among the population. These SAGs would also undertake awareness campaign and small community awareness activities regarding education, health issues, and women empowerment issues. These activities will be the key reflection of the social capital generated from the result of these groups.
5) The formation should be within a confine locality to allow formation of Federations and CMRCs.
6) About 80% of the groups are performing well, the others are not. In this respect, the following lessons and other lessons derived from SAG assessment exercise should be taken into account: (i) Issues relate to commitment of book writers; (ii) too far from the banking institutes to increase the fund (holding inside group); (iii) change in leadership of the group representative; (iv) inability of the ultra-poor to not deliver on commitment of the savings; (v) seasonality of the livelihoods, which are common among most members; (vi) attitude issue.
7) Training venues and mechanisms chosen for the groups should be convenient in terms of location and season.
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8) The focus of new groups will be confined to selected chiefdoms largely and they will be formed into Federations and CMRCs. Specific support has been put in for providing book-writers to the groups by the project, channeling funds through various banking institutes available in close proximity, linking them with livelihood activities to improve their incomes, and re-training to foster the affinity among the group members. In order to improve the sustainability of these groups, they will be specifically trained in establishing links with other service providers and government institutes.
9) The community organizations should have homogeneous members with affinity based on social or economic grounds. Significant class difference as well as political power of some members will lead to break down of the groups. Transparency and participatory process in operations of groups is also essential. The groups should make their own decisions and Government or outside influence in decision making should be minimized; independent decision making is the key to empowerment of group members. The CBOs leadership should be rotated among willing members to avoid concentration of power and the groups should not engage in local party politics. The formation of federations requires extensive work and maturation of individual groups which are adequately capacitated to understand and deliver the required functions. Consistent support is also need to be provided to strengthen the federations and annual appraisal of member SHGs as well as individual federations should be conducted; only the well performing SHGs should be retained in the membership and only the well performing ones should be retained in the membership. The weak SHGs and federations should be provided institutional capacity building training to bring them up to the mark and necessary changes in Board should be made to ensure efficient functioning.
10) The Federations and CMRCs should be supported by a technical expert in the early years. A management information system should beset-up and work program devised to ensure that CMRC services are in line with the demand of its members. CMRC Board should be provided appropriate training and facilitation till its fully capacitated to run its operations on self-sustainable basis. Further, these centers should be linked with expert external institutes which can serve to deliver services on demand and provide backstopping support as needed in delivering CMRC mandate. Specifically, linkages with training providers and livelihood specialists, business development specialists and input/ output providers is the key. An important aspect of sustainable CMRCs is to have a permanent secretariat and Board with office facilities to adequately address the needs of its members. They should also have large membership and must engage in broad variety of services to pay for its sustenance. Lastly, the working of CMRCs should be transparent and a system for monitoring, mentoring and accountability should be instituted. There should be a clear system of regular monitoring on the basis of mutually acceptable parameters developed in consultation with member CBOs and a system of reporting.
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D. DELIVERABLES
The following specific deliverables will occur:
1. 118 SAGs supported with the relevant technical assistance and transitioned from formation to strengthening and withdrawal stages.
2. 400 New SAGs identified formed after the conduct of awareness raising campaigns and PRA exercises as part of the group formation process in the first two years of the assignment.
3. Graduation of SAGs enhanced through an approach that is based on natural progression of various groups.
4. Federations and Community Managed Resource Centers (CMRCs) established in RGPs and Non-RGP districts.
5. Livelihood support provided during first phase of SLCDD strengthened and SAGs linked with other project components and benefits derived from various aspects
6. Groups supported to benefit from block financing facility through identified micro- projects.
7. Credit –plus activities designed for SAGs and Federations
8. MIS consultant supported to integrate information on SAGs’ financial and non- financial matters, maturation indicators, outputs and outcome indicators into the NaCSA MIS.
9. NaCSA field staff trained in uploading SAG activities using MIS software.
10. NaCSA field staff trained in SAG group formation, organizational management and monitoring through, exposure visits, medium to long term attachments to MYRADA projects in India, as well as hands-on job training, modular /classroom trainings in Sierra Leone.
11. Comprehensive manual on development and management of SAGs based on MYRADA’s experience and the Sierra Leone context, developed and used by NaCSA for future implementation of SAG programme.
12. Targeting criteria of the project adhered to, and the inclusion of youth, handicapped and women ensured.
13. Schematic design for CMRCs reviewed and operational guidelines prepared for training of NaCSA staff for CMRC management.
14. Stakeholders including NaCSA staff and management, section, ward and chiefdom development committees, local government institutes and sector ministries exposed to SAG concept, their management and role in local development planning and poverty eradication policies.
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15. Linkage established between the Gietrenk SAGs and other similar groups constituted under other ongoing or completed projects to create networks and synergies.
16. SAGs linked/networked with various service provider partners, both governmental and NGOs, civil and non-civil institutes and other partners
17. Medium term study and exposure tours organized for local stakeholders to India or preferably other new locations to help them understand the working of SAGs, Federations and CMRCs. – A suitable training programe or exposure visits for the relevant stakeholders (Policy vs. technical vs. networking) developed.
18. SAGs linked with project Grievance Redress Mechanism (GRM).
19. Performance of SAGs, Federations and CMRCs reviewed and corrective actions proposed and implemented. NaCSA staff and other stakeholders trained on the same through job training.
20. Institutional models and operational/strategic manuals for federations/CMRCs developed and support provided in recruitment / selection of management staff.
21. Consultant assisted to establish an MIS for the Federations / CMRC and technical support provided in operationalizing the institutes to effectively serve their members.
22. Specialized training programme focusing on community organizational development aspects (SAGs development) conducted. Training of Master trainers as well as VCC trainings workshops which shall constitute an important element of the new curricula conducted.
23. A monitoring and evaluation mechanism that assesses the performance of SAGs, Federations and CMRC is established and NaCSA staff trained in managing the M & E system.
24. Exposure visits organized for NaCSA staff and the operational methods of MYRADA understood by the NaCSA team to be able to develop similar operational
Method in NaCSA. Some of the NaCSA staff may be assigned to prepare some operational documents along the same line.
E. PERIOD (DURATION) OF ASSIGNMENT
The assignment of the Modular Capacity Building shall be for five (5) years, starting from the issuance of the letter of appointment. The Contract is therefore expected to be fixed lump sum and other part time-based, in line with what outputs relate to clear report or other deliverables and how much relate to monitoring of groups. We should make it a time based contract.
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F. EXPERTS
MYRADA is expected to provide experienced trainers as consultants with minimum five year experience of working with MYRADA/ MYRADA Promoted Institutions, especially with regards to formation of SAGs, Apex bodies such as Federations and Community Managed Resource Centres (CMRCs) and designing their operational guidelines, Conducting assessment of SAGs and guiding their graduation through various phases, Monitoring and Evaluation and use of Management Information Systems (MIS) for 1q capturing data on SAGs and apex bodies, Development and promotion of Livelihoods, and establishing networks between SAGs, Federations, CMRCs, other NGOs, Government and Private Organisations.
Experts who have the experience of providing similar services to international agencies and who are culturally sensitive to working with people of different nationalities will be required to provide the requisite services. The consultants should be proficient in English language.
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PART II
Section 8. Conditions of Contract and Contract Forms
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CONTRACT FOR CONSULTANT’S SERVICES
Lump-Sum
Project Name : Sierra Leone Community Driven Development Phase II Project
Financing No. SL-0084-85
Contract No. NaCSA/GIETRENK/SER-1/01/16
between
National Commission for Social Action (NaCSA)
and
[Name of the Consultant]
Dated:
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Contents
Preface ...... Error! Bookmark not defined. I. Form of Contract ...... Error! Bookmark not defined. II. General Conditions of Contract ...... Error! Bookmark not defined. A. General Provisions ...... Error! Bookmark not defined. 1. Definitions...... 109 2. Relationship between the Parties ...... Error! Bookmark not defined. 3. Law Governing Contract ...... Error! Bookmark not defined. 4. Language ...... Error! Bookmark not defined. 5. Headings ...... Error! Bookmark not defined. 6. Communications ...... Error! Bookmark not defined. 7. Location ...... Error! Bookmark not defined. 8. Authority of Member in Charge ...... Error! Bookmark not defined. 9. Authorized Representatives ...... Error! Bookmark not defined. 10. Corrupt and Fraudulent Practices ...... Error! Bookmark not defined. B. Commencement, Completion, Modification and Termination of Contract . Error! Bookmark not defined. 11. Effectiveness of Contract ...... Error! Bookmark not defined. 12. Termination of Contract for Failure to Become Effective .... Error! Bookmark not defined. 13. Commencement of Services ...... Error! Bookmark not defined. 14. Expiration of Contract ...... Error! Bookmark not defined. 15. Entire Agreement ...... Error! Bookmark not defined. 16. Modifications or Variations ...... Error! Bookmark not defined. 17. Force Majeure ...... Error! Bookmark not defined. 18. Suspension ...... Error! Bookmark not defined. 19. Termination ...... Error! Bookmark not defined. C. Obligations of the Consultant ...... Error! Bookmark not defined. 20. General ...... Error! Bookmark not defined. 21. Conflict of Interests ...... Error! Bookmark not defined. 22. Confidentiality ...... Error! Bookmark not defined. 23. Liability of the Consultant ...... Error! Bookmark not defined. 24. Insurance to be Taken out by the Consultant ... Error! Bookmark not defined. 25. Accounting, Inspection and Auditing ...... Error! Bookmark not defined. 26. Reporting Obligations ...... Error! Bookmark not defined. 27. Proprietary Rights of the Client in Reports and Records Error! Bookmark not defined. 28. Equipment, Vehicles and Materials ...... Error! Bookmark not defined. D. Consultant’s Experts and Sub-Consultants ...... Error! Bookmark not defined. 29. Description of Key Experts ...... Error! Bookmark not defined. 30. Replacement of Key Experts ...... Error! Bookmark not defined.
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31. Removal of Experts or Sub-consultants ...... Error! Bookmark not defined. E. Obligations of the Client ...... Error! Bookmark not defined. 32. Assistance and Exemptions ...... Error! Bookmark not defined. 33. Access to Project Site ...... Error! Bookmark not defined. 34. Change in the Applicable Law Related to Taxes and Duties Error! Bookmark not defined. 35. Services, Facilities and Property of the Client . Error! Bookmark not defined. 36. Counterpart Personnel ...... Error! Bookmark not defined. 37. Payment Obligation ...... Error! Bookmark not defined. F. Payments to the Consultant ...... Error! Bookmark not defined. 38. Contract Price ...... Error! Bookmark not defined. 39. Taxes and Duties ...... Error! Bookmark not defined. 40. Currency of Payment ...... Error! Bookmark not defined. 41. Mode of Billing and Payment ...... Error! Bookmark not defined. 42. Interest on Delayed Payments ...... Error! Bookmark not defined. G. Fairness and Good Faith ...... Error! Bookmark not defined. 43. Good Faith ...... Error! Bookmark not defined. H. Settlement of Disputes ...... Error! Bookmark not defined. 44. Amicable Settlement ...... Error! Bookmark not defined. 45. Dispute Resolution ...... Error! Bookmark not defined. I. Eligibility ...... Error! Bookmark not defined. 46. Eligibility ...... Error! Bookmark not defined. Attachment 1: Bank’s Policy – Corrupt and Fraudulent PracticesError! Bookmark not defined. III. Special Conditions of Contract ...... Error! Bookmark not defined. IV. Appendices ...... Error! Bookmark not defined. Appendix A – Terms of Reference ...... Error! Bookmark not defined. Appendix B - Key Experts ...... Error! Bookmark not defined. Appendix C – Breakdown of Contract Price ..... Error! Bookmark not defined. Appendix D - Form of Advance Payments Guarantee ... Error! Bookmark not defined.
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Preface
1. The standard Contract form consists of four parts: the Form of Contract to be signed by the Client and the Consultant, the General Conditions of Contract (GCC), including Attachment 1 (Bank’s Policy – Corrupt and Fraudulent Practices); the Special Conditions of Contract (SCC); and the Appendices.
2. The General Conditions of Contract shall not be modified. The Special Conditions of Contract that contain clauses specific to each Contract intend to supplement, but not over- write or otherwise contradict, the General Conditions.
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I. Form of Contract
This CONTRACT (hereinafter called the “Contract”) is made the 1ST day of the month of August, 2017, between, on the one hand, National Commission for Social Action (NaCSA) having its headquarters in Freetown, Sierra Leone ] (hereinafter called the “Client”) and, on the other hand, [name of Consultant] (hereinafter called the “Consultant”).
[Note: If the Consultant consist of more than one entity, the above should be partially amended to read as follows: “…(hereinafter called the “Client”) and, on the other hand, a Joint Venture (name of the JV) consisting of the following entities, each member of which will be jointly and severally liable to the Client for all the Consultant’s obligations under this Contract, namely, [name of member] and [name of member] (hereinafter called the “Consultant”).]
[Note: For each Consultant, add the legal status and country of incorporation as well as address]
WHEREAS
(a) the Client has requested the Consultant to provide certain consulting services as defined in this Contract (hereinafter called the “Services”);
(b) the Consultant, having represented to the Client that it has the required professional skills, expertise and technical resources, has agreed to provide the Services on the terms and conditions set forth in this Contract;
(c) the Client has received [or has applied for] a financing from the Islamic Development Bank: toward the cost of the Services and intends to apply a portion of the proceeds of this financing to eligible payments under this Contract, it being understood that (i) payments by the Bank will be made only at the request of the Client and upon approval by the Bank; (ii) such payments will be subject, in all respects, to the terms and conditions of the financing agreement;
NOW THEREFORE the parties hereto hereby agree as follows:
1. The following documents attached hereto shall be deemed to form an integral part of this Contract:
(a) The General Conditions of Contract (including Attachment 1 “Bank Policy – Corrupt and Fraudulent Practices); (b) The Special Conditions of Contract; (c) Appendices:
Appendix A: Terms of Reference Appendix B: Key Experts Appendix C: Breakdown of Contract Price Appendix D: Form of Advance Payments Guarantee
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In the event of any inconsistency between the documents, the following order of precedence shall prevail: the Special Conditions of Contract; the General Conditions of Contract, including Attachment 1; Appendix A; Appendix B; Appendix C; Appendix D. Any reference to this Contract shall include, where the context permits, a reference to its Appendices.
2. The mutual rights and obligations of the Client and the Consultant shall be as set forth in the Contract, in particular:
(a) the Consultant shall carry out the Services in accordance with the provisions of the Contract; and (b) the Client shall make payments to the Consultant in accordance with the provisions of the Contract.
IN WITNESS WHEREOF, the Parties hereto have caused this Contract to be signed in their respective names as of the day and year first above written.
For and on behalf of [Name of Client]
[Authorized Representative of the Client – name, title and signature]
For and on behalf of [Name of Consultant or Name of a Joint Venture]
[Authorized Representative of the Consultant – name and signature]
[Note: For a joint venture, either all members shall sign or only the lead member, in which case the power of attorney to sign on behalf of all members shall be attached.
For and on behalf of each of the members of the Consultant [insert the Name of the Joint Venture]
[Name of the lead member]
[Authorized Representative on behalf of a Joint Venture]
[add signature blocks for each member if all are signing]
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II. General Conditions of Contract – Attachment 1 Lump-Sum
II. General Conditions of Contract
A. GENERAL PROVISIONS
1. Definitions 1.1. Unless the context otherwise requires, the following terms whenever used in this Contract have the following meanings: (a) “Applicable Guidelines” means “Guidelines for the Use of Consultants under Islamic Development Bank Financing”. (b) “Applicable Law” means the laws and any other instruments having the force of law in the Client’s country, or in such other country as may be specified in the Special Conditions of Contract (SCC), as they may be issued and in force from time to time. (c) “Bank” means the [Name of Bank]. (d) “Beneficiary” means the Government, Government agency or other entity that signs the financing agreement with the Bank. (e) “Client” means the executing agency that signs the Contract for the Services with the Selected Consultant. (f) “Consultant” means a legally-established professional consulting firm or entity selected by the Client to provide the Services under the signed Contract. (g) “Contract” means the legally binding written agreement signed between the Client and the Consultant and which includes all the attached documents listed in its paragraph 1 of the Form of Contract (the General Conditions (GCC), the Special Conditions (SCC), and the Appendices). (h) “Day” means a working day unless indicated otherwise. (i) “Effective Date” means the date on which this Contract comes into force and effect pursuant to Clause GCC 11. (j) “Experts” means, collectively, Key Experts, Non-Key Experts, or any other personnel of the Consultant, Sub-consultant or JV member(s) assigned by the Consultant to perform the Services or any part thereof under the Contract. (k) “Foreign Currency” means any currency other than the currency of the Client’s country. (l) “GCC” means these General Conditions of Contract. (m) “Government” means the government of the Client’s country. (n) “Joint Venture (JV)” means an association with or without a legal personality distinct from that of its members, of more than
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one entity where one member has the authority to conduct all businesses for and on behalf of any and all the members of the JV, and where the members of the JV are jointly and severally liable to the Client for the performance of the Contract. (o) “Key Expert(s)” means an individual professional whose skills, qualifications, knowledge and experience are critical to the performance of the Services under the Contract and whose Curricula Vitae (CV) was taken into account in the technical evaluation of the Consultant’s proposal. (p) “Local Currency” means the currency of the Client’s country. (q) “Non-Key Expert(s)” means an individual professional provided by the Consultant or its Sub-consultant to perform the Services or any part thereof under the Contract. (r) “Party” means the Client or the Consultant, as the case may be, and “Parties” means both of them. (s) “SCC” means the Special Conditions of Contract by which the GCC may be amended or supplemented but not over-written. (t) “Services” means the work to be performed by the Consultant pursuant to this Contract, as described in Appendix A hereto. (u) “Sub-consultants” means an entity to whom/which the Consultant subcontracts any part of the Services related to consultant work while remaining solely liable for the execution of the Contract. (v) “Sub-contractors” means an entity to whom/which the Consultant subcontracts any part of the Services related to work other than consultant work while remaining solely liable for the execution of the Contract. (w) “Third Party” means any person or entity other than the Government, the Client, the Consultant, a Sub-consultant, or a Sub-contractor. 2. Relationship 2.1. Nothing contained herein shall be construed as establishing a between the relationship of master and servant or of principal and agent as Parties between the Client and the Consultant. The Consultant, subject to this Contract, has complete charge of the Experts and Sub- consultants, if any, performing the Services and shall be fully responsible for the Services performed by them or on their behalf hereunder. 3. Law Governing 3.1. This Contract, its meaning and interpretation, and the relation Contract between the Parties shall be governed by the Applicable Law. 4. Language 4.1. This Contract has been executed in the language specified in the SCC, which shall be the binding and controlling language for all
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matters relating to the meaning or interpretation of this Contract. 5. Headings 5.1. The headings shall not limit, alter or affect the meaning of this Contract. 6. Communications 6.1. Any communication required or permitted to be given or made pursuant to this Contract shall be in writing in the language specified in Clause GCC 4. Any such notice, request or consent shall be deemed to have been given or made when delivered in person to an authorized representative of the Party to whom the communication is addressed, or when sent to such Party at the address specified in the SCC.
6.2. A Party may change its address for notice hereunder by giving the other Party any communication of such change to the address specified in the SCC. 7. Location 7.1. The Services shall be performed at such locations as are specified in Appendix A hereto and, where the location of a particular task is not so specified, at such locations, whether in the Government’s country or elsewhere, as the Client may approve.
8. Authority of 8.1. In case the Consultant is a Joint Venture, the members hereby Member in authorize the member specified in the SCC to act on their behalf in Charge exercising all the Consultant’s rights and obligations towards the Client under this Contract, including without limitation the receiving of instructions and payments from the Client.
9. Authorized 9.1. Any action required or permitted to be taken, and any Representatives document required or permitted to be executed under this Contract by the Client or the Consultant may be taken or executed by the officials specified in the SCC.
10. Corrupt and 10.1. The Bank requires compliance with its policy in regard to Fraudulent corrupt and fraudulent/prohibited practices as set forth in Practices Attachment 1 to the GCC.
a. Commissions 10.2. The Client requires the Consultant to disclose any and Fees commissions, gratuities or fees that may have been paid or are to be paid to agents or any other party with respect to the selection process or execution of the Contract. The information disclosed must include at least the name and address of the agent or other party, the amount and currency, and the purpose of the commission, gratuity or fee. Failure to disclose such commissions, gratuities or fees may result in termination of the Contract and/or sanctions by the Bank.
B. COMMENCEMENT, COMPLETION, MODIFICATION AND TERMINATION OF CONTRACT
11. Effectiveness of 11.1. This Contract shall come into force and effect on the date (the
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Contract “Effective Date”) of the Client’s notice to the Consultant instructing the Consultant to begin carrying out the Services. This notice shall confirm that the effectiveness conditions, if any, listed in the SCC have been met. 12. Termination of 12.1. If this Contract has not become effective within such time Contract for period after the date of Contract signature as specified in the SCC, Failure to Become either Party may, by not less than twenty two (22) days written Effective notice to the other Party, declare this Contract to be null and void, and in the event of such a declaration by either Party, neither Party shall have any claim against the other Party with respect hereto. 13. Commencement 13.1. The Consultant shall confirm availability of Key Experts and of Services begin carrying out the Services not later than the number of days after the Effective Date specified in the SCC. 14. Expiration of 14.1. Unless terminated earlier pursuant to Clause GCC 19 hereof, Contract this Contract shall expire at the end of such time period after the Effective Date as specified in the SCC. 15. Entire Agreement 15.1. This Contract contains all covenants, stipulations and provisions agreed by the Parties. No agent or representative of either Party has authority to make, and the Parties shall not be bound by or be liable for, any statement, representation, promise or agreement not set forth herein. 16. Modifications or 16.1. Any modification or variation of the terms and conditions of Variations this Contract, including any modification or variation of the scope of the Services, may only be made by written agreement between the Parties. However, each Party shall give due consideration to any proposals for modification or variation made by the other Party.
16.2. In cases of substantial modifications or variations, the prior written consent of the Bank is required. 17. Force Majeure a. Definition 17.1. For the purposes of this Contract, “Force Majeure” means an event which is beyond the reasonable control of a Party, is not foreseeable, is unavoidable, and makes a Party’s performance of its obligations hereunder impossible or so impractical as reasonably to be considered impossible under the circumstances, and subject to those requirements, includes, but is not limited to, war, riots, civil disorder, earthquake, fire, explosion, storm, flood or other adverse weather conditions, strikes, lockouts or other industrial action confiscation or any other action by Government agencies.
17.2. Force Majeure shall not include (i) any event which is caused by the negligence or intentional action of a Party or such Party’s Experts, Sub-consultants or agents or employees, nor (ii) any event which a diligent Party could reasonably have been expected to both take into account at the time of the conclusion of this Contract, and avoid or overcome in the carrying out of its obligations hereunder.
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17.3. Force Majeure shall not include insufficiency of funds or failure to make any payment required hereunder.
b. No Breach of 17.4. The failure of a Party to fulfill any of its obligations Contract hereunder shall not be considered to be a breach of, or default under, this Contract insofar as such inability arises from an event of Force Majeure, provided that the Party affected by such an event has taken all reasonable precautions, due care and reasonable alternative measures, all with the objective of carrying out the terms and conditions of this Contract.
c. Measures to 17.5. A Party affected by an event of Force Majeure shall continue be Taken to perform its obligations under the Contract as far as is reasonably practical, and shall take all reasonable measures to minimize the consequences of any event of Force Majeure.
17.6. A Party affected by an event of Force Majeure shall notify the other Party of such event as soon as possible, and in any case not later than fourteen (14) calendar days following the occurrence of such event, providing evidence of the nature and cause of such event, and shall similarly give written notice of the restoration of normal conditions as soon as possible.
17.7. Any period within which a Party shall, pursuant to this Contract, complete any action or task, shall be extended for a period equal to the time during which such Party was unable to perform such action as a result of Force Majeure.
17.8. During the period of their inability to perform the Services as a result of an event of Force Majeure, the Consultant, upon instructions by the Client, shall either: (a) demobilize, in which case the Consultant shall be reimbursed for additional costs they reasonably and necessarily incurred, and, if required by the Client, in reactivating the Services; or (b) continue with the Services to the extent reasonably possible, in which case the Consultant shall continue to be paid under the terms of this Contract and be reimbursed for additional costs reasonably and necessarily incurred. 17.9. In the case of disagreement between the Parties as to the existence or extent of Force Majeure, the matter shall be settled according to Clauses GCC 44 & 45.
18. Suspension 18.1. The Client may, by written notice of suspension to the Consultant, suspend all payments to the Consultant hereunder if the Consultant fails to perform any of its obligations under this Contract, including the carrying out of the Services, provided that
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such notice of suspension (i) shall specify the nature of the failure, and (ii) shall request the Consultant to remedy such failure within a period not exceeding thirty (30) calendar days after receipt by the Consultant of such notice of suspension. 19. Termination 19.1. This Contract may be terminated by either Party as per provisions set up below:
a. By the Client 19.1.1. The Client may terminate this Contract in case of the occurrence of any of the events specified in paragraphs (a) through (f) of this Clause. In such an occurrence the Client shall give at least thirty (30) calendar days’ written notice of termination to the Consultant in case of the events referred to in (a) through (d); at least sixty (60) calendar days’ written notice in case of the event referred to in (e); and at least five (5) calendar days’ written notice in case of the event referred to in (f): (a) If the Consultant fails to remedy a failure in the performance of its obligations hereunder, as specified in a notice of suspension pursuant to Clause GCC 18; (b) If the Consultant becomes (or, if the Consultant consists of more than one entity, if any of its members becomes) insolvent or bankrupt or enter into any agreements with their creditors for relief of debt or take advantage of any law for the benefit of debtors or go into liquidation or receivership whether compulsory or voluntary; (c) If the Consultant fails to comply with any final decision reached as a result of arbitration proceedings pursuant to Clause GCC 45.1; (d) If, as the result of Force Majeure, the Consultant is unable to perform a material portion of the Services for a period of not less than sixty (60) calendar days; (e) If the Client, in its sole discretion and for any reason whatsoever, decides to terminate this Contract; (f) If the Consultant fails to confirm availability of Key Experts as required in Clause GCC 13. 19.1.2. Furthermore, if the Client determines that the Consultant has engaged in corrupt, fraudulent, collusive, coercive [or obstructive] practices, in competing for or in executing the Contract, then the Client may, after giving fourteen (14) calendar days written notice to the Consultant, terminate the Consultant's employment under the Contract. b. By the 19.1.3. The Consultant may terminate this Contract, by not Consultant less than thirty (30) calendar days’ written notice to the Client, in case of the occurrence of any of the events specified in
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paragraphs (a) through (d) of this Clause. (a) If the Client fails to pay any money due to the Consultant pursuant to this Contract and not subject to dispute pursuant to Clause GCC 45.1 within forty-five (45) calendar days after receiving written notice from the Consultant that such payment is overdue. (b) If, as the result of Force Majeure, the Consultant is unable to perform a material portion of the Services for a period of not less than sixty (60) calendar days. (c) If the Client fails to comply with any final decision reached as a result of arbitration pursuant to Clause GCC 45.1. (d) If the Client is in material breach of its obligations pursuant to this Contract and has not remedied the same within forty-five (45) days (or such longer period as the Consultant may have subsequently approved in writing) following the receipt by the Client of the Consultant’s notice specifying such breach. c. Cessation of 19.1.4. Upon termination of this Contract pursuant to Clauses Rights and GCC 12 or GCC 19 hereof, or upon expiration of this Contract Obligations pursuant to Clause GCC 14, all rights and obligations of the Parties hereunder shall cease, except (i) such rights and obligations as may have accrued on the date of termination or expiration, (ii) the obligation of confidentiality set forth in Clause GCC 22, (iii) the Consultant’s obligation to permit inspection, copying and auditing of their accounts and records set forth in Clause GCC 25, and (iv) any right which a Party may have under the Applicable Law. d. Cessation of 19.1.5. Upon termination of this Contract by notice of either Services Party to the other pursuant to Clauses GCC 19a or GCC 19b, the Consultant shall, immediately upon dispatch or receipt of such notice, take all necessary steps to bring the Services to a close in a prompt and orderly manner and shall make every reasonable effort to keep expenditures for this purpose to a minimum. With respect to documents prepared by the Consultant and equipment and materials furnished by the Client, the Consultant shall proceed as provided, respectively, by Clauses GCC 27 or GCC 28. e. Payment 19.1.6. Upon termination of this Contract, the Client shall upon make the following payments to the Consultant: Termination (a) payment for Services satisfactorily performed prior to the effective date of termination; and (b) in the case of termination pursuant to paragraphs (d) and (e) of Clause GCC 19.1.1, reimbursement of any 227 | Page
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reasonable cost incidental to the prompt and orderly termination of this Contract, including the cost of the return travel of the Experts.
C. OBLIGATIONS OF THE CONSULTANT
20. General a. Standard of 20.1 The Consultant shall perform the Services and carry out the Performance Services with all due diligence, efficiency and economy, in accordance with generally accepted professional standards and practices, and shall observe sound management practices, and employ appropriate technology and safe and effective equipment, machinery, materials and methods. The Consultant shall always act, in respect of any matter relating to this Contract or to the Services, as a faithful adviser to the Client, and shall at all times support and safeguard the Client’s legitimate interests in any dealings with the third parties. 20.2. The Consultant shall employ and provide such qualified and experienced Experts and Sub-consultants as are required to carry out the Services. 20.3. The Consultant may subcontract part of the Services to an extent and with such Key Experts and Sub-consultants as may be approved in advance by the Client. Notwithstanding such approval, the Consultant shall retain full responsibility for the Services. b. Law 20.4. The Consultant shall perform the Services in accordance with Applicable to the Contract and the Applicable Law and shall take all practicable Services steps to ensure that any of its Experts and Sub-consultants, comply with the Applicable Law. 20.5. Throughout the execution of the Contract, the Consultant shall comply with the import of goods and services prohibitions in the Client’s country when as a matter of law or official regulations, the Beneficiary’s country prohibits commercial relations with that country. 20.6. The Client shall notify the Consultant in writing of relevant local customs, and the Consultant shall, after such notification, respect such customs. 21. Conflict of 21.1. The Consultant shall hold the Client’s interests paramount, Interests without any consideration for future work, and strictly avoid conflict with other assignments or their own corporate interests. a. Consultant 21.1.1 The payment of the Consultant pursuant to GCC F Not to Benefit (Clauses GCC 38 through 42) shall constitute the Consultant’s from only payment in connection with this Contract and, subject to Commissions, Clause GCC 21.1.3, the Consultant shall not accept for its own Discounts, etc. benefit any trade commission, discount or similar payment in connection with activities pursuant to this Contract or in the
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discharge of its obligations hereunder, and the Consultant shall use its best efforts to ensure that any Sub-consultants, as well as the Experts and agents of either of them, similarly shall not receive any such additional payment. 21.1.2 Furthermore, if the Consultant, as part of the Services, has the responsibility of advising the Client on the procurement of goods, works or services, the Consultant shall comply with the Bank’s Applicable Guidelines, and shall at all times exercise such responsibility in the best interest of the Client. Any discounts or commissions obtained by the Consultant in the exercise of such procurement responsibility shall be for the account of the Client. b. Consultant 21.1.3 The Consultant agrees that, during the term of this and Affiliates Contract and after its termination, the Consultant and any entity Not to Engage affiliated with the Consultant, as well as any Sub-consultants in Certain and any entity affiliated with such Sub-consultants, shall be Activities disqualified from providing goods, works or non-consulting services resulting from or directly related to the Consultant’s Services for the preparation or implementation of the project, unless otherwise indicated in the SCC. c. Prohibition of 21.1.4 The Consultant shall not engage, and shall cause its Conflicting Experts as well as its Sub-consultants not to engage, either Activities directly or indirectly, in any business or professional activities that would conflict with the activities assigned to them under this Contract. d. Strict Duty to 21.1.5 The Consultant has an obligation and shall ensure that Disclose its Experts and Sub-consultants shall have an obligation to Conflicting disclose any situation of actual or potential conflict that Activities impacts their capacity to serve the best interest of their Client, or that may reasonably be perceived as having this effect. Failure to disclose said situations may lead to the disqualification of the Consultant or the termination of its Contract. 22. Confidentiality 22.1 Except with the prior written consent of the Client, the Consultant and the Experts shall not at any time communicate to any person or entity any confidential information acquired in the course of the Services, nor shall the Consultant and the Experts make public the recommendations formulated in the course of, or as a result of, the Services. 23. Liability of the 23.1 Subject to additional provisions, if any, set forth in the SCC, Consultant the Consultant’s liability under this Contract shall be as determined under the Applicable Law. 24. Insurance to be 24.1 The Consultant (i) shall take out and maintain, and shall cause Taken out by the any Sub-consultants to take out and maintain, at its (or the Sub- consultants’, as the case may be) own cost but on terms and
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Consultant conditions approved by the Client, insurance against the risks, and for the coverage specified in the SCC, and (ii) at the Client’s request, shall provide evidence to the Client showing that such insurance has been taken out and maintained and that the current premiums therefore have been paid. The Consultant shall ensure that such insurance is in place prior to commencing the Services as stated in Clause GCC 13. 25. Accounting, 25.1 The Consultant shall keep, and shall make all reasonable Inspection and efforts to cause its Sub-consultants to keep, accurate and systematic Auditing accounts and records in respect of the Services and in such form and detail as will clearly identify relevant time changes and costs. 25.2 The Consultant shall permit and shall cause its Sub- consultants and its Sub-contractors to permit, the Bank and/or persons appointed by the Bank to inspect the Site and/or all accounts and records relating to the performance of the Contract and the submission of the Proposal to provide the Services, and to have such accounts and records audited by auditors appointed by the Bank if requested by the Bank. The Consultant’s attention is drawn to Clause GCC 10 which provides, inter alia, that acts intended to materially impede the exercise of the Bank’s inspection and audit rights provided for under this Clause GCC25.2 constitute a prohibited practice subject to contract termination (as well as to a determination of ineligibility under the Bank’s prevailing sanctions procedures.) 26. Reporting 26.1 The Consultant shall submit to the Client the reports and Obligations documents specified in Appendix A, in the form, in the numbers and within the time periods set forth in the said Appendix. 27. Proprietary Rights 27.1 Unless otherwise indicated in the SCC, all reports and of the Client in relevant data and information such as maps, diagrams, plans, Reports and databases, other documents and software, supporting records or Records material compiled or prepared by the Consultant for the Client in the course of the Services shall be confidential and become and remain the absolute property of the Client. The Consultant shall, not later than upon termination or expiration of this Contract, deliver all such documents to the Client, together with a detailed inventory thereof. The Consultant may retain a copy of such documents, data and/or software but shall not use the same for purposes unrelated to this Contract without prior written approval of the Client. 27.2 If license agreements are necessary or appropriate between the Consultant and third parties for purposes of development of the plans, drawings, specifications, designs, databases, other documents and software, the Consultant shall obtain the Client’s prior written approval to such agreements, and the Client shall be entitled at its discretion to require recovering the expenses related to the development of the program(s) concerned. Other restrictions about the future use of these documents and software, if any, shall be specified in the SCC. 28. Equipment, 28.1 Equipment, vehicles and materials made available to the
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Vehicles and Consultant by the Client, or purchased by the Consultant wholly or Materials partly with funds provided by the Client, shall be the property of the Client and shall be marked accordingly. Upon termination or expiration of this Contract, the Consultant shall make available to the Client an inventory of such equipment, vehicles and materials and shall dispose of such equipment, vehicles and materials in accordance with the Client’s instructions. While in possession of such equipment, vehicles and materials, the Consultant, unless otherwise instructed by the Client in writing, shall insure them at the expense of the Client in an amount equal to their full replacement value. 28.2 Any equipment or materials brought by the Consultant or its Experts into the Client’s country for the use either for the project or personal use shall remain the property of the Consultant or the Experts concerned, as applicable.
D. CONSULTANT’S EXPERTS AND SUB-CONSULTANTS
29. Description of Key 29.1 The title, agreed job description, minimum qualification and Experts estimated period of engagement to carry out the Services of each of the Consultant’s Key Experts are described in Appendix B. 29.2 Resident Project Manager. If required in the SCC, the Consultants shall ensure that at all times during the Consultants’ performance of the Services in the Beneficiary’s country a resident project manager, acceptable to the Client, shall take charge of the performance of such Services. 30. Replacement of Key 30.1 Except as the Client may otherwise agree in writing, no Experts changes shall be made in the Key Experts. 30.2 Notwithstanding the above, the substitution of Key Experts during Contract execution may be considered only based on the Consultant’s written request and due to circumstances outside the reasonable control of the Consultant, including but not limited to death or medical incapacity. In such case, the Consultant shall forthwith provide as a replacement, a person of equivalent or better qualifications and experience, and at the same rate of remuneration. 31. Removal of Experts 31.1 If the Client finds that any of the Experts or Sub-consultant or Sub-consultants has committed serious misconduct or has been charged with having committed a criminal action, or shall the Client determine that Consultant’s Expert of Sub-consultant have engaged in corrupt, fraudulent, collusive, coercive [or obstructive] practice while performing the Services, the Consultant shall, at the Client’s written request, provide a replacement. 31.2 In the event that any of Key Experts, Non-Key Experts or Sub-consultants is found by the Client to be incompetent or incapable in discharging assigned duties, the Client, specifying the grounds
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therefore, may request the Consultant to provide a replacement. 31.3 Any replacement of the removed Experts or Sub-consultants shall possess better qualifications and experience and shall be acceptable to the Client. 31.4 The Consultant shall bear all costs arising out of or incidental to any removal and/or replacement of such Experts.
E. OBLIGATIONS OF THE CLIENT
32. Assistance and 32.1 Unless otherwise specified in the SCC, the Client shall use its Exemptions best efforts to: (a) Assist the Consultant with obtaining work permits and such other documents as shall be necessary to enable the Consultant to perform the Services. (b) Assist the Consultant with promptly obtaining, for the Experts and, if appropriate, their eligible dependents, all necessary entry and exit visas, residence permits, exchange permits and any other documents required for their stay in the Client’s country while carrying out the Services under the Contract. (c) Facilitate prompt clearance through customs of any property required for the Services and of the personal effects of the Experts and their eligible dependents. (c) Issue to officials, agents and representatives of the Government all such instructions and information as may be necessary or appropriate for the prompt and effective implementation of the Services. (d) Assist the Consultant and the Experts and any Sub-consultants employed by the Consultant for the Services with obtaining exemption from any requirement to register or obtain any permit to practice their profession or to establish themselves either individually or as a corporate entity in the Client’s country according to the applicable law in the Client’s country. (e) Assist the Consultant, any Sub-consultants and the Experts of either of them with obtaining the privilege, pursuant to the applicable law in the Client’s country, of bringing into the Client’s country reasonable amounts of foreign currency for the purposes of the Services or for the personal use of the Experts and of withdrawing any such amounts as may be earned therein by the Experts in the execution of the Services. (f) Provide to the Consultant any such other assistance as may be specified in the SCC. 33. Access to Project 33.1 The Client warrants that the Consultant shall have, free of
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Site charge, unimpeded access to the project site in respect of which access is required for the performance of the Services. The Client will be responsible for any damage to the project site or any property thereon resulting from such access and will indemnify the Consultant and each of the experts in respect of liability for any such damage, unless such damage is caused by the willful default or negligence of the Consultant or any Sub-consultants or the Experts of either of them. 34. Change in the 34.1 If, after the date of this Contract, there is any change in the Applicable Law applicable law in the Client’s country with respect to taxes and duties Related to Taxes which increases or decreases the cost incurred by the Consultant in and Duties performing the Services, then the remuneration and reimbursable expenses otherwise payable to the Consultant under this Contract shall be increased or decreased accordingly by agreement between the Parties hereto, and corresponding adjustments shall be made to the Contract price amount specified in Clause GCC 38.1 35. Services, Facilities 35.1 The Client shall make available to the Consultant and the and Property of the Experts, for the purposes of the Services and free of any charge, the Client services, facilities and property described in the Terms of Reference (Appendix A) at the times and in the manner specified in said Appendix A. 36. Counterpart 36.1 The Client shall make available to the Consultant free of Personnel charge such professional and support counterpart personnel, to be nominated by the Client with the Consultant’s advice, if specified in Appendix A. 36.2 Professional and support counterpart personnel, excluding Client’s liaison personnel, shall work under the exclusive direction of the Consultant. If any member of the counterpart personnel fails to perform adequately any work assigned to such member by the Consultant that is consistent with the position occupied by such member, the Consultant may request the replacement of such member, and the Client shall not unreasonably refuse to act upon such request. 37. Payment 37.1 In consideration of the Services performed by the Consultant Obligation (Under under this Contract, the Client shall make such payments to the the Lump-Sump Consultant for the deliverables specified in Appendix A and in such Segment of the manner as is provided by GCC F below. assignment)
F. PAYMENTS TO THE CONSULTANT
38. Contract Price 38.1 The Contract price is fixed and is set forth in the SCC. The Contract price breakdown is provided in Appendix C.
38.2 Any change to the Contract price specified in Clause 38.1 can be made only if the Parties have agreed to the revised scope of
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Services pursuant to Clause GCC 16 and have amended in writing the Terms of Reference in Appendix A.
39. Taxes and Duties 39.1 The Consultant, Sub-consultants and Experts are responsible for meeting any and all tax liabilities arising out of the Contract unless it is stated otherwise in the SCC. 39.2 As an exception to the above and as stated in the SCC, all local identifiable indirect taxes (itemized and finalized at Contract negotiations) are reimbursed to the Consultant or are paid by the Client on behalf of the Consultant. 40. Currency of 40.1 Any payment under this Contract shall be made in the Payment currency (ies) of the Contract. 41. Mode of Billing and 41.1 The total payments under this Contract shall not exceed the Payment for the Contract price set forth in Clause GCC 38.1. Lump-Sum Segments of the 41.2 The payments under this Contract shall be made in lump-sum assignment installments against deliverables specified in Appendix A. The payments will be made according to the payment schedule stated in the SCC. 41.2.1 Advance payment: Unless otherwise indicated in the SCC, an advance payment shall be made against an advance payment bank guarantee acceptable to the Client in an amount (or amounts) and in a currency (or currencies) specified in the SCC. Such guarantee (i) is to remain effective until the advance payment has been fully set off, and (ii) is to be in the form set forth in Appendix D, or in such other form as the Client shall have approved in writing. The advance payments will be set off by the Client in equal portions against the lump-sum installments specified in the SCC until said advance payments have been fully set off. 41.2.2 The Lump-Sum Installment Payments. The Client shall pay the Consultant within sixty (60) days after the receipt by the Client of the deliverable(s) and the cover invoice for the related lump-sum installment payment. The payment can be withheld if the Client does not approve the submitted deliverable(s) as satisfactory in which case the Client shall provide comments to the Consultant within the same sixty (60) days period. The Consultant shall thereupon promptly make any necessary corrections, and thereafter the foregoing process shall be repeated. 41.2.3 The Final Payment .The final payment under this Clause shall be made only after the final report l have been submitted by the Consultant and approved as satisfactory by the Client. The Services shall then be deemed completed and finally accepted by the Client. The last lump-sum installment shall be deemed approved for payment by the Client within ninety (90)
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calendar days after receipt of the final report by the Client unless the Client, within such ninety (90) calendar day period, gives written notice to the Consultant specifying in detail deficiencies in the Services, the final report. The Consultant shall thereupon promptly make any necessary corrections, and thereafter the foregoing process shall be repeated. 41.2.4 All payments under this Contract shall be made to the accounts of the Consultant specified in the SCC. 41.2.4 With the exception of the final payment under 41.2.3 above, payments do not constitute acceptance of the whole Services nor relieve the Consultant of any obligations hereunder.
41 Mode of Billing and Billings and payments in respect of the Services shall be made as Payment for the Time- follows: Based Segment of the assignment (a) Advance payment. Within the number of days after the Effective Date, the Client shall pay to the Consultant an advance payment as specified in the SCC. Unless otherwise indicated in the SCC, an advance payment shall be made against an advance payment bank guarantee acceptable to the Client in an amount (or amounts) and in a currency (or currencies) specified in the SCC. Such guarantee (i) is to remain effective until the advance payment has been fully set off, and (ii) is to be in the form set forth in Appendix E, or in such other form as the Client shall have approved in writing. The advance payments will be set off by the Client in equal installments against the statements for the number of months of the Services specified in the SCC until said advance payments have been fully set off. (b) The Itemized Invoices. As soon as practicable and not later than fifteen (15) days after the end of each calendar month during the period of the Services, or after the end of each time interval otherwise indicated in the SCC, the Consultant shall submit to the Client, in duplicate, itemized invoices, accompanied by the receipts or other appropriate supporting documents, of the amounts payable pursuant to Clauses GCC 44 and GCC 45 for such interval, or any other period indicated in the SCC. Separate invoices shall be submitted for expenses incurred in foreign currency and in local currency. Each invoice shall show remuneration reimbursable expenses separately. (c) The Client shall pay the Consultant’s invoices within sixty (60) days after the receipt by the Client of such itemized invoices with supporting documents. Only such portion of an invoice that is not satisfactorily supported may be withheld from payment. Should any discrepancy be found to exist between actual payment and costs authorized to be incurred by the Consultant, the Client may add or subtract the difference from any subsequent payments.
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(d) The Final Payment .The final payment under this Clause shall be made only after the final report and a final invoice, identified as such, shall have been submitted by the Consultant and approved as satisfactory by the Client. The Services shall be deemed completed and finally accepted by the Client and the final report and final invoice shall be deemed approved by the Client as satisfactory ninety (90) calendar days after receipt of the final report and final invoice by the Client unless the Client, within such ninety (90) calendar day period, gives written notice to the Consultant specifying in detail deficiencies in the Services, the final report or final invoice. The Consultant shall thereupon promptly make any necessary corrections, and thereafter the foregoing process shall be repeated. Any amount that the Client has paid or has caused to be paid in accordance with this Clause in excess of the amounts payable in accordance with the provisions of this Contract shall be reimbursed by the Consultant to the Client within thirty (30) days after receipt by the Consultant of notice thereof. Any such claim by the Client for reimbursement must be made within twelve (12) calendar months after receipt by the Client of a final report and a final invoice approved by the Client in accordance with the above. (e) All payments under this Contract shall be made to the accounts of the Consultant specified in the SCC. (f) With the exception of the final payment under (d) above, payments do not constitute acceptance of the Services nor relieve the Consultant of any obligations hereunder. 42. Penalty on Delayed 42.1 If the Client had delayed payments beyond fifteen (15) days Payments after the due date stated in Clause GCC 41.2.2 , penalty shall be paid to the Consultant on any amount due by, not paid on, such due date for each day of delay at the annual rate stated in the SCC.
G. FAIRNESS AND GOOD FAITH
43. Good Faith 43.1 The Parties undertake to act in good faith with respect to each other’s rights under this Contract and to adopt all reasonable measures to ensure the realization of the objectives of this Contract. 43.2 Operation of the Contract. The Parties recognize that it is impractical in this Contract to provide for every contingency which may arise during the life of the Contract, and the Parties hereby agree that it is their intention that this Contract shall operate fairly as between them, and without detriment to the interest of either of them, and that, if during the term of this Contract either Party believes that this Contract is operating unfairly, the Parties will use their best efforts to agree on such action as may be necessary to remove the cause or causes of such unfairness, but no failure to agree on any action pursuant to this Clause shall give rise to a dispute subject to arbitration in accordance with Clause GC 8 236 | Page
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hereof.
H. SETTLEMENT OF DISPUTES
44. Amicable 44.1 The Parties shall seek to resolve any dispute amicably by Settlement mutual consultation. 44.2 If either Party objects to any action or inaction of the other Party, the objecting Party may file a written Notice of Dispute to the other Party providing in detail the basis of the dispute. The Party receiving the Notice of Dispute will consider it and respond in writing within fourteen (14) days after receipt. If that Party fails to respond within fourteen (14) days, or the dispute cannot be amicably settled within fourteen (14) days following the response of that Party, Clause GCC 49.1 shall apply. 45. Dispute Resolution 45.1 Any dispute between the Parties arising under or related to this Contract that cannot be settled amicably may be referred to by either Party to the adjudication/arbitration in accordance with the provisions specified in the SCC.
I. ELIGIBILITY
46. Eligibility 46.1 Compliance with the Bank’s eligibility policy is required throughout the Contract’s execution.
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II. General Conditions Attachment 1: Bank’s Policy – Corrupt and Fraudulent Practices
It is the IDB’s policy to require that Beneficiaries as well as consultants, and their agents (whether declared or not), sub-contractors, sub-consultants, service providers or suppliers, and any personnel thereof, observe the highest standard of ethics during the selection and execution of IDB-financed contracts. In pursuance of this policy, the IDB: (a) defines, for the purposes of this provision, the terms set forth below as follows: (i) “corrupt practice” is the offering, giving, receiving, or soliciting, directly or indirectly, of anything of value to influence improperly the actions of another party; (ii) “fraudulent practice” is any act or omission, including misrepresentation, that knowingly or recklessly misleads, or attempts to mislead, a party to obtain financial or other benefit or to avoid an obligation; (iii) “collusive practices” is an arrangement between two or more parties designed to achieve an improper purpose, including to influence improperly the actions of another party; (iv) “coercive practices” is impairing or harming, or threatening to impair or harm, directly or indirectly, any party or the property of the party to influence improperly the actions of a party; (v) “obstructive practice” (aa) deliberately destroying, falsifying, altering, or concealing of evidence material to the investigation or making false statements to investigators in order to materially impede an IDB investigation into allegations of a corrupt, fraudulent, coercive, or collusive practice; and/or threatening, harassing, or intimidating any party to prevent it from disclosing its knowledge of matters relevant to the investigation or from pursuing the investigation, or (bb) acts intended to materially impede the exercise of the IDB Group’s contractual rights of audit or access of information. (b) will reject a proposal for award if it determines that the consultant recommended for award, or any of its personnel, or its agents, or its sub- consultants, sub-contractors, service providers, suppliers and/or their employees, has, directly or indirectly, engaged in corrupt, fraudulent, collusive, coercive, or obstructive practices in competing for the contract in question; (c) will declare mis-procurement and cancel the portion of the Financing allocated to a contract if it determines at any time that representatives of the Beneficiary or of a recipient of any part of the proceeds of the Financing were engaged in corrupt, fraudulent, collusive, coercive, or obstructive practices during the selection process or the implementation of the contract in question, without the Beneficiary having taken timely and appropriate action satisfactory to the IDB to address such
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practices when they occur, including by failing to inform the IDB in a timely manner at the time they knew of the practices; (d) will sanction a firm or an individual, at any time, in accordance with prevailing IDB’s sanctions procedures, including by publicly declaring such firm or individual ineligible, either indefinitely or for a stated period of time: (i) to be awarded a IDB-financed contract; and (ii) to be a nominated sub-consultant, supplier, or service provider of an otherwise eligible firm being awarded a IDB- financed contract; and (e) will require that a clause be included in the RFP and in contracts financed by IDB requiring consultants, and their agents, personnel, sub-consultants, sub- contractors, service providers, or suppliers, to permit the IDB to inspect all accounts, records, and other documents relating to the submission of proposals and contract performance, and to have them audited by auditors appointed by the IDB. (f) Boycott Requirements The services of the Second Party, its associates and sub consultants shall be provided in strict compliance with the Boycott Regulations of the Organization of Islamic Cooperation (OIC) and of the League of Arab States, and of African Union.
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III. Special Conditions of Contract
Number of GC Amendments of, and Supplements to, Clauses in the General Clause Conditions of Contract
1.1(b) and 3.1 The Contract shall be construed in accordance with the laws of Sierra Leone.
4.1 The language is English Language
6.1 and 6.2 The addresses are:
Client : Ali Badara Mansaray Commissioner Attention : National Commission for Social Action (NaCSA) 7th Floor, NaCSA House 14 – 16 Charlotte Street, Freetown, Sierra Leone Mobile No: +232-76 603 484
Email : [email protected]
Consultant :
Attention : Facsimile : E-mail (where permitted) :
Notice will be deemed to be effective as follows:
(a) in the case of personal delivery or registered mail, on delivery; (b) in the case of Emails,5 hours following confirmed transmission;
8.1 [Note: If the Consultant consists only of one entity, state “N/A”; OR If the Consultant is a Joint Venture consisting of more than one entity, the name of the JV member whose address is specified in Clause SCC6.1 should be inserted here. ] The Lead Member on behalf of the JV is ______[insert name of the member]
9.1 The Authorized Representatives are:
For the Client: Alie Badara Mansaray For the Consultant: Commissioner National Commission for Social Action 14 – 16 Charlotte Street, Freetown
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Sierra Leone Mobile No: 076 603 484 E-Mail: [email protected]
For the Consultant:
11.1 The effectiveness conditions are the following:
12.1 Termination of Contract for Failure to Become Effective:
The time period shall be 31 December 2021
13.1 Commencement of Services:
The number of days shall be 45 days
Confirmation of Key Experts’ availability to start the Assignment shall be submitted to the Client in writing as a written statement signed by each Key Expert.
14.1 Expiration of Contract:
The time period shall be 4 (four) years after it effectiveness
21 b. The Client reserves the right to determine on a case-by-case basis whether the Consultant should be disqualified from providing goods, works or non-consulting services due to a conflict of a nature described in Clause GCC 21.1.3
Yes.
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23.1 No additional provisions
24.1 The insurance coverage against the risks shall be as follows:
(a)Professional liability insurance, with a minimum coverage of USD 2,000,0000 (Two Million United States Dollars);
(b) Third Party motor vehicle liability insurance in respect of motor vehicles operated in the Client’s country by the Consultant orits Experts or Sub-consultants, with a minimum coverage in accordance with the applicable law in Sierra Leone;
(c) Third Party liability insurance, with a minimum coverage in accordance with the applicable law in the Client’s country;
(d) employer’s liability and workers’ compensation insurance in respect of the experts and Sub-consultants in accordance with the relevant provisions of the applicable law in Sierra Leone, as well as, with respect to such Experts, any such life, health, accident, travel or other insurance as may be appropriate; and
(e) insurance against loss of or damage to (i) equipment purchased in whole or in part with funds provided under this Contract, (ii) the Consultant’s property used in the performance of the Services, and (iii) any documents prepared by the Consultant in the performance of the Services.
27.1 No exceptions to proprietary rights provision is considered under this contract
27.2 [Note: If there is to be no restriction on the future use of these documents by either Party, this Clause SCC 27.2 should be deleted. If the Parties wish to restrict such use, any of the following options, or any other option agreed to by the Parties, could be used:
[The Consultant shall not use these [insert what applies…….documents and software………..] for purposes unrelated to this Contract without the prior written approval of the Client.]
OR
[The Client shall not use these report and information about the
assignment) documents and software for purposes unrelated to this
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Contract without the prior written approval of the Consultant.
29.2 Any adjustment with respect to the estimated time in-put shall only be applicable for the Supervision Segment key experts set forth in Appendix B
29.3 If additional work is required beyond the supervision segment of the services specified in appendix A, the estimated time-input for key experts may be increased by agreement in writing between the Claint and the Consultant
38.1 The Contract price is: ______[insert amount and currency for each currency as applicable] exclusive of local indirect taxes.
39.1 and 39.2 “the Client shall pay on behalf of the Consultant, the Sub- consultants and the Experts,” OR “the Client shall reimburse the Consultant, the Sub-consultants and the Experts” any indirect taxes, duties, fees, levies and other impositions imposed, under the applicable law in the Client’s country, on the Consultant, the Sub-consultants and the Experts in respect of: (a) any payments whatsoever made to the Consultant, Sub- consultants and the Experts (other than nationals or permanent residents of the Client’s country), in connection with the carrying out of the Services; (b) any equipment, materials and supplies brought into the Client’s country by the Consultant or Sub-consultants for the purpose of carrying out the Services and which, after having been brought into such territories, will be subsequently withdrawn by them; (c) any equipment imported for the purpose of carrying out the Services and paid for out of funds provided by the Client and which is treated as property of the Client; (d) any property brought into the Client’s country by the Consultant, any Sub-consultants or the Experts (other than nationals or permanent residents of the Client’s country), or the eligible dependents of such experts for their personal use and which will subsequently be withdrawn by them upon their respective departure from the Client’s country, provided that: i) the Consultant, Sub-consultants and experts shall follow the usual customs procedures of the Client’s
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country in importing property into the Client’s country; and
(i) if the Consultant, Sub-consultants or Experts do not withdraw but dispose of any property in the Client’s country upon which customs duties and taxes have been exempted, the Consultant, Sub-consultants or Experts, as the case may be, (a) shall bear such customs duties and taxes in conformity with the regulations of the Client’s country, or (b) shall reimburse them to the Client if they were paid by the Client at the time the property in question was brought into the Client’s country.
For the avoidance of any doubts, the Islamic Development Bank financing does not cover the payment of any taxes, duties, fees, levies or any imposition of similar nature.”
41.2 The payment schedule:
[Note: Payment of installments shall be linked to the deliverables specified in the Terms of Reference in Appendix A]
1st payment: [insert the amount of the installment, percentage of the total Contract price, and the currency. If the first payment is an advance payment, it shall be made against the bank guarantee for the same amount as per GCC 41.2.1] 2nd payment: ______……………:______Final payment: ______
[Note: Total sum of all installments shall not exceed the Contract price set up in SCC38.1.]
41.2.1 [Note: The advance payment could be in either the foreign currency, or the local currency, or both; select the correct wording in the Clause here below. The advance bank payment guarantee should be in the same currency(ies)]
The following provisions shall apply to the advance payment and the advance bank payment guarantee:
(1) An advance payment [of [insert amount] in foreign currency] [and of [insert amount] in local currency] shall be made within [insert number] days after the receipt of an advance bank payment guarantee by the Client. The advance payment will be set off by the Client in equal portions against [list the payments against which the advance is offset].
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(2) The advance bank payment guarantee shall be in the amount and in the currency of the currency(ies) of the advance payment.
(3) The bank guarantee will be released when the advance payment has been fully set off.
41.2.4 The accounts are:
for foreign currency: [insert account]. for local currency: [insert account].
42.1 The penalty is: [insert penalty].
45.1 [Note: In contracts with foreign consultants, the Bank requires that the international commercial arbitration in a neutral venue is used.]
Disputes shall be settled by arbitration in accordance with the following provisions: 1. Selection of Arbitrators. Each dispute submitted by a Party to arbitration shall be heard by a sole arbitrator or an arbitration panel composed of three (3) arbitrators, in accordance with the following provisions:
(a) Where the Parties agree that the dispute concerns a technical matter, they may agree to appoint a sole arbitrator or, failing agreement on the identity of such sole arbitrator within thirty (30) days after receipt by the other Party of the proposal of a name for such an appointment by the Party who initiated the proceedings, either Party may apply to [name an appropriate international professional body, e.g., the Federation Internationale des Ingenieurs-Conseil (FIDIC) of Lausanne, Switzerland] for a list of not fewer than five (5) nominees and, on receipt of such list, the Parties shall alternately strike names therefrom, and the last remaining nominee on the list shall be the sole arbitrator for the matter in dispute. If the last remaining nominee has not been determined in this manner within sixty (60) days of the date of the list, [insert the name of the same professional body as above] shall appoint, upon the request of either Party and from such list or otherwise, a sole arbitrator for the matter in dispute.
(b) Where the Parties do not agree that the dispute concerns a technical matter, the Client and the Consultant shall each appoint one (1) arbitrator, and these two arbitrators shall jointly appoint a third arbitrator, who shall chair the arbitration panel. If the arbitrators named by the Parties do not succeed in appointing a third arbitrator within thirty (30) days after the latter of the two (2) arbitrators named by
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the Parties has been appointed, the third arbitrator shall, at the request of either Party, be appointed by [name an appropriate international appointing authority, e.g., the Secretary General of the Permanent Court of Arbitration, The Hague; the Secretary General of the International Centre for Settlement of Investment Disputes, Washington, D.C.; the International Chamber of Commerce, Paris; etc.].
(c) If, in a dispute subject to paragraph (b) above, one Party fails to appoint its arbitrator within thirty (30) days after the other Party has appointed its arbitrator, the Party which has named an arbitrator may apply to the [name the same appointing authority as in said paragraph (b)] to appoint a sole arbitrator for the matter in dispute, and the arbitrator appointed pursuant to such application shall be the sole arbitrator for that dispute.
2. Rules of Procedure. Except as otherwise stated herein, arbitration proceedings shall be conducted in accordance with the rules of procedure for arbitration of the United Nations Commission on International Trade Law (UNCITRAL) as in force on the date of this Contract.
3. Substitute Arbitrators. If for any reason an arbitrator is unable to perform his/her function, a substitute shall be appointed in the same manner as the original arbitrator.
4. Nationality and Qualifications of Arbitrators. The sole arbitrator or the third arbitrator appointed pursuant to paragraphs 1(a) through 1(c) above shall be an internationally recognized legal or technical expert with extensive experience in relation to the matter in dispute and shall not be a national of the Consultant’s home country [Note: If the Consultant consists of more than one entity, add: or of the home country of any of their members or Parties] or of the Government’s country. For the purposes of this Clause, “home country” means any of:
(a) the country of incorporation of the Consultant [Note: If the Consultant consists of more than one entity, add: or of any of their members or Parties]; or
(b) the country in which the Consultant’s [or any of their members’ or Parties’] principal place of business is located; or
(c) the country of nationality of a majority of the Consultant’s [or of any members’ or Parties’] shareholders; or
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(d) the country of nationality of the Sub-consultants concerned, where the dispute involves a subcontract.
5. Miscellaneous. In any arbitration proceeding hereunder:
(a) proceedings shall, unless otherwise agreed by the Parties, be held in [select a country which is neither the Client’s country nor the Consultant’s country];
(b) the [type of language] language shall be the official language for all purposes; and
(c) the decision of the sole arbitrator or of a majority of the arbitrators (or of the third arbitrator if there is no such majority) shall be final and binding and shall be enforceable in any court of competent jurisdiction, and the Parties hereby waive any objections to or claims of immunity in respect of such enforcement.
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IV. Appendices
APPENDIX A – TERMS OF REFERENCE
[Note: This Appendix shall include the final Terms of Reference (TORs) worked out by the Client and the Consultant during the negotiations; dates for completion of various tasks; location of performance for different tasks; detailed reporting requirements and list of deliverables against which the payments to the Consultant will be made; Client’s input, including counterpart personnel assigned by the Client to work on the Consultant’s team; specific tasks or actions that require prior approval by the Client.
Insert the text based on the Section 7 (Terms of Reference) of the ITC in the RFP and modified based on the Forms TECH-1 through TECH-5 of the Consultant’s Proposal. Highlight the changes to Section 7 of the RFP]
………………………………………………………………………………………………
APPENDIX B - KEY EXPERTS
[Insert a table based on Form TECH-6 of the Consultant’s Technical Proposal and finalized at the Contract’s negotiations. Attach the CVs (updated and signed by the respective Key Experts) demonstrating the qualifications of Key Experts.]
……………………………………………………………………………………………… ……
APPENDIX C – BREAKDOWN OF CONTRACT PRICE
{Insert the table with the unit rates to arrive at the breakdown of the lump-sum price. The table shall be based on [Form FIN-3 and FIN-4] of the Consultant’s Proposal and reflect any changes agreed at the Contract negotiations, if any. The footnote shall list such changes made to [Form FIN-3 and FIN-4] at the negotiations or state that none has been made.}
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APPENDIX D - FORM OF ADVANCE PAYMENTS GUARANTEE
[Note: See Clause GCC 41.2.1 and SCC 41.2.1]
Bank Guarantee for Advance Payment
______[Bank’s Name, and Address of Issuing Branch or Office]
Beneficiary: ______[Name and Address of Client]
Date: ______
ADVANCE PAYMENT GUARANTEE No.: ______
We have been informed that ______[name of Consultant or a name of the Joint Venture, same as appears on the signed Contract] (hereinafter called "the Consultant") has entered into Contract No. ______[reference number of the contract] dated ______with you, for the provision of ______[brief description of Services] (hereinafter called "the Contract").
Furthermore, we understand that, according to the conditions of the Contract, an advance payment in the sum of ______[amount in figures] ( ) [amount in words] is to be made against an advance payment guarantee.
At the request of the Consultant, we ______[name of bank] hereby irrevocably undertake to pay you any sum or sums not exceeding in total an amount of ______[amount in figures] ( ) [amount in words]1 upon receipt by us of your first demand in writing accompanied by a written statement stating that the Consultant are in breach of their obligation under the Contract because the Consultant have used the advance payment for purposes other than toward providing the Services under the Contract.
It is a condition for any claim and payment under this guarantee to be made that the advance payment referred to above must have been received by the Consultant on their account number ______at ______[name and address of bank].
The maximum amount of this guarantee shall be progressively reduced by the amount of the advance payment repaid by the Consultant as indicated in copies of certified monthly statements which shall be presented to us. This guarantee shall expire, at the latest, upon our receipt of the monthly payment certificate indicating that the Consultant has made full repayment of the amount of the advance payment, or on the __ day of ______,
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2___,2 whichever is earlier. Consequently, any demand for payment under this guarantee must be received by us at this office on or before that date.
This guarantee is subject to the Uniform Rules for Demand Guarantees (URDG) 2010 Revision, ICC Publication No. 758.
______[signature(s)]
Note: All italicized text is for indicative purposes only to assist in preparing this form and shall be deleted from the final product.
2 Insert the expected expiration date. In the event of an extension of the time for completion of the Contract, the Client would need to request an extension of this guarantee from the Guarantor. Such request must be in writing and must be made prior to the expiration date established in the guarantee. In preparing this guarantee, the Client might consider adding the following text to the form, at the end of the penultimate paragraph: “The Guarantor agrees to a one-time extension of this guarantee for a period not to exceed [six months][one year], in response to the Client’s written request for such extension, such request to be presented to the Guarantor before the expiry of the guarantee.”
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