REQUEST FOR PROPOSALS -RFP
CONSULTANCY: TO DEVELOP A CLUSTER DEVELOPMENT FRAMEWORK (CDF) FOR SAGCOT KILOMBERO CLUSTER
CARE -WWF Alliance on behalf of the SAGCOT Center Ltd (SCL) is looking for a consultancy firm to develop a kilombero CDF.This document sets out the Terms of Reference for the services to be rendered.
1.0 INTRODUCTION ‘
1.1 About the Partners of this Activity:
a) CARE WWF Alliance ‘
CARE-WWF Alliance in Tanzania is part of Global Collaboration between two organizations (CARE International and the Wild Wide Funds for Nature-WWF) to increase integration of conservation and development with the goal of building just and sustainable food systems and resilient livelihoods. In the Southern Agricultural Growth Corridor of Tanzania (SAGCOT), the CARE-WWF Alliance aims to demonstrate a model of agricultural growth that improves the livelihoods of smallholders while maintaining vital ecosystem functions and conserving globally significant biodiversity through private-public partnerships. The mission of the Alliance to support SAGCOT’s objectives is to develop equitable food systems and sustainably managed land and water by creating resilient landscapes that conserve nature, improve the livelihoods and food security of the rural poor, and influence development approaches in Africa and beyond. The ultimate goal is to build a coalition of partners to design interventions that will help lifting 2 million people out of poverty in SAGCOT through sustainable agricultural development that protects and benefits wildlife and natural capital. ‘
b) Southern Agricultural Growth Corridor of Tanzania (SAGCOT)
The Southern Agricultural Growth Cortidor of Tanzania (“SAGCOT’} is a Public Private Partnership that was initiated at the World Economic Forum (WEF) Africa Summit in 2010 with three overarching objectives: 1) Enhance Tanzania’s food security and nutrition; and accelerate agricultural transformation and green growth, 2) Safeguard that this happens in a sustainable and responsible manner, 3} Improve livelihoods for smallholder farmers and their communities. SAGCOT partnership include government, both global and Tanzanian businesses, Apex and farmer organizations, Development Partners, Foundations, Research Organizations, Academia and NGOs with the mandate of catalysing responsible private sector led agriculture development. SAGCOT envisions that USD $2.1 billion of private investment can be mobilized over a twenty-year period (up to 2030), alongside public sector grants and loans of USDS$1.3 billion. The impact will be a tripling of the area’s agricultural output and income improvement for millions of Tanzanians.
1.2. The Cluster Approach ‘
The SAGCOT Initiative is implemented through six clusters identified in the SAGCOT Blue Print (2010) namely Ihemi, Mbarali, Kilombero, Sumbawanga, Ludewa and Rufiji with the aim of achieving economies of scale, synergies and increased efficiency. Since its inception in 2011, SCL and its partners have had active operations in Ihemi and Mbarali clusters. Using the experience and lessons learned from above two Clusters, SCL wishes to replicate this cluster approach to initiate activities in the third priority cluster-Kilombero Cluster (which covers the entire region of Morogoro). It is described to hosts the Kilombero Valley that has substantial potential for agriculture, particularly rice and sugar cane farming. In addition, it is a home of enormous biodiversity and has extensive Ramsar sites and water catchment contributing 65% of total water to the new Mwalimu Nyerere hydropower station, and supporting irrigation schemes, domestic use, livestock and fishing in the landscape. There are also important corridors for wildlife dispersal in the landscape including Ruipa, Mwanihana-Magombera and Wami Mbiki WMA Corridors. To ensure management of these vital resources, SCL and its partners have established a multistakeholder platform such as Land Use Dialogue to oversee the process visioning and planning development scenarios. :
Therefore, the CARE-WWEF Alliance in partnership with SCL, seeks a consultant team to develop the Kilombero CDF.
2.0 SCOPE OF WORK ‘
The scope of work for Kilombero CDF covers three complementary and distinct phases. The outputs of each phase deliberately inform the purpose and scope of the next phase as described below:
- Phase I. Update the Kilombero Cluster Profile (e.g status of and potential for green growth);
- Phase Il. Scope Value Chains (Value Chain Prioritization); and ‘
- Phase Ill. Provide an In-depth analysis of priority Value Chains with an eye of sustainability ‘
2.1 Objectives:
- The overall objective of this study is to provide a well-documented, well-structured and practical ‘
- guiding document (The KCDF) to guide the SCL and Kilombero Cluster Facilitation team to establish the SCL’s operations. Specifically, this assignment aimed to: ‘
- To provide broad overview of Inclusive and Sustainable Agribusiness “landscape”; \
- To identify at most 6 most important (or priority) value chains operating; :
- To analyze the dynamics of these 6 value chains in order to generate clear recommendations; :
- To produce the CDF with recommendations that are articulated around the findings of the study, ‘
- To build initial momentum and ownership of the CDF and collaborative approaches. ‘
- Each objective will be dealt with in a specific phase, although they are part of the overall assignment.
2.2 PHASE | – UPDATE THE KILOMBERO CLUSTER PROFILE
- The objective is to provide a broad overview of the inclusive and sustainable Agribusiness ;
- “landscape” and establish the “status quo” using desk review of secondary information and key informant interviews: ‘
- Update the Kilombero Cluster Profile to inform the design of interventions in the cluster: \
- The profile was described in the SAGCOT Investment Blue Print (2010) as Type 2′ where further investment in backbone infrastructure and careful assessment of social and environmental impacts is required. Therefore, it is critical to identify key issues that SCL
- Team will carefully look at and guide SAGCOT partnership to address and ensure an inclusive and sustainable agribusiness growth in the cluster (NB: since 2010, it is obvious the situation must have changed). Therefore, we should:
- Identify and map Existing Public and Private Investments and corresponding support, ‘
- Identify and map green growth issues to address challenges of inclusiveness, ecological sustainability, improved income and rural livelihoods; :
- Identify and map relevant stakeholders actively supporting an inclusive and sustainable agribusiness and champion green growth ideas through possible partnership models; ‘
- collect and review relevant existing land use plans and frameworks to understand and align land use designations or identify potential areas of conflict/cancel. ‘
The “mapping” will therefore focus on the following specific aspects: (indicates GIS/spatial ‘
information needed) ‘
- Updated basic information with an overview of all districts of Morogoro region focusing on: \
- Total area, Arable land, cultivated area, geographical info, demography and weather/climate, ‘
- Identify, locate and provide an overview of the protected and other ecologically ‘
important/sensitive areas (Pparks, Game reserves, Forest reserve, ecosystem Ramsar |
sites etc); ‘
- Establish the scale and nature of the environmental and social risks related to :
development; ‘
- Local hydrology and existing and planned irrigation schemes: Number, location, recent ‘
trends etc; (include GIS map) ‘
- Major crops, livestock and Fisheries commodities: land under production, production and ‘
productivity (metric tons) levels, and location where found in the district; and ‘
- Status of infrastructure: major and feeder roads, Railway, Electricity connectivity and ‘
comm.) ‘
- Identify and map Public and Private Investments and corresponding support structures:
- Identify, locate and give a brief profile of existing large farms, medium farms, and small farms; ‘
- Establish the range and average size of smallholder farms and the how this varies; ‘
- Identify and locate Factories, Storage structures, Logistics hubs (existing and potential), major market centers, input suppliers and agro-dealer networks; key ones should be spatially mapped. ‘
- Identify, locate and profile existing Government and donor projects; identify what results ‘
have come out of relevant projects and linkages to inclusive green growth ‘
- Identify, locate and profile Farmer Organizations and CSO’s; and ‘
- Identify and locate business support structures such as Banks, MFls, Research and
Training, and status of extension services (private and public);
- Validate findings at a workshop with a selection of key informants who participated in this Phase. ‘
Phase |: Deliverables
1) A summary report of no longer than 15 pages (excluding annexes/maps) as per objective ‘ of Phase ‘
2) The summary of each value chain (look at the most potential);
3) A validation workshop report; ‘
4) Annexes should include: a synthesis of the desk review; a copy of the interview checklist; GIS maps, and a list of the key informants. ‘
5) All data collected should be well-organized and integrated into SAGCOT’s overall data ‘management system, – working closely with SAGCOT GIS Specialist
2.3 PHASE Il: SCOPE VALUE CHAINS (VALUE CHAIN PRIORITIZATION)
- The objective is to facilitate key stakeholders in Morogoro region to prioritize six (6) value chains including Nature-based solutions (NBS) as justified by a mix of quantitative and qualitative criteria. ‘
- Using the information from Phase |, the consultants are expected to carry out the following tasks:
- Develop criteria for ranking and shortlisting of 6 priority value chains; and ‘
- Convene a workshop and facilitate discussions among key stakeholders from Morogoro region to come up with an agreed list of at most 6 priority value chains. }
Selection of the 6 priority value chains should take into consideration the following broad criteria:
- Alignment with SAGCOT objectives (food security and nutrition, smallholder farmers’ inclusiveness, potential impact on social and environmental issues, potential for ‘agribusiness growth); ‘
- Align with WWF conservation goals (halve foot prints of production and consumption, zero loss of natural habitats and zero extinction of species).
- Potential to support inclusive green growth agenda Morogoro Regional Agriculture Development Plan (2020-2025) and ASDP II Plan Priorities; ‘
- Potential for cross value chain dynamics; and
- Potential for growth to meet local and external market demand:
Phase II Deliverables
- A report of no more than 10 pages (excluding annexes) with the list of six value chains and validation workshop report and a matrix that cross references the criteria with the six value chain
2.4 PHASE Ill – IN-DEPTH VALUE CHAIN ANALYSIS ‘
The detailed analysis of the value chains will be done in two stages: ‘
- A Desk review of secondary data specifically relating to the prioritized value chains that interrogates, for each value chain: elaborated key stakeholders’ analysis (eg, market actors and regulators, value chain supporters and service providers, pullers, etc); ‘
- qualitative analysis, through which the consultants will highlight the value chain dynamics; and agribusiness opportunity and constraints identification along these value chains; and ‘
- Identify and prioritize public and private investment opportunities. The results from Phase will also be used to inform phase Ill especially on existing value chain actors and supporters. At all stages, for the sake of ownership, the consultant shall closely work with SCL and the Alliance). :
2.4.1 Qualitative and Quantitative Analysis ‘
‘ A team of experienced value chain experts will use a mixture of approaches: quantitative and |qualitative approaches to describe and analyze the value chains and how smallholder farmers ‘ interact with service providers at different stages in these value chains but also, along with |environmental and green growth experts, the possible environmental and social challenges ‘ posed over the course of the farming process. Qualitative analysis should be informed and supported by the quantitative data, and vice versa ‘ The analysis for each value chain will include the following parameters: :
- Definition of the sub-sectors and of the value chains- including commodity flows and main market outlets. ‘
- Functional analysis: (Actors, service providers, supporters etc) :
- Sub-sector maps (inter-relations and geographical coverage) ‘
- Identification and description of the driving value chains in the sub sector:
- Constraints and opportunities at sub-sector and value chain levels, including the ‘relationship between different producers and value chains that may have implications on equity (e.g., level of exposure of small-scale producers to new risks such as fragile |markets; distribution of benefits etc) ‘
- Gender perspectives along the value chain:
- Value Chain Performance: ‘
- Price structure and cost structure along the value chains, ‘
- Adoption of modern technology ‘
- ‘Level of engagement of key actors ‘
- Profitability of the different actors, :
- Rapid assessment of farmers’ cash-flows and labor dynamics ‘
- Rapid segmentation of the farmers depending on existing activities / farming |system ‘
- Dynamics within the value chains ‘
- ‘ Driving forces ‘
- Likely changes in status-quo / considering the on-going business environment \
- Levels of risk for the different value chain actors and mitigation strategies:
- Position, current and potential impact of local value chain champions on the dynamics ‘
- Levels of green compliance, environmental sensitivity/risk, land use plans, water use, and social inclusiveness as well as all actors’ levels of understanding and acceptance of GG issues and approaches, and possibility and willingness to change/adopt appropriate/recommended behaviors. :
- Integration of climate change and adaptation along the entire value chain. \
- Interactions between the sub-sectors:
- Along the value chains ‘
- Within the farmers’ households (in terms of use of land, financial flows and labour)
- Recommendations on best-bet business models, drawing from Nature-based Solutions as much as possible
- each sub-sector and value chain can be developed, :
- cross-value chain development can be triggered :
- Where there will be existing value chain partnerships, the consultants will analyse their strategies and existing/proposed interventions; and will suggest models of engagement in these partnerships.
- Proposal of M&E system for development of inclusive green growth of the priority value chains, including linkages to IGG tool to help set up sustainability baseline as well as targets at the cluster level. ‘
‘These findings will be validated in a workshop with a good representation of all the strategic Stakeholders giving practical recommendations – defining clearly (who? What? How? and time ‘ frame. This is important: the recommendations will define the work needed to be done by key \ stakeholders to jumpstart the process of agricultural transformation in the cluster, including ‘ brokering strategic partnerships among the agreed upon value chains and the Cluster compact agreements. ‘ ‘
Deliverables:
7 1) A report of no more than 30 pages (excluding annexes) that, for each value chain, sets out:
- A potential list of 5-6 “best-bet” interventions (Business models) that resolve binding constraints currently limiting prospects for their growth/performance;
- For each value chain describe market size, volume of transactions, number of
enterprises, approximation of the costs and revenue streams;
- List of Potential stakeholders from among the core market actors and those who
provide cross-cutting services through strategic partnerships ‘
- Diagrams showing the multi value chain development Framework (interrelated value
chain dynamics) and recommendations for coordination and synergies across clusters °
- Showing interrelated value chains- describing different types of risks faced the resolution of these constraints broken down by their significance and likelihood,
including climate change.
- A section on Green growth opportunities and constraints including climate adaptation, and develop practical responses to green growth opportunities for smallholder farmers in the field.
- List of potential local and international GG actors in the cluster who will form cluster level GRG
2) Validation workshop Report
2.5 PHASE IV: DEVELOP KILOMBERO CLUSTER DEVELOPMENT FRAMEWORK (CDF)DOCUMENT
While integration is happening during the entire process, consolidate reports from Phases | to III into the final document – this will provide “The Kilombero Cluster Development Framework”. It should be a well-documented, structured and practical guiding document to guide the SCL Team and other key stakeholders to initiate field operations, and a strategy on managing cluster data/information for better progress monitoring.
Deliverables:
1) Consolidated Kilombero CDF report including integrated reports of the 3 previous phases.
Also included an M&E framework with proposed indicators with linkages to the IGG tool:
2) Consolidated database (including GIS data);
3) Compilation of all detailed annexes.
3.3. Consultant Qualifications
WWF seeks a reputable national or intemationally recognized consultancy team, with at least 10 years of experience in Value Chain analyses, climate change vulnerability analysis and facilitating transformative Partnership Initiatives in Agriculture and environment. The following skills, expertise and experience will be locked at:
1) Overall expertise: Leadership, project management, coordination, and communication skills
- Proven experience with at least 3 related or similar assignments and demonstrated ability to work as a multidisciplinary team, including strong reqular communications
- Ability to engage private sector and policy makers both at national and local levels
- Extensive knowledge/experience of agricultural development in Africa and specifically Tanzania
- Ability and commitment to work closely with CARE-WWE Alliance, SCL, and other key partners as specified (e.g., Environmental Feeder Group members), ensuring consideration of local context and technology transfer
- Proficiency as a team in both written and spoken English and Swahili (not all team members need to be fluent in both)
2) Key specialty expertise 1: Business development expertise for value chain analysis must have:
- Master’s degree in agricultural economics, agribusiness, business management, economics or other relevant field
- Demonstrated qualification in strategic planning processes, agribusiness development with expertise in ways to foster investments in agribusiness.
- Minimum 8+ years of field and technical experience with business development, entrepreneurship development, public-private partnership engagement, and value chain development is required.
- Possesses breadth of experience in assessing and supporting small and medium business growth
- Ability to engage SME’s and farmers
- Substantial practical experience in financial and business analysis around agricultural value chains and in economic analysis of mixed farming systems
- Participated in design development or carried out performance evaluation for commercial investment in either the commercial fields of Agriculture, Livestock, and Fishing industries.
- Extensive knowledge and experience in agricultural development in Tanzania and specifically, in the Southern Highlands and ways to foster investments in agribusiness
- Experience in cluster approaches, mapping and system development
- Experience in organizational performance monitoring and improvement
- Proven excellent communication and facilitation skills amongst multiple stakeholders
2) Key specialty expertise 1: Business development expertise for value chain analysis must have:
- Master’s degree in agricultural economics, agribusiness, business management, economics or other relevant field
- Demonstrated qualification in strategic planning processes, agribusiness development with expertise in ways to foster investments in agribusiness.
- Minimum 8+ years of field and technical experience with business development, entrepreneurship development, public-private partnership engagement, and value chain development is required.
- Possesses breadth of experience in assessing and supporting small and medium business growth
- Ability to engage SME’s and farmers
- Substantial practical experience in financial and business analysis around agricultural value chains and in economic analysis of mixed farming systems
- Participated in design development or carried out performance evaluation for commercial investment in either the commercial fields of Agriculture, Livestock, and Fishing industries.
- Extensive knowledge and experience in agricultural development in Tanzania and specifically, in the Southern Highlands and ways to foster investments in agribusiness
- Experience in cluster approaches, mapping and system development
- Experience in organizational performance monitoring and improvement
- Proven excellent communication and facilitation skills amongst muttiple stakeholders
3) Key specialty expertise 2: Green growth, environmental, ecological expertise
Master’s degree in Natural Resource Management, Environmental Management or similar degree
- knowledge and experience in spatial planning and demonstrated experience in practical applications of environmental/conservation/ecological research;
- Has practical experience in designing/working on EIA with commercial Farming projects in Tanzania
- Demonstrated experience with sustainability issues in developing countries.
- understanding and experience with ecosystem services science desired art
4) Key specialty expertise 3: Database management and GIS
- Experienced in business intelligence, data management software and services; and familiarity with data management for online data platforms
- Understanding of database development and design and issues of data quality, Ability to address data inconsistencies
- Experienced in creating an effective data management strategy, and willingness to work collaboratively with SAGOCT GIS Manager to organize data for SAGCOT’s use (including in SAGCOT GIS platform)
- Proficiency in GIS software such as ArcGIS Desktop and ArcGIS Pro; capability to analyze spatial data using common geopracessing tools (intersection, dissolve, clip, common raster management tools, measure areas and distances) would be an advantage
- Experience in managing vector and raster data layers from different sources/projects/geospatial formats/etc; familiarity with how to manage the outputs of ecological modelling
- Ability and experience in producing clear and informative maps
3.4. Time Frame
The assignment is expected to be carried out for a period of not more than 40 days from the date of signing of the contract or not more than 74-person days as follows:
1. Phase I: 22 man-days (including 10 days for environmental/GIS analysis).
2. Phase I: 8 man-days
3. Phase Ill: 37 man-days (including 12 man-days for environmental/GIS analysis and integration with value chain actions)
4, Phase IV: 7 man-days – (including 2 days for environmental/GIS analysis integration)
5. Submission of application
Please, submit your soft copy application letter, CV and all relevant documents to
[email protected] addressed to:
Secretary, Procurement Committee
WWF Tanzania
Kiko Street, Off Mwai Kibaki Road Plot 252, Mikocheni
P.O. Box 63117,
website. wwf.or.tz
6. Deadline for submission:
Applications should be concise full combined Curriculum vitae & financial proposals fully signed, highlighting applicant’s company or personal profile, relevant and concrete evidences of experiences on similar works, the proposed approach and methodologies, work schedule and timings of the process. Also, apart from one pager application letter, financial proposal should Clearly specify time and other expenses both direct and reimbursable, these include unit costs on professional fees and the eligible taxes; kindly submit your applications as instructed by Friday 05, Oct 2020 at 17.00hrs Tanzania local time. Evaluation of the consultancy applications will be done based on WWF procurement guidelines and that WWF Tanzania is not bound to accept any lowest or highest proposal/bid.
Only successful applicant will be contacted
