1. BACKGROUND
INFORMATION
1.1 Partner country
Pacific
members of the Africa, Caribbean and Pacific (ACP) group.
1.2 Contracting Authority
Pacific
Community
1.3 Country background
The
ACP is a grouping of 79 African, Caribbean and Pacific states with which the EU
has a special relationship. 48 ACP countries are in Sub-Saharan Africa, 16 in
the Caribbean region and 15 in the Pacific. The Pacific states are: Cook
Islands, Federated States of Micronesia, Fiji, Kiribati, Marshall Islands,
Nauru, Niue, Palau, Papua New Guinea, Samoa, Solomon Islands, Timor Leste,
Tonga, Tuvalu and Vanuatu.
Coconut
in the Pacific countries and societies is considered the ‘tree of life’. It is
a major element in the diets of local people and is vital for food security
health and economic reasons. The coconut industry also goes beyond that – in
that it is woven into the fabric of Pacific communities providing raw material
and a critical input for family and societal needs such as housing, transport,
ornaments, culture and other elements. In terms of livelihoods, Pacific
communities are largely rural based and coconut plays a very important economic
role, particularly in the more isolated rural communities, where formal
employment is scarce and where other alternative cash crops do not exist.
Coconut
is also important for environmental reasons. Where this crop is abundant as in
many coastal areas of the higher islands and atolls of the region, it provides
good soil protection against the erosion effect of high tides and a remarkable
degree of resilience in relation to tropical cyclones
1.4 Current situation in the sector
Commercially
oriented production of coconut for copra and coconut oil extraction started in
the colonial times when European settlers established plantations all
throughout the region from 1890 to 1930 (Great Depression). During this period
small holders also managed to add their own production to the plantation’s
exports of copra which for them presented high returns. After the 1960s the
price of coconut started declining together with other vegetable oils with its
image as a food commodity severely deteriorated, as significant competition
with other oil commodities such as soy oil appeared.
As
a result, active management of plantations was neglected or abandoned and
investment in coconut rejuvenation was mostly brought to a halt. In most PICs
coconut production is today predominantly a small holder activity and coconut
stands are, in a large proportion, senile with production generally in decline.
In Fiji alone, out of the existing 6.8 million bearing palms, 70% are senile
(more than 100 years old). It is estimated that roughly 65% and 50% of existing
palms are senile in Kiribati and PNG respectively.
Interest
in coconut and investment in plantations remains low in most cases and many
producers are turning their attention to other more high value agricultural
commodities with better potential for higher returns. At the same time, some
large estate owners have partially utilised their land for real estate
purposes, targeting foreign investors (Fiji and Vanuatu).
However
new market opportunities have emerged in high value products from green coconut
and other parts of the plant (VCO, coconut water and coconut sugar). These are
becoming increasingly popular due to newly identified health benefits debunking
previous views which regarded coconut oil as an unhealthy edible oil due to its
saturated fat content that could cause heart disease.
A
greater demand for these products may bring in parallel positive effects in
local economies and producers groups directly benefitting from higher whole nut
prices at lower production costs (when compared to copra sales). Using the
right technology and approach, producers, and in particular women groups, may
be able to have a stronger role in coconut related value chains or even
directly sell to the final consumer market.
Despite
the emerging opportunities and the fact that coconut is by far the most
important agriculture crop in the Pacific Islands, coconut production and
utilisation in the PICs is far from reaching its full potential.
This
general overview of the importance of coconut and the worrying contrast in
which the sector currently stands warrants greater investment by national
Governments in line with the APCC/SPC meeting recommendation, calling for
coconut to be included in national priority agendas.
1.5 Related programmes and other donor
activities
Pacific
Islands Private Sector Organisation (PIPSO)
The
International Fund for Agricultural Development (IFAD) is supporting PIPSO and
CTA to implement Leveraging the Development of Local Food Crops and Fisheries
Value Chains for Improved Nutrition and Sustainable Food Systems in the Pacific
programme.
The
programme will leverage agri-value chains to improve local food supply, income
and nutrition outcomes, by building value-chain specific public-private partnerships
(Value Chain Coordination platforms) that are infused with strong Agricultural
Innovation components. The project was launched in August 2016 and initial
discussions have identified areas for collaboration is outlined in the
implementation plan including mapping SMEs who process coconut; processing
training; business plan development and co-hosting or regional workshops. Ongoing discussion will ensure there is no
duplication in value chain road map/platforms developed by each project and
that if PIPSO/CTA does work in the coconut sector that the activities are
complementary or possibly co implemented.
Pacific
Horticultural Market Access Project (PHAMA)
PHAMA
is an Australian Government initiative, co-funded by the New Zealand
Government, it provides practical and targeted assistance to help Pacific
island countries manage regulatory aspects associated with exporting primary
and value added products. This encompasses gaining access for products into new
markets, and helping to manage issues associated with maintaining and in
proving existing trade.
Central
to the PHAMA approach is the development of strong public — private
partnerships between governments. Market Access Working Groups (MAWGs) have
been established by PHAMA with in the core PHAMA countries. These include
private sector representatives (e.g. exporters and producer groups) and
relevant government agencies responsible for elements of market access (e. g
Departments of Quarantine, Trade, Agriculture, Fisheries and Forestry). MAWGs provide
the link between farmers, industry and government. PHAMA is now also supporting
the development of industry based working groups and has assisted Coconut
Industry Working Groups (CIWG) in Solomon Islands and PNG.
PHAMA
has also undertaken value chain study for Coconut in Solomon Islands, they have
collaborated with PTI in a market opportunity study for coconut products into
China and are currently engaged in a value chain study for high value coconut
products in PNG. These studies will provide valuable insights for the rest of
the region and will be resource material for CIDP. It will be important to
maintain communications with PHAMA to avoid duplication of efforts and identify
possible collaborations. For example, if coco veneer is selected for value
chain road mapping PHAMA has an interest in supporting this area.
Working
with the CIWG’s will support CIDPs linkages with the private sector in these
larger islands and also provide technical expertise to the Regional Working
group for value chain road map development.
2. OBJECTIVE,
PURPOSE &
EXPECTED RESULTS
2.1 Overall objective
The
overall objective of the project of which this contract will be a part is as
follows:
The
purpose of the CIDP Project is to improve the competitiveness of small producers
engaged in the coconut value chains, through a strengthened regional
integration of related markets and the intensification of production ultimately
giving new life to this important industry.
2.2 Purpose
The
purpose of this contract is as follows:
To
promote rejuvenation and replanting of senile coconut plantations using local
coconut varieties by training extension, research staffs and farmers on mother
palm selections, nursery management and support for establishment of pilot
nurseries. This will be carried out back to back with the promotion of farming
systems (including agro-forestry) technologies as a means of optimising land
use, enhance multi-cropping in contrast to mono-cropping and improving livelihood
opportunities for farming households including rural women.
2.3 Results to be achieved by the Contractor
•
A
training package covering, for organic and conventional systems
a.
Mother palm
selections, nursery management and establishments of nurseries
b.
Farming
systems (including agro-forestry) technologies as a means of optimising land
use, enhance multi-cropping
•
Implement
a regional train the trainers workshop (logistics for workshop provided by SPC
outside of this contract)
•
Design
and implement public private seed supply systems in 7 PICs (selected in
conjunction with SPC, materials/inputs provided outside of this contract)
3. ASSUMPTIONS
& RISKS
3.1 Assumptions underlying the project
Small
holders, farmers groups and small entities involved in coconut production and
processing show motivation and engage in technical training on coconut
production intensification, postharvest diversification and marketing.
3.2 Risks
Low
engagement and adoption of new technologies/training; low ownership of the
project; lack of sustainability.
4. SCOPE
OF THE
WORK
4.1 General
4.1.1. Project description
The
logic for this Action is that it will ultimately lead to a stronger capacity
for the coconut industry to systematically address active replanting of
coconuts in the region and also practical demonstrative cases of new value
added products and services from the region.
Firstly,
sector competitiveness will be reinforced through investment in appropriate
technology in value added processing and in the intensification of coconut
plantation productivity. This will ensure that the sector responds to market
forces and also effectively tackles gaps currently constituting major
constraints for the coconut sector development, with a special attention to the
ageing of existing plantations and the need to urgently undertake coconut
rejuvenation. The project needs to assess existing success stories (and
failures) within the region and also existing information related to available
adequate and affordable technologies and most promising market opportunities
(local and export).
The project must put a strong emphasis on
training and awareness. This will work as the motivating key for smallholder
coconut producers and other stakeholders to gain technical capacity and be
empowered to effectively decide and choose the options that may work best for
them to engage in improving the existing “modus operandi” of coconut production
and the subsequent modernisation of coconut agro-industrial activities.
In addition, the project will also assess
existing risks for the coconut sector in the Pacific region and help producers
and processors better deal with them.
This project will offer solutions to financing
and technically supporting new pilot projects in the coconut sector (and
specifically projects that address diversification and add value to coconut and
simultaneously stimulate rejuvenation of palms), in order to bring investment
intentions into reality. This will be achieved by working in close collaboration
with local and regional financial institutions and other relevant private
entities with enough capacity to manage loans. In addition, all investments
will be preceded and backed up by sound business plans with a well-grounded
market approach.
Furthermore
and alongside with production, the project will also assist business
development by actively supporting traders who are already involved in coconut
value chains, to find new markets and to promote coconut products in fairs and
relevant sector events, that may serve as potential marketing bridges for the
Pacific region.
The
project will also emphasize networking between PICs and stakeholders and in
particular to try and make use of best locally available resources and
information (such as on markets, research and development and existing gene
banks, etc...).
Finally,
CIDP will have a strong advocacy role, working closely with regional
institutions involved in decision making and national Governments, advising on
best optional routes for developing the coconut sector in accordance with each
country’s specific needs and constraints and also aiming at trying to unite
regional efforts around common problems which, in a large extent, have similar
solutions.
This
project is therefore supported by three basic pillars. Intensification of
on-farm coconut production, market driven technological diversification and the
increase of regional synergies and collaboration reflected in more coherent
national strategies on how the coconut sector should move forward.
4.1.2. Geographical area to
be covered
Pacific
ACPs: Cook Islands, Federated States of Micronesia, Fiji, Kiribati, Marshall
Islands, Nauru, Niue, Palau, Papua New Guinea, Samoa, Solomon Islands, Timor
Leste, Tonga, Tuvalu and Vanuatu.
4.1.3. Target
groups
Extension
and research staff, farmers, coconut processors and related private
sector.
4.2 Specific work
A.
Draft an
Inception Report detailing the methodology to be used to undertake the
contract.
B.
In a
participatory manner develop a training package tailored to the Pacific islands
and covering organic and conventional systems that includes:
a.
Participatory
mother palm selection,
b.
Establishment
and nursery management including coconut hybrid
production
c.
Replanting/regeneration of existing stands
d.
Coconut based
farming systems (including agro-forestry) as a means of optimising land use for
atoll and non-atoll countries
e.
Management of
common pests and diseases. C. Trial/test training package before
finalisation.
D.
Utilising the
training package implement a regional train the trainers workshop (logistics
for workshop provided by SPC outside of this contract).
E.
Undertake a
desk review of existing coconut seed supply system models including in South
East Asia and identify possible models for the Pacific.
F.
Design and
implement public private seed supply systems in 7 PICs (implementing partners
selected in conjunction with SPC, materials/inputs provided outside of this
contract)
G.
Comply with
the latest Communication and Visibility Manual for EU External Action (see https://ec.europa.eu/europeaid/funding/communication-and-visibility-manual-eu-externalactions_en. for
any visibility actions.
4.3 Project management
4.3.1 Responsible body
Land
Resources Division of the Pacific Community will be responsible for managing
the contract.
4.3.2 Management
structure
The
CIDP Team Leader and Finance and Procurement Officer/Dep Team Leader (the
Coordination Team) will implement the project and shall report, for daily
management purposes, to the Acting Deputy Director, Sairusi Bulai of the SPC
Land Resources Division (LRD).
At
a strategic and policy level the project shall be guided by the Project
Steering Committee with significant institutional support from the LRD,
stakeholders and specialist technical assistance.
4.3.3 Facilities
to be provided by the Contracting Authority and/or other parties
NA
5 LOGISTICS
AND TIMING
5.1
Location
The
operational base for the project is Suva Fiji.
5.2
Start date & period of implementation
The
intended start date is 11 September, the number of person’s days for the contract is 60
and the period of implementation of the contract will be 12 months from this
date. Please see Articles 19.1 and 19.2 of the Special Conditions for the
actual start date and period of implementation.
6 REQUIREMENTS
6.1 Staff
Note
that civil servants and other staff of the public administration, of the
partner country or of international/regional organisations based in the
country, shall only be approved
to work as experts if well justified. The justification should be submitted
with the tender and shall include information on the added value the expert
will bring as well as proof that the expert is seconded or on personal leave.
6.1.1 Key experts
Key
experts have a crucial role in implementing the contract. These terms of
reference contain the required key expert’s profile. The tenderer shall submit
CVs and Statements of Exclusivity and Availability for the following key
experts:
A. Team
Leader.
Key expert
1: Team Leader, Coconut production/agronomy expert Qualifications and
skills
•
Degree
qualification in agriculture or related field and at least 5 years’ experience
in the tropical production systems
General
professional experience
•
At
least 5 years experience in working with farmers and extension providers
Specific
professional experience
•
At
least 5 years experience in coconut agronomy/coconut production systems
•
Experience
with Pacific island farming systems
All
experts must be independent and free from conflicts of interest in the
responsibilities they take on.
6.1.2 Non-key
experts
The
profile of the non-key expert for this contract is as follows:
Non Key
expert 1; Training materials development
Qualifications
and skills
•
Qualification
in education or training of trainers
General
professional experience
•
At
least 5 years experience in training trainers and/or developing training
materials and communications materials
Specific
professional experience
•
At
least 3 years of experience in development of training and communication
materials in the field of agriculture.
CVs
for non-key experts should not be submitted in the tender but the tenderer will
have to demonstrate in their offer that they have access to experts with the
required profiles.
The
Contractor must select and hire other experts as required according to the
profiles identified in the Organisation & Methodology and/or these Terms of
Reference. It must clearly indicate the experts’ profile so that the applicable
daily fee rate in the budget breakdown is clear. All experts must be
independent and free from conflicts of interest in the responsibilities they
take on.
The
selection procedures used by the Contractor to select these other experts must
be transparent, and must be based on pre-defined criteria, including
professional qualifications, language skills and work experience. The findings
of the selection panel must be recorded. The selected experts must be subject
to approval by the Contracting Authority before the start of their
implementation of tasks.
6.1.3 Support staff &
backstopping
The
Contractor will provide support facilities to their team of experts (backstopping)
during the implementation of the contract.
Backstopping
and support staff costs must be included in the fee rates.
6.2 Office accommodation
Office
accommodation of a reasonable standard and of approximately 10 square metres
for each expert working on the contract is to be provided by the Contractor:
The costs of the office accommodation are to be covered by the fee rates.
6.3 Facilities to be provided by the Contractor
The
Contractor must ensure that experts are adequately supported and equipped. In
particular it must ensure that there is sufficient administrative, secretarial
and interpreting provision to enable experts to concentrate on their primary
responsibilities. It must also transfer funds as necessary to support their
work under the contract and to ensure that its employees are paid regularly and
in a timely fashion.
6.4 Equipment
No equipment is to be purchased on behalf of
the Contracting Authority / partner country as part of this service contract or
transferred to the Contracting Authority / partner country at the end of this
contract. Any equipment related to this contract that is to be acquired by the
partner country must be purchased by means of a separate supply tender
procedure.
6.5 Incidental expenditure
The
provision for incidental expenditure covers ancillary and exceptional eligible
expenditure incurred under this contract. It cannot be used for costs that
should be covered by the Contractor as part of its fee rates, as defined above.
Its use is governed by the provisions in the General Conditions and the notes
in Annex V to the Contract. It covers:
Travel costs and subsistence allowances for
missions, outside the normal place of posting, undertaken as part of this
contract. If applicable, indicate whether the provision includes costs for
environmental measures, for example C02 offsetting.
The
provision for incidental expenditure for this contract is EUR 8,000. This
amount must be included unchanged in the Budget breakdown (Annex V). The
incidental expenditure allocation will be under SPC’s custody and shall be
released or utilised only upon approval.
6.6 Lump sums
Activities
paid under lump sum in this contract are:
•
Completion
of Inception report
•
Development
of Training Package for Organic and Conventional Systems
•
Implementation
of Train the Trainers Workshop
•
Implementation
of 7 Seed Sytems
6.7 Expenditure verification
The
provision for expenditure verification covers the fees of the auditor charged
with verifying the expenditure of this contract in order to proceed with the
payment of any pre-financing instalments and/or interim payments.
The
provision for expenditure verification for this contract is EUR 1,000. This amount
must be included unchanged in the Budget breakdown. For this contract, the allocated amount for
expenditure verification will be under SPC’s custody. The responsibility to lead expenditure
verification will be SPC’s.
This
provision cannot be decreased but can be increased during execution of the
contract.
7 REPORTS
7.1 Reporting requirements
Please
see Article 26 of the General Conditions. Interim reports must be prepared
every six months during the period of implementation of the tasks. They must be
provided along with the corresponding invoice, the financial report and an
expenditure verification report defined in Article 28 of the General
Conditions. There must be a final report, a final invoice and the financial
report accompanied by an expenditure verification report at the end of the
period of implementation of the tasks. The draft final report must be submitted
at least one month before the end of the period of implementation of the tasks.
Note that these interim and final reports are additional to any required in
Section 4.2 of these Terms of Reference.
Each
report must consist of a narrative section and a financial section. The
financial section must contain details of the time inputs of the experts,
incidental expenditure and expenditure verification.
To
summarise, in addition to any documents, reports and output specified under the
duties and responsibilities of each key expert above, the Contractor shall
provide the following reports:
Name of report
|
Content
|
Time of submission
|
Inception
Report
|
Analysis of
existing situation and work plan for the project
|
No later than 1
month after the start of implementation
|
Draft Final
Report
|
Short
description of achievements including problems encountered and
recommendations.
|
No later than 1
month before the end of the implementation period.
|
Final Report
|
Short
description of achievements including problems encountered and
recommendations; a final invoice and the financial report accompanied by the
expenditure verification report.
|
Within 1 month
of receiving comments on the draft final report from the Project Manager
identified in the contract.
|
7.2 Submission & approval of reports
One
copy of the reports referred to above must be submitted to the Project Manager
identified in the contract. The reports must be written in English. The Project
Manager is responsible for approving the reports.
8 MONITORING
AND EVALUATION
8.1 Definition of indicators
-
Approved
inception report
-
Approved
training package
-
Completed
train the trainers workshop
-
7 seed
production systems implemented
-
Approved
final report
-
Timelines
adhered too.
8.2 Special requirements
None
* * *
