Detailed terms of references


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. 


2.1 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)


3.1 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. 


4.1   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 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


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.


6.1    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.


7.1 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
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.


8.1 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

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