Request for Expression of Interest: Individual Consultants to Development a Flagship Program on Public-Private Partnership for the Promotion of Youth and Women in Agribusiness Development in North-Central Mozambique

A.        Introduction

  1. The agricultural sector continues to be one of the main divers of the economic growth and development in Mozambique contributing with about 23% of GDP on average, 6% to the country’s exports and 25% of value addition to the country’s economy. In addition, about 99% of the country’s population, with about 3.9 million small- and medium-sized agricultural holdings, depends on agriculture for their livelihoods, cultivating about 95% of all the agricultural land and producing about 95% of the country’s agricultural output. More than two thirds of the people in the country are either directly or indirectly employed in the agriculture sector and 90 percent are women.
  2. More than 70 per cent of poor households live in rural areas. Farming is their main source of food and income, but agricultural productivity is low. The country’s low agricultural productivity is the result of a lack of appropriate technologies and supports. In addition, produce markets are generally distant, unreliable and uncompetitive for smallholder farmers, who depend on traditional farming methods, low-yield seed varieties and manual cultivation techniques, and alternative sources of income outside agriculture are limited.
  3. Over 80% of the cultivated land is used for the rain-fed production of staple food crops with maize, cassava, and cowpeas being the dominated crops comprising about 60% of the total cultivated land. However, there are about 36 million arable hectares of land suitable for agriculture, of which only about 10% are currently being used, and only 3% are irrigated. The National Irrigation Program by the government of Mozambique aims to develop additional 300,000 ha of irrigated land by 2042 by 2042, being the estimated potentially irrigable 3.0 million hectares. Cereals (maize, sorghum, rice and millet) account for 46% of total area cultivated, cassava for 17%, beans for 11%, and oilseeds for 9%. Vegetables are produced on only 5% of the land and the cash crops (sugar cane, cotton, tea, oilseeds, tobacco) are cultivated on just 6%.
  4. Despite the liberalization of agricultural markets through market reform after independence, poverty and food insecurity still prevalent in Mozambique—largely due to relatively low agricultural productivity. This is due to low levels of use of improved input technologies, with reportedly less than 5% of the 3.3 million farms making use of such technologies like improved seeds and fertilizers. The sector’s relatively low productivity can also be attributed to limited market access, post-harvest infrastructure, availability of insurance and credit mechanisms, and the vulnerability to climate change resulting in increasing uncertainty in fluctuating climatic conditions to the predominantly rain-fed agricultural systems.
  5. The extent to which food supply may be impaired by climate change in Mozambique is becoming increasingly important and estimates for future demands, and production, in food is imperative. A recent report projection by the International Food Policy Research Institute indicate that the impact of climate change over the next 40 years with decreasing rainfall, and an increase in average temperature, will lead to a 2-4% decrease in yields of the major crops in Mozambique. In coastal regions, it is estimated that up to 4,850 square kilometers of land could be lost due to rising sea levels as a consequence of climate change that will also affect agricultural production due to salinity and floods. Despite the efforts towards a steady growth in agriculture as well as in food production, Mozambique has been facing persistent challenges in achieving food security mainly as result of disasters (i.e. droughts, floods and cyclones) and fluctuations in food prices from the influence of volatile international markets for basic food items. The Government of Mozambique’s National Adaptation Program of Action (NAPA) includes agriculture as one of its main priorities, in strengthening the capacity of agricultural producers to cope with climate change.
  6. According to studies by FAO and the Swedish International Development Cooperation Agency (SDC), in 2010, 90% of the Mozambican women are engaged in agriculture, as compared to only 66% of men. Most rural women work in agriculture and play a crucial role in growing food crops and generating income for their families (IFAD 2016). In the Gender, Environment and Climate Change Strategy and Action Plan for Mozambique agriculture is considered as a key sector needing strategic action focusing on the following: (i) Develop and disseminate agricultural practices among women to increase production and productivity; (ii) Increase food and nutritional security; (iii) Sustain the effects of intensive agricultural practices and prevent soil degradation; (iv) Promote the diversification of edible crops; (v) Introduce short-cycle and drought resistant crops.
  7. In Mozambique, as in other parts of Africa, youth involvement in agriculture is minimal. The average age of farmers on the continent is 60, yet more than 60 percent of the population is under the age of 25, according to the United Nation’s Food and Agricultural Organization. This has been a major source of concern throughout Africa, because if young people continue to stay away from the farms, there will be no food producers to replace the aging farmers. Youth involvement is also crucial to increasing productivity on farms, as the young are more likely to invest in technology and are more committed to running the farm as a business, instead of a way of life.
  8. Notwithstanding, these recent drives towards achieving agricultural transformation in Mozambique as in most of Africa, the youth and women still remain the two important groups whose full potential has not yet been fully exploited for the benefit of the agricultural sector. This is despite wide recognition of their positive roles and potential contributions as key drivers and contributors of agricultural development and transformation. It is widely known that the youth and women are demographically in majority and are key players in agricultural and national development and yet they don’t get the full dividends of their contributions. Women and youth provide most of the labour for agriculture. However, most women do not get equitable returns on their work and effort as compared to men and most of the youth and women apart from not getting a fair share of their contribution, continue to suffer from limited participation in meaningful and profitable agribusiness ventures. In addition, there seems to be limited incentives to attract the full and active participation of youths and women into engaging in viable and profitable agribusiness ventures.
  9. In line with the African Union Comprehensive Africa Agriculture Development Program (CAADP) agenda, the Government of Mozambique has put in place policy and strategic frameworks to guide agricultural transformation in the country. These include the Strategy and Plan for Agricultural Development – Plano Estratégico de Desenvolvimento do Sector Agrário (PEDSA, 2010-2020); the National Agricultural Investment Plan – Plano Nacional de Investimento do Sector Agrário (PNISA, 2019-2020); and the Operational Plan for the Development of the Agricultural Sector- Plano Operacional para o Desenvolvimento do Sector Agrário (PODA). These policy and strategic instruments are the cornerstones underpinning harmonized action to drive the country’s agricultural transformation agenda. PEDSA identifies the country’s vision for transforming the agricultural sector from being predominantly a subsistence farming industry to becoming a competitive and sustainable sector that would contribute to food security and raise incomes of rural households “in a competitive and sustainable manner that guarantees social and gender equity”. PEDSA set a target for achieving seven percent agricultural growth per year.
  10. The PNISA as the instrument translating the agricultural and national development agenda comprises of five thematic areas/components of: (i) Improvement of Production and Productivity; (ii) Market Access; (iii) Food and Nutritional Security; (iv) Natural Resources; and (v) Reform and Institutional Strengthening. Under each component, specific programs are identified as outlined in Annex 1
  11. In a quest to catalyze inclusive and sustainable agriculture transformation that seeks to transform smallholder agriculture into highly productive, efficient, competitive and sustainable systems, AGRA is supporting the Government of Mozambique in collaboration with other development partners to implement the country’s agricultural agenda as guided by the available policy frameworks including the PNISA.

In 2018, AGRA partnered with the Government of Mozambique to undertake a study on input subsidy initiatives in the country. The objective of the study was to conduct an assessment of fertilizer and seed distribution system in Mozambique, including taking stock of market access and distribution systems and use lessons learned to recommend approaches that can be incorporated in the design of input subsidy programs.  Based on the findings of this study, key actions were recommended and included: Support of research and extension activities for information dissemination related to the use of improved inputs; Interventions related to market-led initiatives with the aim to improve input and output value chains; Improvement in rural transport infrastructure; Hub dealers and agro dealer development to increase the density of input distribution network to reduce the cost and increase the availability of inputs; Provision of credit to improve warehouse capacity; Development of Marketing Information System (MIS)  for input and output, including the use of different ICTs platforms, such as cell phones; and putting in place policies for favorable environment for agribusiness development.

  1. To accelerate these transformation efforts as defined within the framework of PNISA (component 2, Program 11), the Government of Mozambique seeks to develop a flagship program aimed at advancing a public-private partnership for the promotion of youth and women in agribusiness development in North-Central Mozambique. The goal of this flagship program is to drive sustainable agricultural productivity across Mozambique to ensure food security, generate jobs, promote inclusive economic growth, and strengthen the resilience of households and communities.
  2. Women and Youth will be the main target in this flagship program whose objectives will include but not limited to: i) improved administration and management of the existing government input subsidy with in-built graduation mechanism; ii) enhance private sector led input distribution through agro-dealer expansion and farmer access to input credit; iii) increase market access; iv) increase capacity of farmers to prepare and adapt to climate vulnerability and income shocks and stresses and v) institutional support and creation of enabling environment.
  3. The key drivers of change of this flagship program include; crop intensification and diversification, job creation and increased farmer household income for women and youth in the north- central region of Mozambique. The flagship program will focus on key staple commodities as shall be identified through triangulation and consultations with key stakeholders and will have the following components:

Component I: Drive agricultural productivity through a private sector led input distribution system. A two-prong approach will be adopted to increase timely access of farmers to quality inputs thus; strengthening of the existing Input Subsidy Program (ISP) in accordance with the recommendations of the review report of the Mozambique subsidy study, and promoting private sector-led agro-input distribution through Agro-dealer expansion and input credit to access to farmers.

Component II: Increase Market Access through aggregation and structured private sector off-taker arrangements. Under this component, the Government will adopt already successful approaches such as the consortium model that aim to improve farmers’ access to both input and output market, while working with government to catalyze investments to improve infrastructure and at the same tine creating the enabling business environment to attract private sector investments.

Component III: Promote financial inclusion of micro, small, and medium-sized enterprises (MSMEs) across the food system through increased provision of credit, equity, business development services, and training of financial institutions. The component will also look to leverage on government existing financing windows to enhance insurance mechanism and leverage the guarantee fund for MSME and smallholder farmer finance.

Component IV: To build resilience due to climate change in the agriculture systems in Mozambique through development of multisectoral interventions to strengthen climate information systems for agriculture, integrate climate smart agriculture practices, which integrate natural resources management at systems and farm level. This component will leverage ongoing efforts by the Government and its partners on climate smart practices.

Component V: Support Management and Coordination for Results

This component will spell-out the institutional arrangement and governance for the implementation and coordination of the flagship program, including a monitoring and evaluation framework that is linked to a learning platform.

  1. To develop a bankable flagship program, a consultancy is required to provide technical support to the Ministry of Agriculture and Food Security.

B.      Overall Objective of the Assignment

The objective of this assignment is to in line with PNISA, develop a five-year flagship program on public-private partnership for the promotion of youth and women in agribusiness development in north-central Mozambique

B.1.      Specific Objectives of the Assignment

  1. To develop a detailed program document in line with the components as already defined.
  2. To propose a funding mechanism for the program considering Government Budgeting arrangements and development partners’ support scheme, including a comprehensive costing. The funding framework should also include a resource mobilization plan detailing possible funding sources internally – leveraging government’s own resources from savings and new allocations and externally from identified multilateral and bilateral partners
  • To develop a detailed operational plan of the flagship program.
  1. To develop a comprehensive implementation and investment/costing plan (funding requirements) for the 5-year strategic interventions.
  2. To propose and mainstream a holistic value chain implementation approach that takes into consideration the six agricultural development corridors with possible distinct business models as well as, models for expanding the program. This should take into consideration sustainability aspects and long-term direction of the program.
  3. To develop a capacity development plan to support efficient implementation of the program components, with clear roles and responsibilities of various players, setting feasible targets to achieve and showing clearly how performance should be tracked and measured.
  • To propose an elaborate and inclusive institutional framework that will facilitate effective coordination and implementation arrangement (management structure) for the program, considering differentiated roles of both public and private parties in this type of flagship initiative.
  • To design a robust Monitoring & Evaluation including learning framework for the program. This should be linked to the broader monitoring framework such as the Country CAADP biennial review process.

C.      Approach

Under the overall guidance and supervision by the Permanent Secretary of the Ministry of Agriculture and Food Security and the National Task Team (NTT) to be appointed, the development of this Flagship Program will be undertaken by a Lead Consultant supported by another local counter-part. The NTT will provide guidance, technical information and data including the identification of the relevant stakeholders and documents as needed. Specific working groups may also be constituted to work with the consultants on specific pillars of the plan.

D.      Responsibilities of the Ministry of Agriculture and Food Security (the Client)

The Ministry of Agriculture and Food Security will provide leadership to the process and shall:

  1. Appoint a National Task Team (NTT) to oversee the process of developing the Flagship Program;
  2. Facilitate access to existing documentation/information held by various public and private actors;
  3. Facilitate the consultation process (e.g. providing an introduction letter);
  4. Facilitate convening inception and validations meetings (the consultant shall budget this activity up-front).

E.      Key responsibilities of the consulting firm / consultants

The selected individual consultants will have the following key responsibilities:

  1. Develop an inception report that provides interpretation of the Terms of Reference for the assignment, the approach, work-plan, timelines and deliverables.
  2. Design and implement a work-plan for the development of the five-year Program;
  • Provide regular updates to the PS and NTT established by the Ministry to oversee the development of Flagship Program;
  1. Organize consultations with a broad range of stakeholders, including relevant Government Ministries, technical and profession organizations (e.g. research and development institutions, private sector actors, development partners, farmers’ umbrella organizations, projects and programs. The consultant should also consult all relevant supporting/complementing government ministries – such as Ministries of Finance, Environment, Commerce, Gender, Infrastructure, Tax Authorities among others.
  2. Ensure the integration of emerging threats to agriculture development – climate change (adaptation and mitigation), crop protection (fall army worm, alfatoxins). Climate change offers an opportunity for additional funding sources for the agriculture sector, and this should be reflected in the Flagship Program.
  3. Ensure that the programme takes full consideration of gender inequalities and also leverages from other government programmes that are targeted at employment creation for the youth.
  • Collect and consolidate feedback and input from all the relevant stakeholders;
  • Aggregate and consolidate inputs and contributions into a comprehensive investment plan document and associated documentation including a costing and M&E plan for the roll-out of the program;
  1. Prepare a final report based on inputs from the NTT;
  2. In collaboration with the NTT, plan and facilitate stakeholder consultative and validation workshops/meetings.
  3. Finalize and submit the investment plan document.

F.      Expected deliverables and timelines

The consulting firm or individual consultants will be expected to prepare a comprehensive investment plan document for 2019 – 2023 and associated documentation for the roll-out of the Flagship Program. The report should include the following:

  1. A medium to long term investment Program (2019-2023) mainly focusing on the following main pillars: i) access to quality and affordable inputs (seeds and fertilizers), ii) access to proximity extension services, iii) land and soil fertility management, iv) post-harvest management and output market development, v) access to mechanization services, vi) innovative finance for inputs and outputs, vii) promotion of E-Agriculture, viii) Job creation and resilience; and ix) institutional support and creation of enabling environment.
  2. A funding mechanism for the program’s investment plan considering Government Budgeting arrangements and development partners’ support provisions, including a comprehensive costing.
  3. A detailed operationalization plan for the program.
  4. A comprehensive implementation and investment/costing plan (funding requirements) for the 5-year strategic interventions.
  5. A capacity development plan to support efficient implementation of the program pillars, with clear roles and responsibilities of various players, setting feasible targets to achieve and showing clearly how performance should be tracked and measured.
  6. A coordination and implementation arrangement (management structure) for the flagship program, considering differentiated roles of public, development partners and private parties.
    1. A robust Monitoring and Evaluation framework for the program. This should be linked the broader monitoring frameworks such as the Country CAADP biennial review process.

G.     Contract Administration and Reporting Arrangements

The Lead Consultant will report to the Permanent Secretary (chair) and members of the National Task Team (NTT) throughout the engagement period. The Lead Consultant will also provide a weekly update on progress to the NTT and the AGRA’s Country Manager for Mozambique.

H.      Required Qualifications for the Lead Consultant

The lead consultant will serve as the team of this assignment and will have the following qualifications:

  1. A master’s degree in agriculture or any other related degree. A PhD in the same area is an added advantage.
  2. Over 10 years’ experience in agriculture and rural development at global, regional and national level.
  3. Experience in design and formulation of programs.
  4. Experience in the following fields:
    1. Inputs markets and input subsidy programs development.
    2. Agriculture value chains development.
  • Business modeling.
  1. Agricultural financing and agriculture markets development.
  2. Monitoring & Evaluation and learning.
  1. Strong background working with Ministries of Agriculture in developing countries, particularly in Sub-Saharan African countries;
  2. Knowledge of agriculture sector in Mozambique (including respective policies, strategies and programs) and relevant stakeholders is preferred;
  3. Strong developmental sector knowledge;
  4. Fluent in Portuguese language and writing skills, good knowledge of English language is an addition.
  5. Available to start the assignment immediately.

I.       Required Qualifications for the National Counterpart Consultant

Working under the lead consultant, the National Counterpart should have the following qualifications:

  1. A master’s degree in agriculture or any other related degree. A PhD in the same area is an added advantage.
  2. At least 8 years’ experience in agriculture and rural development at national level.
  3. Experience in design and formulation of programs.
  4. Strong background working with Ministries of Agriculture in developing countries, particularly in Sub-Saharan African countries;
  5. Knowledge of agriculture sector in Mozambique (including respective policies, strategies and programs) and relevant stakeholders is preferred;
  6. Fluent in Portuguese language and writing skills, good knowledge of English language is an addition.
  7. Available to start the assignment immediately.

J.       Duration of the Assignment

The assignment is expected to start early April 2019 and complete by early June 2019 (Two Calendar Months) including consultations, data collection, reporting and validation.  A total of 40 days will be required for the lead consultant while the national counterpart shall require 30 days. Segregation of roles, duties and level of effort is defined in Annex 2.

K.     Evaluation criteria

The proposal for this contract will be evaluated according to the following criteria:

  1. Thoroughness in complying with all of the elements laid out for this assignment;
  2. Lead Consultant’s experience and capacity;
  3. Years of experience in delivering similar assignments and past performance;
  4. Experience in Sub-Saharan African agriculture development context;
  5. Strong familiarity with scope of work;
  6. Quality of technical proposal;
  7. Methodological approach;
  8. Work plan & Budget/financial offer.

Submission of Proposals:

  1. All interested consultants to submit a Brief Technical proposal, detailed CV and Financial Proposals must be submitted separately to procurement@agra.org on 3rd May 2019 at 17:00 Hours East Africa Time (GMT +3).
  2. The subject of the email MUST read “Proposal for Mozambique Flagship Design”. AGRA shall not be liable for not opening proposals that are submitted with a different subject.
  3. Technical and Financial proposals will need to be submitted as separate documents. Financial proposals will not be opened until the conclusion of the technical evaluation and then only for those proposals that are deemed qualified and responsive.
  4. Neither technical nor financial proposals should exceed 10MB.
  5. The financial proposal MUST be password protected. The password shall be requested from firms that meet the minimum technical score of 75%
  6. The Financial proposals shall include all applicable taxes quoted separately. If taxes are not mentioned in the financial proposal, AGRA shall consider that they are included in the prices provided.

Disclaimer

AGRA reserves the right to determine the structure of the process, number of short-listed participants, the right to withdraw from the proposal process, the right to change this timetable at any time without notice and reserves the right to withdraw this tender at any time, without prior notice and without liability to compensate and/or reimburse any party.

Annex 1: Structure of the PNISA

Component Thematic area Component/Sub-component
#1 Agricultural Production and Productivity (i) Food Crops (Program 1); (ii) Cash Crops (Program 2); (iii) Fishery (Program 3); (iv) Livestock (Program 4), (v) Agricultural Research (Program 5), Agricultural Extension (Program vi); Irrigation (Program 7) and Agricultural Mechanization (Program (vii)
# 2 Access to Markets (i) Post-harvest Management and Marketing (Program 9); (ii) Financial Services (Program 10); (iii) Agro-Business Development (Program 11); (iv) Rural Roads (Program 12); (v) Information Systems and Agricultural Statistics (Program 13)
# 3 Food and Nutritional Security (i) Improving Access to and Use of High Nutrititional Value Food (Program 14); (ii) Multisectoral Monitoring and Coordination (Program 15).
# 4 Natural Resources management (i) Land for Agricultural Purposes (Program 16); and (ii) Forestry and Wildlife (Program 17); (iii) Institutional Development of the DNTF (Program 18); and (iv) Mapping and Remote Sensing (Program 19)
#5 Institutional Reform and Strengthening (i) Institutional Reform (Program 20); and (ii) Institutional Strengthening (Program 21)
Cross-cutting issues (i) Gender; (ii) Environment; (iii) Other sector policies & on-going plans; (iv) decentralization These are not stand-alone hence have no budgets of their own. They are fully integrated into the % components and corresponding 21 programs and Services

Source: PNISA document

Annex 2: Segregation of Roles for Team of Consultants

Tasks / Days Team leader

 

Local Expert

 

1. Preparatory process
Client discussions, desk research and development of work plan 4 3
Engage with the client, Develop the program of work and initiate the process

Take the lead in Identifying key institutions, organizations, and individuals pertinent to development of flagship program

Take lead in the documentation of the entire process and participate in the identification and selection of sample stakeholders and the relevant literature

 

2. Inception Stakeholder meeting
Engagement with key stakeholders and agreement on the process of flagship development 2 2

 

Present the process design to the stakeholders and agree on details with the entire team Take lead in the preparation of interview and data collection formats

Ensure inclusion of all key stakeholders in the process

3. Flagship Design process
Interviews with government at and other sector stakeholders both at national and regional levels. 15 12
Design the interview process and engage with key stakeholders at National & Regional levels Solicit for and participate in the interviews with key stakeholders from the donor, civil society private sector and regional governments and gather all the data and information from the interview process
4. Drafting the reports/ Deliverables
Analyzing the data and information gathered and design and development of flagship programs and all other related deliverables as per the TOR 8 4
Take the lead in the analysis and design and development of flagship programs and all other related deliverables as per the TOR Contribute in analysis and provide the data gathered and participate in design and development of flagship programs and all other related deliverables as per the TOR
5. Stakeholder Validation Workshop
One-day validation workshop with key stakeholders to review the flagship program and all other related deliverables as per the TOR 3 2

 

Make relevant presentations and facilitate the workshop Participate in the discussions and consolidate issues/ input from the stakeholders
6. Drafting the final Deliverables
Review the contributions from stakeholders during the validation workshop and from other written comments 6 5
Take lead in the inclusion of comments into the final flagship proposal and all related deliverables as per the ToR Consolidate and synthesize all stakeholder comments and support the drafting of the final flagship proposal and other related deliverables as per the ToR
7.  Submission of final report
Present the final report to AGRA 2 2
Prepare and present to AGRA the final Flagship proposal and deliverables as per the TORs Participate in the presentation
Totals 40 30

 

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