Terms
of Reference for Consultancy Service
of Reference for Consultancy Service
The
Assessment of the growth and Sustainability of Cooperatives Business
Performances
Assessment of the growth and Sustainability of Cooperatives Business
Performances
- Brief
Overview of SPARK and the Cooperative Support Programme (CSP)
SPARK
Rwanda is coordinating since May 2013 an extensive Cooperative Support Program
(CSP) that targets agricultural cooperatives and SMEs operating in Beans, Irish
Potato, Maize and Horticulture Value chains with an aim to accelerate
agri-business development thus promoting rural economic growth and generating
jobs in the agricultural sector, which will altogether contribute to food
security and stability.
Rwanda is coordinating since May 2013 an extensive Cooperative Support Program
(CSP) that targets agricultural cooperatives and SMEs operating in Beans, Irish
Potato, Maize and Horticulture Value chains with an aim to accelerate
agri-business development thus promoting rural economic growth and generating
jobs in the agricultural sector, which will altogether contribute to food
security and stability.
Since
its inception, the CSP Program has implemented two interlinked components
namely (i) Supporting agribusiness opportunities in the value chains of the
participating cooperatives, and (ii) Capacity Building of Cooperative Supporters
Network (Agri BDS providers). The program had by October 2015 indirectly
reached out 29,350 members of 99 cooperatives compared to initial target of
14,595 beneficiaries. This was achieved through a combination of targeting
cooperatives with higher membership portfolios and by dispatching in relatively
big network of Spark agri BDS coaches who were in charge of providing a blended
support services (ranging from business skills training to market, access to
finance and entrepreneurship skills among others).
its inception, the CSP Program has implemented two interlinked components
namely (i) Supporting agribusiness opportunities in the value chains of the
participating cooperatives, and (ii) Capacity Building of Cooperative Supporters
Network (Agri BDS providers). The program had by October 2015 indirectly
reached out 29,350 members of 99 cooperatives compared to initial target of
14,595 beneficiaries. This was achieved through a combination of targeting
cooperatives with higher membership portfolios and by dispatching in relatively
big network of Spark agri BDS coaches who were in charge of providing a blended
support services (ranging from business skills training to market, access to
finance and entrepreneurship skills among others).
According
to the Mid Term Review of CSP conducted in August 2015, the program has
successfully achieved the following results:
to the Mid Term Review of CSP conducted in August 2015, the program has
successfully achieved the following results:
- 99
agricultural cooperatives (in planned 100) have been trained and coached,
while 276 staff/members (in planed 500) have been trained and coached in
cooperative management, access to market, agri cops entrepreneurship and
organization. - 37
cooperatives (in planned 18) were facilitated to access financial services
from which 8 have accessed commercial loans for the first time - In
4 market analyses conducted, 9 market opportunities have been identified.
In
the next 12 months, the Programme will expand its efforts to the component 2
(Capacity building and coaching of the Cooperative Support Network) while
combining the reinforcement of the achieved level of professionalism and
business performance of the 99 cooperatives with their staged phase out.
the next 12 months, the Programme will expand its efforts to the component 2
(Capacity building and coaching of the Cooperative Support Network) while
combining the reinforcement of the achieved level of professionalism and
business performance of the 99 cooperatives with their staged phase out.
2.
Context and justification of the Cooperative Business Performance Assessment
Context and justification of the Cooperative Business Performance Assessment
The
results of the 2015 MTR indicates that CSP has started to show yield especially
in the Component 1 where supported cooperatives have increased production,
access to financial services and access to new markets. However, the growth
trajectory of the 99 cooperative is still weakened by the members’ little commitment
to the business goal of cooperatives leading to the orientation of cooperative
to delivery of social services which impact the economic transformation role of
cooperatives to their members. Combined with the relatively new and growing
achievement of the component 2 (Capacity building and coaching of the
Cooperative Supporters Network) of the program, there is little knowledge about
the preliminary business and organizational performance results and there
is an information gap on the business performance growth and sustainability
metrics of the target cooperatives that could inform CSP management on the
priority in the gradual and phase out / wean off support to the cooperatives
and the actions required to bring those cooperative to a sustainable growth
path that could ensure SPARK the performance achieved will remain after the
program will have completely phased them out and closed in upcoming 12
months.
results of the 2015 MTR indicates that CSP has started to show yield especially
in the Component 1 where supported cooperatives have increased production,
access to financial services and access to new markets. However, the growth
trajectory of the 99 cooperative is still weakened by the members’ little commitment
to the business goal of cooperatives leading to the orientation of cooperative
to delivery of social services which impact the economic transformation role of
cooperatives to their members. Combined with the relatively new and growing
achievement of the component 2 (Capacity building and coaching of the
Cooperative Supporters Network) of the program, there is little knowledge about
the preliminary business and organizational performance results and there
is an information gap on the business performance growth and sustainability
metrics of the target cooperatives that could inform CSP management on the
priority in the gradual and phase out / wean off support to the cooperatives
and the actions required to bring those cooperative to a sustainable growth
path that could ensure SPARK the performance achieved will remain after the
program will have completely phased them out and closed in upcoming 12
months.
In
quest for growth and sustainability of business performance emerging from the
CSP support to cooperative and in order to ensure a proper plan, budget and
monitor the cooperative support phase out strategy, SPARK and Agri BDS coaches
need to support the Cooperatives to develop growth and sustainability
plan informed by a rigorous assessment of the business performance using
sustainability lenses which could help SPARK group/categorise the 99
cooperatives according to different growth an sustainability stages that will
be referred to during the development of different learning trajectories and
support plans to different categories throughout the phase out strategy.
Ideally, CSP intends to exit the support while at least 80% of the cooperatives
are in the last/maturity stage and this process will take the form of
graduation.
quest for growth and sustainability of business performance emerging from the
CSP support to cooperative and in order to ensure a proper plan, budget and
monitor the cooperative support phase out strategy, SPARK and Agri BDS coaches
need to support the Cooperatives to develop growth and sustainability
plan informed by a rigorous assessment of the business performance using
sustainability lenses which could help SPARK group/categorise the 99
cooperatives according to different growth an sustainability stages that will
be referred to during the development of different learning trajectories and
support plans to different categories throughout the phase out strategy.
Ideally, CSP intends to exit the support while at least 80% of the cooperatives
are in the last/maturity stage and this process will take the form of
graduation.
It
is in that context that SPARK is planning to commission a growth and
sustainability assessment of the supported cooperatives (99) in the beginning
of its phase out period to fill the information gap about the level of their
business performances focusing on their growth trends and sustainability which
information would be used to develop a sustainability plan, identify relevant
support with an exit strategy, resources, partnership and time required to
achieve it.
is in that context that SPARK is planning to commission a growth and
sustainability assessment of the supported cooperatives (99) in the beginning
of its phase out period to fill the information gap about the level of their
business performances focusing on their growth trends and sustainability which
information would be used to develop a sustainability plan, identify relevant
support with an exit strategy, resources, partnership and time required to
achieve it.
3.
Objective of the Cooperative Business Performance assessment
Objective of the Cooperative Business Performance assessment
The
assessment is intended to capture the sustainability of the actual performance
of supported cooperatives based on measurable sustainability indicators to
inform the process of developing the exit strategy for the cooperatives
support.
assessment is intended to capture the sustainability of the actual performance
of supported cooperatives based on measurable sustainability indicators to
inform the process of developing the exit strategy for the cooperatives
support.
4.
Expected Outcome, Results, Deliverables
Expected Outcome, Results, Deliverables
4.1.
Outcome 1: Cooperative growth and sustainability assessment tool is developed
and adapted to the subsectors of interest of SPARK’s CSP
Outcome 1: Cooperative growth and sustainability assessment tool is developed
and adapted to the subsectors of interest of SPARK’s CSP
4.1.1.
Deliverable: Assessment tool
Deliverable: Assessment tool
4.1.2.
Deliverable: Agri BDS and Assessors trained on Sustainability assessment
methodology and the tool
Deliverable: Agri BDS and Assessors trained on Sustainability assessment
methodology and the tool
4.2.
Outcome 2: Assessment of Cooperative
Outcome 2: Assessment of Cooperative
4.2.1.
Deliverable: Assessment report shows that all 99 cooperatives have been
assessed
Deliverable: Assessment report shows that all 99 cooperatives have been
assessed
4.2.2.
Deliverable: All 99 cooperatives have been categorised according to their
growth performance and sustainability levels
Deliverable: All 99 cooperatives have been categorised according to their
growth performance and sustainability levels
4.2.3.
Deliverable: Growth and Sustainability gaps have been identified
Deliverable: Growth and Sustainability gaps have been identified
4.3.
Outcome 3: Growth and Sustainability Strategies plans developed
Outcome 3: Growth and Sustainability Strategies plans developed
4.3.1.
Deliverable: Growth and Sustainability plans developed for Cooperatives
Deliverable: Growth and Sustainability plans developed for Cooperatives
4.3.2.
Deliverable: The Cooperative Coaching Plans and deliverables revisited for/by
all Agri-BDS coaches
Deliverable: The Cooperative Coaching Plans and deliverables revisited for/by
all Agri-BDS coaches
4.4
Outcome 4: SPARK CSP Phase Out Plan for Cooperatives is developed
Outcome 4: SPARK CSP Phase Out Plan for Cooperatives is developed
4.4.1.
Facilitate CSP level Sustainability Strategy
Facilitate CSP level Sustainability Strategy
Facilitate CSP level Sustainability Strategy
5.
Key participants: 12
CSP Agri-BDS Coaches , CSP Programme Management, Agri BDS providers
and 99 supported cooperatives
Key participants: 12
CSP Agri-BDS Coaches , CSP Programme Management, Agri BDS providers
and 99 supported cooperatives
6.
Methodology
Methodology
The
detailed methodology will be part of the proposal to be submitted by the
Consultants. However, being learning, a baseline and a strategy making process,
the Cooperative Business Performance Assessment will involve interactive and
participatory approaches where SPARK and its partners will be at the center of
the whole process.
detailed methodology will be part of the proposal to be submitted by the
Consultants. However, being learning, a baseline and a strategy making process,
the Cooperative Business Performance Assessment will involve interactive and
participatory approaches where SPARK and its partners will be at the center of
the whole process.
7.
Timeframe- Duration
Timeframe- Duration
The
assignment is planned to start on 18thJuly 2016 and will last 35 working days
to cover above mentioned deliverables
assignment is planned to start on 18thJuly 2016 and will last 35 working days
to cover above mentioned deliverables
8.
Eligibility/Qualification
Eligibility/Qualification
The
qualified assessment firm should have following relevant qualification, skills
and experience:
qualified assessment firm should have following relevant qualification, skills
and experience:
- Appropriate
team of assessors with at least Second degree in Agricultural Economics/
agribusiness or Strategic management with extensive work experience in
agribusiness development projects; - Proven
experience in agri cooperatives Knowledge management and monitoring
systems; - Proven
experience ( more than 3 years) in designing cooperatives business
performances assessment tools and having at least a track records in using
them in Rwanda or EAC - Understanding
Cooperative working environment in Rwanda; - Background
in consulting/ monitoring and evaluation/ research/business assessment; - Proven
ability to conduct third party assessment and client growth strategy; - Strong
and available team with excellent analytical (both quantitative and
qualitative), communication and information-gathering skills especially in
relevant qualifications; - Strong
writing/reporting and PowerPoint presentation skills; - Past
experience in cooperatives/farmer organizations assessment an advantage.
Under
the overall supervision and quality control from Spark, the
consultants/assessors will be responsible for the technical management of the
assignment. SPARK / CSP program management will approve the assessment tools
prior to the data collection.
the overall supervision and quality control from Spark, the
consultants/assessors will be responsible for the technical management of the
assignment. SPARK / CSP program management will approve the assessment tools
prior to the data collection.
9.
Submission
Submission
The
interested Assessment Firm should submit their Expression of Interest (EOI) not
later than Friday 08th July 2016 at 5:00 PM in an e-mail addressed
to PARK Country Manager for Rwanda at csp@spark-online.org
with a copy to d.mushumba@spark-online.org
. Clarifications requests on the ToRs can be received until 01st July 2016.
interested Assessment Firm should submit their Expression of Interest (EOI) not
later than Friday 08th July 2016 at 5:00 PM in an e-mail addressed
to PARK Country Manager for Rwanda at csp@spark-online.org
with a copy to d.mushumba@spark-online.org
. Clarifications requests on the ToRs can be received until 01st July 2016.
Bidders
are required to submit updated CVs and 3 reference of the successfully
completed similar work. The offer/Expression of interest must clearly outline
the proposed actions, methodology, duration of each action, sample of
assessment tools used in the past and cost of the service. The expression of
interest should be tailored at least to the context and scope of the assignment
as highlighted in sections 2, 3 and 4 of the present ToR.
are required to submit updated CVs and 3 reference of the successfully
completed similar work. The offer/Expression of interest must clearly outline
the proposed actions, methodology, duration of each action, sample of
assessment tools used in the past and cost of the service. The expression of
interest should be tailored at least to the context and scope of the assignment
as highlighted in sections 2, 3 and 4 of the present ToR.
10.
Selection criteria (Technical 60%, Financial 40%)
Selection criteria (Technical 60%, Financial 40%)
Criteria
1. Experience of the consultants(s) specifically related to the assignment.
Weight
score
40
Criteria
2. Adequacy of the methodology and the proposed work plan in responding to the
ToRs
Weight score
40
score
40
Criteria
2. Adequacy of the methodology and the proposed work plan in responding to the
ToRs
Weight score
40
Criteria
3. Qualifications and competence of the key staff related to the assignment
Weight score
20
SPARK
– Rwanda
– Rwanda
Programs
Management
Management