Consultancy to carry out lessons learning exercise on the value chains supported by Kader project in Assiut

Terms of references

Consultancy to carry out lessons learning exercise on the value chains supported by Kader project in Assiut.

1. Background

1.1 About Humanity & Inclusion (Handicap International)

Handicap International is running its projects under the new name of Humanity & Inclusion (HI). Outraged by the injustice faced by people with disabilities and by vulnerable populations, we aspire to a world of solidarity and inclusion, enriched by our differences, where everyone can live in dignity. HI is an international, independent and impartial non-profit organization that intervenes in situations of poverty and exclusion, conflict and disaster. Working alongside people with disabilities and vulnerable populations, HI acts and takes notice, to meet their basic needs, improve their living conditions and promote respect for their dignity and fundamental rights. HI is currently implementing projects in more than 50 countries worldwide.

Handicap International (HI) registered in Egypt with the Ministry of Social Solidarity in 2013. Since then, HI has been implementing various programs to promote access to inclusive and adapted services for Persons with Disabilities & vulnerable groups.

1.2 Kader project

The project ‘Promoting local dialogue for disability inclusive livelihood and social cohesion in Upper Egypt’, also called Kader, is implemented in Assiut Governorate by HI and Ank Association, thanks to the generous funding of the European Union. Kader project aims to demonstrate that collaboration between civil society actors, local authorities and the private sector actors can support the adoption of an inclusive local development model, in which market-led dynamicscan produce a convergence of the interests of local entrepreneurs with those of poor households (HHs), producing a situation in which capacitated poor HHs can engage in innovatory productive projects with the private sector and contribute to their success, with mutual benefits.

The Kader project piloted a market-driven/resource-based model that aims to support poverty reduction of poor and vulnerable households and contribute to inclusive local economic development. This model is referred to as “Kader model” in the rest of the document.

Traditional value chain (VC) projects would invest most of the resources on the development of the value chain, for example through the removal of bottlenecks; traditional inclusive VC projects would also invest on the resource base of small producers to enable them to fill the space created by the development of the VC; however, only HHs already producing and with potential to scale up would be connected to the VC, leaving the most vulnerable behind. Kader model works with value chains in which there are existing gaps in the supply chain and invest most of resources in capacitating vulnerable HHs to enter the VC; it adopts a market driven approach in working only on VCs that are not saturated but it focuses only on VCs that are accessible by vulnerable households; these are indeed accessible provided that investment is made on building vulnerable households resources (knowing that these resources based can only be built up to a certain limit); by aggregating HHs in producer groups (collective production) or by developing social motivated collectors, it enable them to overcome the minimum production scale necessary to access VC, thus enabling micro-sourcing as supply option for the value chain. While the primary objective is to reduce vulnerable HHs poverty through access to markets, the model also fill supply gaps in the target value chain, this contributing to strengthen them, which has the potential of generating create multiplier effects in the local economy. The model also rely on the mobilization of local actors and knowledge, through a Multi-Stakeholder Working Group, to enable vulnerable HHs to access market information, to network with local market actors and local technical resources and to enable them to access funding for MSMEs development and the inclusion in local economic development programs and in general of promoting the idea that vulnerability, especially disability, does not hinder the capacity of persons and household to successfully engage in business and contribute to the local economy. This promote models of inclusive local development and could contribute to improve social cohesion.

1.3 Implementation of the Kader model and value chains supported

A market analysis was commissioned to a consultancy company, which identified several market opportunities in Assiut, whose value chain could enable target households to participate in production and sustainably generate additional income. Among these, 3 were selected by the project’s MSWG: Balaadi chickens, medical and aromatic plants and compost/sileage. The project supported the design of the business model and the establishment of collaboration agreements between the project, the target HHs (who would ensure the production) and local entrepreneurs (who would provide quality control and/or ensure the sale of production).

2. Objectives and scope of the lesson learning exercise

The lessons learning exercise has 3 objectives:

1. Inform HI if the replication of the Kader model in Assiut is possible and how;
2. Inform about the minimum pre-conditions in a given context to enable the replication of the Kader model in Egypt;
3. Inform about the necessary partnerships and project’s means for the successful replication of Kader model in Egypt;

These objectives are expected to be achieved through the analysis of the findings from the following questions:

1. Supported value chains:

• Chicken value chain:
  • What were the success factors, the good practices and failure practices of the chicken value chains (the chicken farms that succeeded; implemented at least 2 cycles)?
  • For beneficiaries of chicken value chains who successfully implemented at least 3 cycles, how did the chicken value chain contributed to their ability to meet the basic needs?
• Sileage value chain:
  • What factors led to the good practices and failure practices of the silage value chain?
• Aromatic plants value chain:
  • What factors led to the good practices and failure practices of the aromatic plants’ value chain?

1. Kader model design:

Defining the Kader model as combination of the following elements: A) Collective production by beneficiaries; B) Partnership between beneficiaries group and private entrepreneur (B1 to ensure connection to the marker; B2 for quality support); C) Governance: role of MSWG and expected role of partner (C1: to support cohesion within beneficiary groups; C2: to ensure fair partnerships between beneficiaries group and entrepreneur).

• Chicken value chain:
  • To what extent did “A-Collective production by beneficiaries” worked and why?
  • Did the size of collective production met beneficiaries expectations and preferences?
  • What are the beneficiaries’ preferences between collective production/business and cluster of individual small business?
  • Would smaller production be possible ? Under which pre conditions?
  • Could cluster of individual small business have been feasible? Under which pre – conditions?
  • Would buyers be interested to connect to smaller production? Could cluster of individual small businesses have been feasible?
  • To what extent did the “B-Partnership between beneficiaries group and private entrepreneur to ensure connection to the market” work and why?
  • To what extent did the “C-Governance: role of MSWG and expected role of partner” work and why?
• Aromatic plant value chain:
  • To what extent did “A-Collective production by beneficiaries” worked and why?
  • Did the size of collective production met beneficiaries expectations and preferences?
  • What are the beneficiaries’ preferences between collective production/business and cluster of individual small business?
  • Would smaller production be possible ? Under which pre conditions?
  • Could cluster of individual small business have been feasible? Under which pre – conditions?
  • Would buyers be interested to connect to smaller production? Could cluster of individual small businesses have been feasible?
  • To what extent did the “B-Partnership between beneficiaries group and private entrepreneur to ensure connection to the market” work and why?
  • To what extent did the “C-Governance: role of MSWG and expected role of partner” work and why?

1. Social factors underpinning the success or failure of the Kader model:

• General:
• What are the pre-conditions in the social context that would enable the successful implementation of collective production model?
• What are the pre-conditions in the social context that would enable the successful partnership between beneficiaries (producers) and entrepreneurs (buyer)?
• Chicken value chain:
  • Have social factors been important to enable successful collective production in chicken farms?
  • What social factors can make the collaboration beneficiaries-entrepreneurs in chicken farms sustainable?
• Aromatic plant value chain:
• Have social factors been a barriers for the implementation of the aromatic plants value chain, specifically in relation to element A (collective production) and element B (partnership with entrepreneur) of the Kader model?
• How could have social related risks mitigated?
• What are the pre-conditions in the social context that would have enabled the successful implementation of the aromatic plant value chain?

1. Women participation:

• Chicken value chain:
  • What are the social and other factors that have facilitated and enabled the participation of women in the chicken farm VC?
  • How could have the project facilitated these factors?
• Aromatic plant value chain:
• What are the social and other barriers that have prevented women participation in the Aromatic plants?
• How could have the project addressed these factors?

1. Kader model implementation by the project:

• Were the HR of the project sufficient in quantity and expertise? What would the ideal HR set up be to ensure the success of the Kader model in all the value chain tried?
• Was the external technical expertise mobilized by the project sufficient? What would the ideal expertise needed be to ensure the success of the Kader model in all the value chain tried?
• Was the budget sufficient to support the value chains?
• Have HI logistic procedures been conducive or a barrier to the implementation of the Kader model? What adaptations should be considered?
• Have HI finance procedures been conducive or a barrier to the implementation of the Kader model? What adaptations should be considered

1. Partnership:

• What has been Ank’s contribution to the successful implementation of the chicken value chain and why (success factors, good practices)?
• What kind of partnerships should HI seek to replicate Kader model?
• What repartition of roles between HI and partner/partners would be the best?

3. Objective and expected results of the consultancy

The objective of the consultancy is to carry out the final lesson learning exercise and produce a final lessons learning report.

The consultancy is expected to produce the following expected results:

• Propose a cost and time effective and participatory data collection plan to collect the necessary information from the projects’ beneficiaries, partners and stakeholders in order to comprehensively reply to the lesson learning questions;
• Implement the data collection plan and provide copy of the information collected;
• Analyze the collected information to reply clearly and comprehensively to each of the questions of the lesson learning TOR;
• Analyze and combine the findings from each questions to achieve the 3 objectives of the lessons learning exercise.
• Identify good practices and failure practices of the Kader model.

1. Methodology required

The lessons learning exercise will be implemented through consecutive phases:

• Inception to clarify the Kader project and the Lessons learning TOR and to design the methodology and get HI validation;
• Data collection to extract knowledge through consultations with the project beneficiaries, the project staff (HI and Ank) and other actors that played a role in the project implementation;
• Data analysis to reply to each questions and to achieve the 3 objectives of the lessons learning;
• Workshop to present preliminary findings and get comments from HI;
• Further analysis (if necessary) to finalize findings;
• Drafting of case studies that describe good and failure practices;
• Drafting of lessons learning report to get comments from HI;
• Finalization of lessons learning report (for internal use) and validation by HI
• Production of summary report (for external use).

Inception:

In the inception phase, upon consultation with HI, the consultant will propose a detailed cost and time efficient and participatory data collection plan and a comprehensive analysis framework in order to reply to each questions and to achieve the 3 objectives of the lessons learning. The data collection plan will include focus group discussions (FGD) and key informants interviews (KII) and, when relevant, quantitative and qualitative surveys. The analysis framework and data collection tools will break down the questions in sub-questions. FGD, KII and surveys tools will be produced in English and Arabic. The methodology and tools will need to be validated by HI.

Data collection:

At minimum, the consultant will target:

• Beneficiaries (see below)
• HI Egypt, Kader project’s staff (4 people)
• HI Egypt, senior management and support services (3-5 people)
• MEAL Unit
• HI MEREP Technical Unit Manager and/or HI Global livelihood specialist
• Ank (partner) staff (3-5 people)
• Consultant that supported the project (SIEC)
• Operation consultants that supported the chicken value chains (2 people)
• Entrepreneur (NGO) who supported the aromatic plants value chain
• Members of the MSWG who most supported the value chains (2-5 people)

The project’s beneficiaries will be involved in the lessons learning exercise as follow (this represent minimum level of engagement; the consultant will propose the best methodology).

Beneficiaries involved in the chicken farm:

• 2 FGD with those who played an active role in the production/sale (10-15 people)
• 1 quantitative survey covering all beneficiaries (about 66 people)
• 1 qualitative survey covering a random sample of beneficiaries (at least 15 people)

Beneficiaries involved in the aromatic plant value chain:

• Individual interviews with a random sample of beneficiaries (max 5 people)
• 1 FGD with those who played the most active role in the production (5-10 people)

Beneficiaries involved in the silage chain:

• 1 FGD with those who played the most active role in the production/sale (5-10 people)

Preliminary findings:

Upon analysis of the data collected, the consultant will present the preliminary findings to HI, in a two days workshop, in which findings will be discussed and gaps, grey areas identified for further analysis. The consultant will present:

• Findings that reply to each question of the Lessons Learning TOR;
• Good and failure practices identified;
• Preliminary conclusions and recommendations that inform the 3 objectives of the Lessons Learning.

Lesson learning report:

The consultant will propose the structure and layout of the final lesson learning report. At minimum, this will include:

-Executive summary

-Brief description of the project and Kader model

-Methodology of data collection

-A section that report findings for each of the questions of the Lessons Learning TOR

-Good and failure practices

-A section that informs the 3 objectives of the Lessons Learning, with clear recommendations

-Annexes (Lessons Learning TOR; data collection tools;

The report will be produced in (excellent) English.

Upon validation by HI, the consultant will produce a summary report (max 5 pages) for external use. This will cover the objectives of the lessons learning only and highlight the good practices of the Kader model (if any).

Good and failure practices and case studies:

Good or failure practices will be clearly identified and described in the final lessons learning report.

HI will select (max) 5 practices and the consultant will produce separate one-page case studies, as standalone document.

1. Deliverables

All deliverables will be produced in English:

1. An inception report with the data collection plan and tools (tools will be produced in Arabic too) and the comprehensive analysis framework;

2. Transcripts of the FGD and KIIs;

3. Presentation of draft findings (replying to each of the lessons learning questions) and of the lessons learning results that inform the 3 objectives of the exercise and provide recommendations for the replication of Kader model;

4. One full and one summary lessons learning reports:

   • Full report for internal use;
   • Summary one for external use;

5. Case studies (max 5)

6. Expertise required

• Advanced University degree (Master Level minimum) in Development studies, Development economics, Business Administration, or other related field.
• Minimum of 10 years of relevant professional experience, with at least 3 years demonstrated experience in consulting
• Minimum of 5 years of relevant practical experience in livelihood sector within one or more of the following areas: poverty reduction, rural economic development, support to value chains development, etc.
• Demonstrated experience in carrying out market and value chains analysis.
• Demonstrated experience in supporting lessons learning and knowledge management exercises.
• Demonstrated excellent analytical and reporting skills.
• Excellent level of written English; fluency in English

1. Indicative schedule

The work will be conducted mostly in Assiut between February and 6th April 2022 for up to maximum of 28 non-consecutive days of work.

The below indicates the timing and location of the consultancy.

• Activity: Inception meeting to clarify the Kader project and the Lessons learning
  • Associated deliverable: NA
  • Location and timing: 1 day (Assiut or remote)
• Activity: Draft inception report with the data collection methodology and analysis framework and tools
  • Associated deliverable: NA
  • Location and timing: 3 days (Assiut or remote)
• Activity: Presentation of inception report with the data collection methodology and analysis framework and
  • Associated deliverable: Inception report
  • Location and timing: 1 day (Assiut or remote)
• Activity: Data collection
  • Associated deliverable: Transcripts of the FGD and KIIs
  • Location and timing: 1 day (Assiut or remote)
• Activity: Data analysis
  • Associated deliverable: NA
  • Location and timing: 5 days (Assiut or remote)
• Activity: Workshop to present preliminary findings
  • Associated deliverable: PPT
  • Location and timing: 2 days (19-23 March) Assiut (mandatory)
• Activity: Further analysis, drafting of case studies, drafting of lessons learning report
  • Associated deliverable: Draft report + Draft case studies
  • Location and timing: 3 days (26-30 March) (Assiut or remote)
• Activity: Finalization of lessons learning report and case studies
  • Associated deliverable: Final report
  • Location and timing: 2.5 day (by 6th April) (Assiut or remote)
• Activity: Production of summary report
  • Associated deliverable: Summary report
  • Location and timing: 0.5 day (by 6th April) (Assiut or remote)

The consultant will confirm this timing or propose a new one. The final number of days will be discussed and agreed between the Consultant and HI. The final report and its summary will have to be finalized by 6th April.

1. Applications procedures

The consultant should submit:

1. A technical offer. The technical offer should:
   • Confirm the understanding of the ToR, the deliverables;
   • Propose a tentative work plan and time schedule (confirming or revising the time schedule proposed above).
   • Describe former experience in livelihood sector and value chains.
   • Describing experience lesson learning or similar exercises.
2. A financial offer with breakdown for the consultancy cost including fees, travel, accommodation etc.

Complete applications should be sent by email to: [email protected] with the subject of “lessons learning exercise” Deadline for submission of applications: 29 Jan 2023

“Handicap International is committed to protect the rights of the children and opposes to all forms of child exploitation and child abuse. HI contractors must commit to protect children against exploitation and abuse”.

How to apply

Complete applications should be sent by email to: [email protected] with the subject of “lessons learning exercise” Deadline for submission of applications: 29 Jan 2023

“Handicap International is committed to protect the rights of the children and opposes to all forms of child exploitation and child abuse. HI contractors must commit to protect children against exploitation and abuse”.