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Request for Proposals for Pilot Manager for AgResults Uganda Legume Seeds Pilot Project

Date: March 4, 2015

From: AgResults Secretariat

To: Vendor

Subject: Request for Proposals for Pilot Manager for the AgResults Uganda Legume Seeds Pilot Project

Dear Vendor:

The Secretariat of the AgResults Initiative (“Secretariat”), through Deloitte Consulting Overseas Projects LLC, invites your organization to submit a proposal (“Proposal”) to provide Pilot Manager Services for the AgResults Uganda Legume Seeds Pilot Project (“Pilot”).

The Secretariat is issuing this Request for Proposals (RFP) to invite Proposals from qualified organizations to serve as a Pilot Manager for the AgResults Uganda Legume Seeds Pilot Project, a results-driven pilot project that is part of the AgResults initiative financed by the governments of Australia, Canada, the United Kingdom and the United States, and the Bill & Melinda Gates Foundation. The AgResults Initiative is administered by the International Bank for Reconstruction and Development (IBRD, “the World Bank”), which serves as the AgResults Trustee. For more information, please see Attachment 2 and www.AgResults.org. The Uganda Legume Seeds Pilot Project will incentivize seed companies via a pull mechanism performance-based grant to increase their sales of certified legume seed varieties in Uganda.

Under the Pilot Project, participating seed companies will be incentivized to increase their sales of legume seeds for the pilot period of five years. Pilot Manager tasks are anticipated to run five and a half to six years. However, because of the period of performance of Deloitte Consulting’s AgResults Secretariat contract with the World Bank, the Pilot Manager will be contracted for a Base Period of three (3) years with an Option Extension Period to extend the contract.

Base Period: The Base Period will be June 1, 2015 to May 31, 2018. Option Extension Period: Three months before the completion of the Base Period, the

Secretariat will submit to the Pilot Manager the scope of work and period of performance for the Option Period. The Pilot Manager will have 30 days to submit a price proposal for the Option Period for the Secretariat’s review and approval.

Proposal Procedures and Instructions follow this letter in Attachment 1 and are incorporated herein and are made a part hereof. By submitting a Proposal and the required completed and

Pilot Manager RFP - AgResults Uganda Legume Seeds Pilot Project of 39

http://www.AgResults.org/

signed Anticorruption Compliance Certification (Attachment 3), you will have consented to the terms of this Request for Proposal (RFP), including the Proposal Procedures and Instructions.

Please note the following deadlines in responding to this RFP:

1. Deadline for Proposals, with all required signatures, including a completed and signed Anticorruption Compliance Certification, is no later than 1700 Hrs. US Eastern Time (US ET) on April 1, 2015. Proposal documents should be submitted in one email to [email protected] . Please indicate “Uganda Pilot Manager” in the subject line of the email.

2. Questions concerning the Pilot or this RFP may be submitted by vendors at any time, but no later than 1700 Hrs. US Eastern Time (US ET) on March 18, 2015 to [email protected]. Please indicate “Uganda Pilot Manager” in the subject line of the email.

3. Answers to timely-received questions will be publically posted on March 20, 2015 on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET).

4. A Phone Conference for interested vendors will be held on March 23, 2015 at 0900 Hrs. US Eastern Time (US ET). Details about how to participate in the phone conference will be publically posted on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET) on March 20, 2015.

5. The Secretariat expects to award the Pilot Manager’s contract on May 1, 2015 with an expected contract start date of June 1, 2015.

The AgResults Secretariat will review and evaluate Proposal submissions using the Evaluation Criteria specified in Attachment 1 of this RFP and will select the Pilot Manager organization(s) at its sole discretion. The selected organization(s) will be notified in writing. Notwithstanding the notification by the AgResults of the contemplated award, no work shall commence prior to the issuance and signature by the AgResults Secretariat of a Pilot Manager Agreement. AgResults reserves the right to select any number of applying organizations or not to select any organization. The AgResults Secretariat reserves the right to award a contract for all or a portion of the work required, issue more than one contract, or to not award a contract.

We look forward to working with your organization on this opportunity. Should you have any questions or comments please direct them to [email protected] . We appreciate your responsiveness and look forward to a mutually beneficial business relationship. Sincerely, /s/Tobey Pannuty-StatenProcurement Manager

Attachments:1. Proposal Procedures and Instructions2. Terms of Reference3. Anticorruption Compliance Certification4. Labor Pricing Template


mailto:[email protected]

http://agresults.org/en/288/GetInvolved




Attachment 1Proposal Procedures and Instructions

This section of the RFP provides the general procedures and instructions the Offeror is expected to follow in completing its response and submitting the Proposal.

1.1 Proposal Format and ContentOfferors shall submit the following clearly identified two components with numbered and ordered subsections in the Proposal that match those subsections detailed in Section 5 “Proposal Response” of the Terms of Reference in Attachment 2:

1. Technical Proposal and2. Price Proposal

Clarity and completeness are of the utmost importance in your Proposal, as your organization’s capabilities can only be considered when properly documented within the Proposal.

1.2 RFP Schedule of Events



3. Answers to timely-received questions will be publically posted on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET), March 20, 2015.

4. A Phone Conference for interested vendors will be held on March 23, 2015 at 0900 Hrs. US Eastern Time (US ET). Details about how to participate in the phone conference will be publically posted on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET), March 20, 2015.


Please be advised that late Proposal submissions may be considered non-responsive and may be excluded from evaluation and award consideration.






1.3 Anticipated Contract TypePilot Manager tasks are anticipated to run five and a half to six years. However, because of the period of performance of Deloitte Consulting’s AgResults Secretariat contract with the World Bank, AgResults anticipates awarding a Fixed Price Contract for the three-year Base Period of June 1, 2015 to May 31, 2018, with an Option Extension Period to extend the contract.

Base Period: The Base Period will be June 1, 2015 to May 31, 2018. Option Extension Period: Three months before the completion of the Base Period,

the Secretariat will submit to the Pilot Manager the scope of work and period of performance for the Option Period. The Pilot Manager will have 30 days to submit a price proposal for the Option Period for the Secretariat’s review and approval.

Payment for the Pilot Manager’s services under the contract will be made by the AgResults’ Trustee, the International Bank for Reconstruction and Development (IBRD, “The World Bank”). The Trustee reserves the right to withhold from payments any taxes or similar fees as may be required by applicable law.

1.4 Terms of ReferenceSee Attachment 2.

1.5 Period of PerformanceThe period of performance of the three year Base Period for the Pilot Manager is as follows:

Year 1: June 1, 2015 to May 31, 2016Year 2: June 1, 2016 to May 31, 2017Year 3: June 1, 2017 to May 31, 2018

1.6 Proposal Validity PeriodThe Offeror’s Proposal must remain valid for one hundred and twenty (120) days after submission and the validity period of 120 days must be noted in the Offeror’s Proposal cover letter.

1.7 Responsibility for Compliance with Legal RequirementsThe Offeror’s products, services, and facilities must be in full compliance with all applicable laws, regulation, codes, standards, and ordinances, regardless of whether or not they are referred to by the AgResults Secretariat.

1.8 Proposal-Related Incurred CostsThe Offeror will be responsible for all costs incurred in preparing or responding to this RFP. All materials and documents submitted in response to this RFP become the property of the AgResults Secretariat and will not be returned. This RFP will in no way obligate the AgResults Secretariat to compensate any Offeror for costs associated with the preparation of its Proposal.


1.9 Reservation of RightsThis RFP does not commit the AgResults Secretariat to award a contract, to pay any costs incurred in the preparation of a Proposal in response to this request, or to procure or subcontract for services or supplies. The AgResults Secretariat reserves the right to cancel this procurement at any time without prior notice. The AgResults Secretariat may require the Offeror to participate in discussions, solely at the AgResults Secretariat’s discretion, and to submit such monetary, technical or other revisions of their Proposals that may result from such discussions. Offerors do not have the right to protest or seek a claim based on the AgResults Secretariat’s exercise of its discretion or judgment in evaluating or awarding a contract arising from or relating to the Proposal. The Offeror expressly waives any and all rights and remedies under any civil action arising from or related to the submittal of a Proposal.

1.10 Rejection of Solicitation ResponseThe AgResults Secretariat reserves the right to reject any or all responses received or any part thereof, on any basis or for any reason to accept any response or any part thereof, or to waive any informalities when deemed to be in the AgResults Secretariat’s best interest.

1.11 TaxesAny applicable taxes that may be levied in connection with the Services in any jurisdiction will be the responsibility of the selected Pilot Manager and are deemed to be included in the Offeror’s proposed fixed price or fixed unit prices. The AgResults Secretariat cannot confer any special tax- or duty-free status to the Pilot Manager and the work is not exempt from any taxes or duties.

1.12 Evaluation CriteriaProposals will be evaluated and ranked by the AgResults Secretariat in order in which they represent, in the Secretariat’s sole discretion, the best value for the Pilot. Greater weight will be given to the technical services than to price, but price remains an important determinant for selection. Evaluation of the Proposals may include the following criteria (not in any particular order):

1. The ability of the Offeror to perform the specified services.2. The management team proposed to carry out the scope of work.3. Past performance in country or the region with similar services. 4. The price of the requested services.5. Compliance to terms set forth in this RFP.

1.13 Compliance with Anticorruption LawsThe Offeror represents and warrants that, in connection with this solicitation, the Offeror and any person or entity acting on its behalf has complied, and will continue to comply, with the U.S. Foreign Corrupt Practices Act (15 U.S.C. Section 78dd-1, et. seq.) as amended (“FCPA”), and all other applicable anti-corruption laws, rules and


regulations. As a general description, the FCPA prohibits corruptly offering or providing money, gifts or anything of value, to foreign (i.e., non-U.S.) officials for the purpose of obtaining or retaining business, or to secure an improper advantage. Other applicable anti-corruption laws may also prohibit bribery of foreign officials or commercial counterparties. The Offeror, if awarded the role of Pilot Manager, must notify the AgResults Secretariat immediately of any suspected violation and may report a suspected violation anonymously.

1.14 Anticorruption Compliance CertificationThe Offeror is required to submit with a Proposal a completed and signed Anticorruption Compliance Certification (see Attachment 3).

1.15 Confidential InformationNotwithstanding any agreements, including any separate nondisclosure agreements, already in place between the parties, the AgResults Secretariat assumes no obligation regarding confidentiality of all or any portion of a Proposal or any other material except that the AgResults Secretariat may not disclose any portion, which the Offeror clearly designates as containing proprietary information by affixing the following paragraph on the title page:

“This proposal, where explicitly marked, includes data that shall not be disclosed outside of the AgResults Initiative and its respective advisors, consultants and contractors, and shall not be used or disclosed—in whole or in part—for any purpose other than to evaluate this proposal. If, however, a contract is awarded to this Offeror as a result of—or in connection with—the submission of this proposal, the AgResults Secretariat shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the AgResults Secretariat’s right to use information contained in this data if it is obtained from another source without restriction.”

The Offeror will mark each sheet of data it wishes to restrict with the following: “Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal. “

Notwithstanding the foregoing, the Offeror agrees that its Proposal, including any portion containing confidential information, may be shared by the AgResults Secretariat with the World Bank (the AgResults Trust Fund Trustee), the AgResults Steering Committee and any or all Contributors to the AgResults Trust Fund. The Offeror’s Proposal may be also disclosed to third parties if required by order of a court, administrative agency or governmental body, or by any law, rule or regulation, or by subpoena, or any other administrative or legal process, or by applicable regulatory or professional standards; provided, however, that, to the extent permitted by applicable law, the AgResults Secretariat would use reasonable efforts prior to such disclosure to notify the Offeror and allow the Offeror to seek a protective order to restrict or narrow the disclosure in accordance with applicable law.


Attachment 2Terms of Reference

1. AgResults BackgroundThe AgResults initiative (“AgResults”) is a US$118 million multilateral initiative financed jointly by the governments of Australia, Canada, the United Kingdom, the United States, and the Bill & Melinda Gates Foundation (each, a “Contributor”). AgResults seeks to increase private sector investment in food security and agriculture globally. AgResults establishes “pull mechanisms” - economic incentives, or grants, that are provided to implementing organizations after achieving specific outcomes, where private sector investment is absent or hindered due to market uncertainties. In doing so, AgResults goes beyond traditional aid “push mechanisms” that provide funding, technical assistance, or other inputs to create development impacts. Instead, AgResults-financed pull mechanisms define a development problem and pay only for development outcomes that are achieved. AgResults is currently implementing pilot projects in Nigeria and Kenya, and launching new pilots in Uganda and Zambia.

Several different bodies are involved in implementing the AgResults Initiative:

A Steering Committee, comprised of donor organization representatives and the Trustee, makes strategic decisions.

The International Bank for Reconstruction and Development (IBRD, “The World Bank”) serves as the Financial Trustee of the AgResults initiative, manages donor contributions in a trust fund, makes payments of the grants to the Implementers, and contracts with the AgResults Secretariat and Independent Evaluator.

Deloitte Consulting is the AgResults Secretariat and is responsible for designing new pilot projects as well as overseeing management and coordination of AgResults pilot projects.

A Pilot Manager manages implementation of specific pilot project in-country.

Implementers are organizations that participate in the pilot and receive performance-based grants if the results are achieved and verified. In the Uganda Pilot, AgResults-selected seed companies will be the Implementers.

A Pilot Verifier verifies, determines and certifies whether Implementer participants have achieved the results they report and that are required for the payment of the grants. The Secretariat contracts the Verifier but the Pilot Manager oversees all verification work.

The Steering Committee has also contracted with Abt Associates to serve as an Independent Evaluator of certain AgResults pilots to measure impacts and to compare AgResults pilots to traditional, “push mechanism” development approaches.

Figure 1: AgResults Key Parties


The relationship among the key parties is illustrated below:

In addition, the Pilot Manager organizes and oversees an Advisory Council of about 10 –20 representatives from key stakeholders to provide advisory guidance to the Pilot Manager. The Advisory Council is not a decision-making body, but can provide important advice for Pilot launch and implementation.

2. Pilot Background, Launch and Implementation Activities2.1 Uganda Pilot Overview, Objective and BackgroundThe Uganda Legume Seeds Pilot Project (“Pilot”) is designed to incentivize seed companies to increase the production and sales of certified bean, groundnut, and soybean (henceforth collectively referred to as legumes) seed varieties in Uganda. Demand uncertainty, barriers to working capital and other factors have constrained seed companies from producing sufficient quantities of certified legume seeds, thus limiting farmers’ access to seeds to grow legumes. In order to address these challenges, the Pilot will employ results-driven pull mechanisms to incentivize the Implementer seed companies to find market solutions to challenges in the current value chain and to build a stronger, more competitive legume seed industry in Uganda.

The Pilot’s pull mechanisms center on the use of a Volume Guarantee (VG) to address the Implementers’ key challenges of demand uncertainty and limited working capital, and the incentive created by an End-Of-Pilot (EOP) performance-based grant designed to encourage the Implementers to increase sales of the certified legume seeds as much as possible.


The primary objective of the Pilot is to test the VG and EOP Prize pull mechanisms. By stimulating increased production and sales of certified legume seeds, the Pilot is also expected to provide a number of benefits to farmers. These benefits include increased crop yields due to seeds that are more tolerant to diseases and drought; potential increases in net income for farmers resulting from higher yields and diversification of crops; improved soil health; and an increased source of low cost, reliable protein for Ugandans.

In the commercial sector, the legume seed production process is primarily driven by seed breeders and seed companies. Seed companies place orders with seed breeders, who then multiply breeder seed into foundation seed. It typically takes approximately six months for seed breeders to bulk up the breeder seed supply. Seed companies then begin to multiply foundation seed into the certified seed that is sold on the market, a process that takes another six months. Some seed companies are multiplying breeder seed to produce foundation seed themselves and selling to other companies. There are also some farmer’s co-ops that are starting to do the same.

There are numerous challenges and complications in the seed production and sales process. The following are illustrative of issues for which Implementer seed companies of this Pilot will need to find solutions when producing increased amounts of legume seed.

Seed companies have difficulty forecasting the demand for legume seeds. Legume seed production is relatively costly, so companies are hesitant to over-produce and incur losses.

Seed companies often use outgrower farmers to produce certified seed. Once the seed is produced, the seed company must pay the farmers to buy-back the seed.

Financing can be a challenge: interest rates on loans are high, and the timing of harvests and related cash flow is an issue, specifically with regards to buying seeds back from outgrower farmers. Financial institutions can be hesitant to lend to seed companies, though some do provide loans.

Legume seeds have higher storage costs and stricter storage requirements than some other seeds.

Counterfeit seeds are prevalent in Uganda, and there are various opportunities along the value chain for seed companies, agro-dealers, and other distributors to counterfeit seed. There are numerous forms of counterfeiting, including mixing seed with grain, mixing seed with other varieties, manipulating seed appearance to appear as another variety or as grain, and mixing stones with seed to add to the weight and volume.


2.2 Pilot Launch ActivitiesThe Pilot Manager is responsible for launching the Pilot project. The following is a description of activities necessary for launching the pilot with explanation of the role the Pilot Manager will have with each.

A. Form and Convene Advisory Council In the initial months of the Pilot, the Pilot Manager will manage the formation of an Advisory Council that will meet quarterly. During the launch phase, the Advisory Council will serve to provide input related to the development of Implementer selection criteria, the Implementer application process and the selection of Implementers, among other things. The Advisory Council is not a decision-making body, but rather serves as a group to provide key advice. It also serves as a means for the Pilot Manager to keep key stakeholders updated and apprised on Pilot progress as well as to collect information about other ongoing related projects.

The Pilot Manager will submit to the Secretariat a proposed list of organizations and approximately 10 – 20 persons to serve on the Advisory Council. Upon approval from the Secretariat, the Pilot Manager will proceed to invite the proposed members to serve on the Advisory Council. Upon their written acceptance, the Pilot Manager will establish an appropriate governance structure for the council, which will be subject to the Secretariat’s review and input. The Pilot Manager will convene an initial introductory meeting for the Advisory Council and then shortly thereafter will convene the first official Advisory Council Quarterly Meeting to seek input from the Council members on the development of the Implementer application, selection and verification processes.

B. Develop the Verification ProcessA key role for the Pilot Manager is the oversight and monitoring of the verification process throughout the pilot and the identification of any issues that may arise, including any potential collusion between Implementer(s) and Verifier(s), with immediate reporting of issues to the Secretariat. The Pilot Manager will be responsible for close liaising with and overseeing the work plan(s) of the contracted Verifier(s); performing spot checks of verification tasks; analyzing data collected during verification; and ultimately, for assessing the annual VG and EOP Payment calculations.

The primary objective of verification for the Pilot is to validate the accuracy of and determine any issues, suspicious activity or fraud in both 1) what Implementer seed companies report as its Pilot seed sales for calculation of the EOP Payments, and 2) what Implementers report as unsold seed for calculation of the annual VG. Counterfeiting of seed in Uganda is widespread. For this reason, verification plays a critical role in the Pilot and oversight by the Pilot Manager is just as critical to prevent collusion between the Implementer seed companies and the verifier organization(s).

The Secretariat will contract the organization(s) to perform Pilot verification. However, the Pilot Manager will play a significant role in the development of the verification process, and later in the close monitoring of the Verifier(s) verification work. At this time, verification is anticipated


to be a combination of regular audits of the Implementer seed companies’ reported sales, as well as amounts of unsold seed (for the VG), combined with spot checks of samples performed in a laboratory to determine seed quality prior to sale to ensure counterfeiting to falsify sales is not occurring. The following are likely activities to be performed by the verifier organization(s):

Anticipated Verifier Organization(s) Roles and Responsibilities: Conduct sales audits to verify records of seed sold and unsold. This may include audits

of numerous documents provided by the Implementers, checking Planting Records filed at NARO, visiting outgrower fields, and possibly reviews of phases of the seed production process to ensure that sales claims are accurate, and that information presented about quantities and qualities of seeds sold was not falsified or exaggerated in any way.

Having seed testing lab(s) conduct tests on samples of seeds to ensure that claims of varieties of seeds sold or unsold are accurate.

Assessing and responding to new and potential methods that Implementers may use at any time during the Pilot to falsify sales records, sell counterfeit or impure seeds, or otherwise cheat.

For the purposes of the Pilot, verification will focus on the phases during which the seed is with the Implementer seed company (i.e. production, preparation for sale, treatment, and packaging) to the moment at which the seed would leave the Implementer seed companies and/or companies’ distributors to go to the market or purchaser. Seed purchases will not be tracked to the retail shop or end-user farmer level as part of verification for the Pilot.

Note: The Pilot Manager will not be responsible for any costs related to verification activities carried out by the verifier organization(s). The Pilot Manager will only be responsible for costs of overseeing verification work.

For more detail on the Pilot Manager’s role in verification, see section 2.3.

C. Develop the Dispute Resolution ProcessFollowing finalization of a verification process, the Pilot Manager will work closely with the Secretariat and Pilot Verifier(s) to develop a Dispute Resolution Process, subject to Secretariat approval. The process will be used disputes arise in connection with the Pilot between or among any of the Implementer(s), or Verifier(s), or the Pilot Manager, or if any misconduct is suspected by the Implementer or Verifier that could be resolved without involving dispute resolution based on the contracts between the Secretariat and the Implementer or Verifier, respectively, or other actor. The role of the Pilot Manager (in the case of a dispute that the Pilot Manager is not a party to) would be to serve as an intermediary and to facilitate the communication, information sharing, and resolution of the dispute between or among the Implementer(s) and/or Verifier(s). If upon further analysis, resolution cannot be reached, the dispute would escalate to the Secretariat, which is ultimately responsible for resolving disputes. The Secretariat will provide the legal language, terms and conditions and examples of Dispute Resolution Processes used in other AgResults Pilots. Note: Development of the Dispute


Resolution Process does not represent a significant level of effort (LOE) and should be developed within a week of the finalization of the verification process.

D. Assist the Secretariat’s Procurement of Verifier Organization(s)Upon finalization of the verification and dispute resolution processes, the Pilot Manager will assist the Secretariat in the process of procuring the Verifier(s) needed to conduct verification and then will monitor all verification work. Verification may require one or more organizations, all of which will be contracted by the Secretariat. The Pilot Manager will play an important role in liaising with relevant organizations in Uganda that may perform verification tasks, assessing cost factors, and drafting the verification scope(s) of work.

E. Finalize Volume Guarantee ModelDuring the Pilot Launch, the Pilot Manager will assist in finalizing the details of the Volume Guarantee (VG) model. Under the VG, on an annual basis, the AgResults Secretariat will agree to purchase a predetermined quantity of the Implementers’ unsold legume seed at a proportion of the seed’s wholesale market price. The VG will be part of the AgResults agreement signed between the Secretariat and the Implementer seed companies.

The Volume Guarantee is for the purchase of a volume of unsold seed equal to a certain percentage of the seed company’s sales from the prior year. Each year, the VG percentage includes any unused portion of the VG from previous years, thus allowing the guarantee to grow cumulatively from year to year. The current proposal is to set a VG of 10% at a buy-back price of 50% of market price. During the launch phase the Pilot Manager will assess factors that may influence the VG. Factors the Pilot Manager should examine include, but are not limited to, market prices for grain and seed, and seed companies’ plans to increase seed production. The Pilot Manager will also evaluate the appropriate buy-back price model, and present any recommended changes to the Secretariat. The Secretariat will provide the Pilot Manager with the Pilot Business Plan with the original VG design, analysis and assumptions used to calculate the VG at its current proposal

F. Develop Implementer Application Process and Oversee Selection of ImplementersWhile Implementer seed companies selected to participate will sign an agreement with the Secretariat regarding the terms of their participation, the Pilot Manager will have the primary role, in collaboration with the Secretariat and subject to its review and approvals, in developing and managing the Implementer selection process. This will include development of the technical portion of a Pilot Implementer Request for Applications (RFA) document, development of evaluation criteria for Implementers’ responses to the RFA, and management of the Implementer application process. Once the VG structure is finalized based on the Pilot Manager’s recommendations and input, and once the Implementers’ participation criteria have been defined by the Pilot Manager and approved by the Secretariat, the Pilot Manager, in collaboration with the Secretariat, will develop and submit to the Secretariat an Implementer Request for Applications (RFA). The RFA will likely include, among other things, an overview of the Pilot and all its terms and conditions; requests for historical and projected legume seed sales data with evidence of previous sales; requests for data and Planting Records from the National Agricultural Research Organization (NARO); and additional data and documentation to


demonstrate good business practices. The Secretariat will provide the Pilot Manager with example RFAs from other AgResults pilots to assist the Pilot Manager in preparing the Implementer RFA.

Upon the Secretariat’s approval of the RFA, the Pilot Manager will release the RFA in Uganda for seed companies to apply. To register a sufficient number of seed companies, the Pilot Manager will need to promote the Pilot to potential Implementers in an open and transparent manner. Implementers should be easily identifiable and reachable given their number. There are currently approximately 24 registered seed companies in Uganda.

The Pilot Manager will likely work with the Ugandan Seed Trade Association (USTA), which maintains strong ties with both the established and emerging seed companies that comprise its membership. USTA should be a highly useful resource for both advertising the Pilot to potential Implementers and identifying potential candidates.

The Pilot Manager will review applications, verify that seed company applicants meet the RFA requirements, and submit the applications and a Pilot Manager’s written review of the application with appropriate recommendation(s) to the Secretariat for approval. The Pilot Manager may also seek input on the applicant seed companies from the Advisory Council, as well as from other external references.

Once the Secretariat and Pilot Manager agree on seed company selection (with the Secretariat having a veto right), the Pilot Manager will inform the seed company of its selection for the Pilot participation subject to signing an agreement between the Secretariat and the Implementer, which will include the terms of the VG and the EOP Payment, an overview of expectations, requirements and standards, reporting procedures, the verification process, and other terms and conditions.

G. Launch Year 1 Sales PeriodThe Year 1 sales period will start after all Implementers have signed participation agreements with the Secretariat. Additional seed companies may also be able to join the Pilot at later dates with such process to be recommended by the Pilot Manager and approved by the Secretariat.

2.3 Ongoing Pilot Implementation ActivitiesOnce the Pilot Year 1 sales period is launched, the Pilot Manager will manage and oversee all implementation activities, including all verification activities, of the Pilot over the five-year sales period.

A. Oversee All Verification Activities and Monitor Verifier Organization(s)The Pilot Manager will be responsible for oversight of all verification activities and monitoring of the verifier organization(s) contracted by the Secretariat to verify Implementer companies reports of sold and unsold seed. As described in 2.2B, the Pilot Manager will help develop and finalize the verification process, and assist the Secretariat in procurement of the verifier organization(s). Once the organization(s) are contracted, the Pilot Manager will serve as the primary liaison and oversee all verification work.


The Pilot Manager will work closely with the verifier organization(s) to provide input for their regular work planning and to share important pilot information that will aide the verifier teams in their work (for example, Implementer seed companies production and sales plans, agreements with the Secretariat, and orders placed with seed breeders). The Pilot Manager will be an important liaison between the verifier teams and Implementers and monitoring of this relationship is important in order to prevent and/or identify collusion.

B. Manage Annual Volume GuaranteeThe Pilot Manager will be responsible for managing the Volume Guarantee and overseeing and monitoring all VG-related work performed by the verifier organization(s). The Volume Guarantee is intended to be a tool to lower the risks associated with seed companies’ efforts to increase production in the event that the companies cannot sell all of the additional seeds they produced. During Pilot implementation, the Pilot Manager will track quantities of unsold seeds as reported by the seed companies and as verified by the verifier organization(s). The Pilot Manager will use this data to determine the annual Volume Guarantee payout for each Implementer as well as the percentage of the VG that is unused and will thus carry over to the next year.

The VG buyback price will be set below the market price of the seed so that companies cannot make profit from the VG. Implementers that are successful in growing their legume seed portfolios with minimal or no losses will therefore profit more from the market than the pull mechanism, and will not use the VG.

The scope of the Pilot Manager’s services in relation to the VG will include, but will not be limited to, the following activities and responsibilities, in order of anticipated level of effort:

Regular Interaction with Seed Breeders: The Pilot Manager will need to communicate with seed breeders and Implementers about the timing of seed companies’ orders for breeder and foundation seed. The seed breeders typically need to receive orders from seed companies six months in advance to be able to meet increased requests. Ideally, the VG agreement will incent Implementers to forecast demand and obtain funding for increased production in time to place orders far enough in advance.

The Pilot Manager will need to liaise regularly with seed breeders, understand their concerns and constraints, and communicate about these issues as necessary with the Implementer seed companies. In addition, the Pilot Manager will need to gather information (at least twice per year) from breeders about the amount of seed available for each legume variety, and include this in discussions with seed companies about the Volume Guarantee and next year’s planned sales.

Liaising with Financial Institutions: While the Pilot Manager shall not negotiate directly with any financial institutions on behalf of any Implementer, the Pilot Manager may play a facilitation role with the Implementer seed companies seeking funding in connection with the Pilot implementation. This may include convening banks and seed companies


to share information and discuss timing of loan applications and awards. It could also include communicating about the Pilot and the VG with the local financial institutions who may be providing loans to the Implementers and, if appropriate, providing a letter to the financial institutions from the Secretariat explaining the VG to serve as support for any Implementer seeking a loan in connection with the Pilot.

Buying Back and Disposing of Unsold Seed: At the start of the Pilot, the Pilot Manager will finalize the VG model, including the processes related to seed buy-back. Upon approval from the Secretariat of the final VG model, the Pilot Manager will manage the VG process throughout the Pilot and will troubleshoot as needed if complications arise, always keeping the Secretariat apprised. This may involve coordination with FAO, WFP, or other entities in order to donate seed, or options to require companies to provide documentation of destroyed or disposed of unsold, expired seed.

C. Track and Monitor Sales For the End-of-Pilot Performance-Based GrantThe Pilot Manager will work closely with the verifier organization(s) to track and monitor sales counted toward the End-of-Pilot (EOP) Performance-Based Grant. The intention of the EOP Grant is to motivate the Implementers to find solutions to the barriers they have faced regarding legume seed production, and to overcome those market challenges during the five year sales period of the Pilot.

The EOP Grant payment will be based on each Implementer seed company’s sales of seeds over the life of the Pilot. It will be calculated based on a percentage of the Implementer’s previous years’ cumulative increase in sales of certified legume seeds over a minimum threshold pre-determined by AgResults (the current proposal is an 8% minimum threshold). All EOP Payments will be contingent upon verification of sales by the Pilot Verifier organization(s) and as confirmed by the Pilot Manager and approved by the Secretariat.

Figure 2 illustrates the EOP Payment model based on a potential high growth scenario.

Figure 2: Illustrative End-of-Pilot Performance-Based Grant High Growth Scenario1 Uganda Pilot: Potential End of Pilot Performance Grant Payment: High-Growth Scenario

Baseline

Year 1

Year 2

Year 3

Year 4

Year 5

Total (Years 1-5)

Actual Sales (20% annual growth) 100 120 144 173 207 249 893 MT

Minimum Threshold (8% annual growth) 100 108 117 126 136 147 -634 MT

Cumulative Sales over Threshold 259 MT

Payment(20% of Cumulative Sales over Threshold) 259MT × $1,575 2per MT × 20% = $81,585

1 Minimum threshold and payment percentage may change2 Rate to be determined later.


D. Share Information with Implementers As part of the developing the annual agreement between AgResults and each Implementer, including the VG-setting process, the Implementer seed companies will need to articulate their plans to increase growth. The Pilot Manager should not provide technical assistance to the Implementers, but will serve as a facilitator to share appropriate information equally with all the Implementer seed companies. The Pilot Manager, for example, may distribute information in writing to all the Implementers regarding financing opportunities, marketing and sales strategies, predicting demand, minimizing losses, or lessons learned regarding the sector.

E. Convene Quarterly Advisory Council MeetingsThroughout the Pilot, the Pilot Manager will convene the Advisory Council on a quarterly basis to keep them apprised of the Pilot. Implementer sales particulars will remain confidential but the Pilot Manager may update the Advisory Council general overall progress.

F. Conduct Annual Lessons Learned EventsThe Pilot Manager will also organize one annual lessons learned event (following the sales period launch) with all the Implementer seed companies to discuss strategies, share information about challenges and opportunities, and to document issues/lessons learned in a report for the Secretariat. Issues to discuss and for the Implementers seed companies to consider enacting in order to improve their production and sales strategies may include: techniques to gauge demand; programs to demonstrate new varieties and educate farmers about proper planting; packaging best practices; and minimizing losses, among others.

G. Identify Fraud ModalitiesThe Pilot Manager plays a neutral role in interactions with the Implementers and monitors the work of the Pilot Verifier. It will be important for the Pilot Manager to be continuously assessing ways Implementers may seek to game the VG model through inappropriate, unethical, or fraudulent practices; liaising closely with the Verifier organization(s) to ensure these practices would be identified during verification; monitoring the verification work to prevent collusion with Implementers; and keeping the Secretariat informed. AgResults and the Secretariat do not condone any unethical or fraudulent practices in connection with the Pilot. Implementers involved in any such practices will be subject to sanctions, including termination from the Pilot.

2.4 Draft Launch and Implementation PlanWhile the schedule dates may shift, for preliminary planning purposes, an illustrative draft launch and implementation plan for the Pilot is as follows:


Figure 3: Uganda Pilot - Draft Launch and Implementation Plan

AgResults Uganda Pilot: Draft Launch and Implementation Plan

June 2015 Pilot Manager (PM) mobilizes and develops work plan in coordination with Secretariat

June – August 2015 PM develops verification processes and assists Secretariat in development of procurement documents for verifier organization(s)

June – August 2015 PM finalizes Volume Guarantee modelJuly – August 2015 PM forms Advisory Council and holds an orientation sessionJuly – August 2015 PM conducts two outreach / Q&A sessions with seed companies

July – August 2015PM develops Implementer selection criteria and process, and Request for Applications (RFA) and submits to Secretariat for approval

August 2015 PM holds public Pilot Announcement Event for all stakeholders

August 2015

PM convenes first official quarterly Advisory Council meeting to discuss Implementer selection criteria and application process; subsequent Advisory Council meetings to be convened regularly every quarter

Sept – Oct 2015 Secretariat procures verifier organization(s)October 2015 PM posts Implementer RFA publiclyNovember 2015 Verifier organization(s) start

Nov – Dec 2015 PM receives and reviews applications from seed companies, and selects Implementers, in coordination with the Secretariat

January 2016PM holds orientation meetings with selected seed companies, and meets individually with them to agree on sales growth plans, and to establish and sign Volume Guarantee and other agreements

January 2016 PM conducts Pilot Sales Launch EventFeb 2016 – Jan 2017 Year 1 Pilot Sales Period

Feb 2016 – Jan 2017PM collects from Implementers and shares with the verifier organization(s) data on Implementer legume seed sales twice yearly, after every harvest (exact dates will vary with seed seasons)

Feb 2016 – Jan 2017 PM and verifier organization(s) determine amount of unsold seed after every harvest (twice yearly)

Feb 2016 – Jan 2017PM convenes two (2) roundtable sessions with seed breeders to share information about inventory, order needs, and other related issues

Feb 2016 – Jan 2017 Convene Quarterly Advisory Council MeetingsFebruary 2017 PM determines and awards Year 1 Volume Guarantee fundsFebruary 2017 PM meets with Implementers to update & renew agreementsMarch 2017 First Annual Lessons Learned EventFeb 2017 – Jan 2018 Year 2 Pilot Sales Period3


3. Pilot Manager Period of PerformanceUnder the Pilot Project, participating seed companies will sell seeds for a period of five years. Pilot Manager tasks are anticipated to run five and a half to six years. However, because of the period of performance of Deloitte Consulting’s AgResults Secretariat contract with the World Bank, the Pilot Manager will be contracted for a Base Period of three years with an Option Period to extend the contract.

Base Period of Performance: The Base Period will be June 1, 2015 to May 31, 2018. Offerors should present pricing for only the base period. For a contracting timeline for the price proposal for this RFP, assume this schedule:


Option Extension Period: Three months before the completion of the Base Period, the Secretariat will submit to the Pilot Manager the scope of work and period of performance for the Option Period. The Pilot Manager will have 30 days to submit a price proposal for the Option Period for the Secretariat’s review and approval.

4. Pilot Manager Personnel and Scope of Work

4.1 AgResults Pilot Manager Team—General Role Description The Pilot Manager Team will manage the Pilot and collaborate closely with the Secretariat as required or appropriate. The Pilot Manager team will be responsible for management and implementation of the AgResults Uganda Legume Seeds Pilot Project and will be accountable and report to the Secretariat. The Pilot Manager plays a neutral, facilitative and coordination role and manages and oversees all Pilot activities in country to conclusion.

The Pilot Manager’s activities and responsibilities, also described in Section 2 of the Terms of Reference, will include the following.

* Tasks that the Secretariat believes will represent a significant level of effort (LOE) during the Pilot Launch Phase (prior to the beginning of the first sales period) are indicated with one asterisk: *

**Tasks that the Secretariat believes will represent a significant LOE throughout the duration of the Pilot are indicated with two asterisks: **

1. Annual Work Plan development and submission to the Secretariat for review and approval, plus quarterly review and updates as needed.

2. Regular reporting to the Secretariat including, but not limited to,

3 General Activities for the Year 2 Pilot Sales Period will be the same as those of Year 1.


a. Monthly All Team Meetings (composed of the full Secretariat and Pilot Manger Team members)

b. Weekly (or less frequently as needed) updates of an MS Excel work tracker,c. Weekly or biweekly calls between the Team Leader and Secretariat Field

Coordinator,d. Biweekly high level updates to the online Secretariat Work Plan Program

Management Center (PMC) system, e. Minutes of All Team and Advisory Council meetingsf. Quarterly reports, g. A final report at the end of the Pilot, h. and any other information piece of urgent or important nature.

3. * Assisting the Secretariat by finalizing the design of the verification processes. 4. *Identifying, screening and recommending for selection potential seed companies as

Implementers.5. **Managing the Implementer selection process, Implementer Request for Applications,

and other Pilot launch responsibilities as needed, as described in the TOR.6. Overseeing the annual Implementer agreement process7. **Overseeing all Verification activities. This includes close liaising and overseeing the work

plan(s) of the contracted verifier organization(s); performing spot checks of verification tasks, for analyzing the data, and ultimately for assessing the annual Volume Guarantee and End-of-Pilot Payment calculations.

8. **With data from the Verifier, managing the data analysis and prepare determination and supporting data for the Secretariat’s review concerning annual Volume Guarantee buy-backs and the EOP Payment calculations and funds allocations.

9. Coordinating the formation and convening quarterly meetings of the Advisory Council.10. Conducting ongoing analysis to identify problems, opportunities and lessons learned, and

making recommendations to the Secretariat for solutions and steps forward.11. Developing and proposing for the Secretariat’s review a Dispute Resolution Process as

described in TOR and upon Secretariat’s approval, managing such disputes in accordance with the Dispute Resolution Process.

12. Overseeing the Pilot activities to identify and report to the Secretariat any potential inappropriate, unethical or fraudulent behavior or activities by the Pilot Implementers, verifier, and/or any other party in connection with the Pilot.

13. Managing Pilot outreach and communications. (See below for details)14. **Liaising with relevant government entities, donor representatives, seed breeders, seed

companies, and other sector-related stakeholders on a systemic and regular basis as needed in connection with the Pilot activities.

15. Tracking related projects in Uganda, and in the region if relevant, carried out by donors and other actors in the seed sector, and noting participation and support received by Pilot Implementers in other related projects and activities.

16. Gathering information from seed breeders, Implementers, the Verifier organization(s), and other stakeholders, and analyzing, and acting on information related to Pilot activities.

17. Periodically providing photos or written contributions for the AgResults website, blog, and/or social media, as applicable.


18. Maintaining an unbiased, facilitation role with regard to the Implementer seed companies. In order to ensure the integrity of the Pilot and the pull mechanism, it is important that the entire Pilot Manager team remains neutral and that Implementers and other stakeholders perceive them as such.

19. As determined by the Secretariat and/or the Steering Committee, performing any other role which would be useful for the Pilot Manager to perform, depending on the nature of the Pilot, provisions for implementing the Pilot and consistent with the agreed upon Scope of Work.

4.2 AgResults Pilot Manager Team—Key Personnel Roles and Responsibilities The following are the roles and responsibilities of the three key personnel positions for the Pilot Manager Team. The key personnel are essential to the successful performance of the Pilot. All staff filling these key personnel positions are subject to approval by the AgResults Secretariat and may not be changed without the Secretariat’s prior written approval.

1. Team LeaderThe Team Leader will be responsible for management of day-to-day Pilot activities and the quality delivery of the all the Pilot Manager Team’s work. The Team Leader will ensure that all tasks and activities are performed timely, professionally, subject to appropriate review and approvals by the Secretariat, and that deliverables and other work products related to the Pilot will be clear, well thought out, complete and thoroughly checked for quality control.

Specifically, the Team Leader’s responsibilities will include the following:

a. Develop an Annual Work Plan to be submitted to the Secretariat for review and approval consideration within 30 days of the new project year.

b. Monitor and ensure that the Pilot Work Plan is implemented. c. Track, identify and inform the Secretariat in quarterly reports of all completed

activities and propose necessary amendments at the end of each quarter. d. Identify and proactively report to the Secretariat on potential opportunities or

problems that could impact Pilot implementation or the reputation risk of the Pilot, AgResults, the Secretariat or any other AgResults entity. The Team Leader should employ critical thinking to troubleshoot solutions, and recommend appropriate solutions, responses and next steps to the Secretariat before taking action.

e. Coordinate the formation of and subsequent meetings of the Advisory Council.f. Manage and oversee the Implementer application selection process.g. Oversee program support and ancillary activities, including but not limited to the

production, sales, and verification of certified varieties of legume seeds.h. Communicate as needed with the verifier organization and testing lab(s), in

coordination with the Verification Officer, and report regularly to the Secretariat (and upon approval from the Secretariat, to the Implementers).

i. Coordinate dispute resolution and fraud management processes.j. Manage annual lessons-learned exercises and submit the summary of these exercises

to the Secretariat on a yearly basis.k. Ensure effective stakeholder engagement, public outreach and communications.


l. Ensure quality verbal and written reporting on Pilot operations as required.m. Maintain neutrality in all aspects of the facilitation of the Pilot, including impartiality

toward the Implementers, and eschew influence by any pre-existing personal or professional relationships that would create and actual or perceived bias or unfair advantage for an Implementer or other stakeholder.

n. Coordinate and provide support as needed to the Independent Evaluator (Abt Associates) to harmonize work plans and facilitate the Independent Evaluator’s work, in order to meet the objectives of its work along with those of the Pilot.

o. Ensure that Pilot deliverables are met on a timely basis and keep the Secretariat informed of all delays or changes to the timeline.

p. Other duties as assigned.

2. Verification Officer The Verification Officer will be primarily responsible for overseeing all Pilot Verification activities that will be carried out by an external organization(s) contracted independently by the Secretariat. This is a full time job since verification will be occurring throughout the Pilot for both for regular (likely to be biannual) audits of companies’ reported seed sales as well as verification of unsold seeds for the determination of the Volume Guarantee.

The Verification Officer should be familiar with the legume seed production and sales process and will need to liaise and oversee very closely all verification tasks to ensure verification objectives are carried out with the utmost integrity. The Verification Officer’s role differs from that of a traditional monitoring and evaluation (M&E) role in a “push” development project. In a pull mechanism, all oversight of the Pilot and verification work is focused on verifying results and preventing and identifying fraudulent practices. This is particularly important, given the level of counterfeiting that occurs it the Ugandan seed sector.

Specifically, the Verification Officer’s responsibilities will include the following:

a. Serve as Acting Team Leader when the Team Leader is absent. b. Liaise with the Independent Evaluator (Abt) as needed.c. Collaborate with the Secretariat and Team Leader to assist in the development of a

verification process, the Scope of Work for the Verifier, and collecting data on potential costs.

d. Assist the Secretariat and Team Leader with identifying Verifier candidates. e. Oversee the work done by the organization hired for Pilot Verification services.

Responsibilities may include spot checks of the following: fieldwork and data collection, data cleaning, data analysis and reporting. The Verification Officer may also develop, in collaboration with the Verifier, any necessary template for data collected from the Implementers.

f. Liaise with the Pilot Verifier to ensure consistency in work plans and reporting.g. Support weekly, monthly and quarterly management reporting to the Secretariat.h. Provide other operational support including administrative tasks, communications &

reporting, outreach and research as may be required.


i. In collaboration with the Team Leader, liaise with project stakeholders including Advisory Council members, Implementers, the Pilot Verifier, and government officials.

3. Technical Advisor The Technical Advisor will work part time alongside the Team Leader and provide technical advice on an as-needed basis for the Uganda Improved Legume Seeds Pilot.

The Technical Advisor will provide guidance on the legume seed production process, including growing and processing of seeds. The Technical Advisor will also help shape Pilot strategy and protocols, as well as technical and operational activities. In addition, the Technical Advisor will be responsible for liaising with specific program stakeholders, such as seed breeders and other projects working within the seed sector, in assessing opportunities and challenges in implementation. The Technical Advisor’s work, as outlined in the responsibilities below, will be commensurate with the level of effort (LOE) as specified in the budget approved by the Secretariat.

Specifically, the Technical Advisor’s responsibilities will include:

a. Support the Team Leader, Verification Officer, and the Secretariat to define, implement and adjust strategic, operational and action plans in order to achieve AgResults and Pilot objectives.

b. Participate in meetings as requested.c. Assist with review of Implementer applications and oversight of seed company

activities.d. Support stakeholder relations in strategic aspects of the Pilot. e. Provide, as needed, advice and support to the Advisory Council to assist in achieving

the advisory service objectives of the Advisory Council on the Pilot, including but not limited to the assessment of potential new Implementer applications, and identification of any possible cheating or fraud by Implementers.

f. Assist in the preparation of annual work plans if needed.g. Provide any other advisory services as may be requested by the Steering Committee,

Secretariat and Pilot Manager team.

4.3. Pilot Manager Team Scope of Work TasksThe following are the tasks that the Pilot Manager Team will perform on an ongoing basis throughout the Pilot, with the exception of 2) which details the Pilot Launch Responsibilities.

1) Annual Work Plan Development

a. Within 30 days of contract award and then subsequently 30 days before the beginning of every new contract year, the Pilot Manager will submit an annual work plan in MS Project to be implemented on a quarterly basis, for review and approval by the Secretariat.

b. The Work Plan shall be reviewed on a quarterly basis at the time of submission of the quarterly report. The Pilot Manager must include in the Quarterly Report any


necessary requests for amendments to the Work Plan to reflect the actual implementation of the Pilot activities. Any adjustments will be discussed and agreed upon by the Secretariat and Pilot Manager, and will be subject to Secretariat approval to become effective. When there is a quarterly Work Plan amendment, it is the intention of the parties not to revise the fixed price and payment schedule associated with the originally agreed-upon applicable Work Plan. The Secretariat will review and process Work Plan amendment requests (indicating approval, rejection or request for modification) within a period of two weeks following receipt of the Quarterly Report with the requested amendment.

c. Should the Scope of Work significantly change, the Pilot Manager and Secretariat will discuss whether a budget and agreement modification is needed. Any budget modification is subject to AgResults Steering Committee approval.

2) Pilot Launch Responsibilities Immediately following the start date of agreement, the Pilot Manager will have the following responsibilities.

a. The Pilot Manager will organize a public event to publicize the Pilot within 60 days of the start date of the agreement and assemble key program stakeholders to a Pilot Announcement Event.

b. Conduct two (2) outreach sessions with seed companies, following the Pilot Announcement Meeting, to raise awareness and generate interest in the Pilot.

c. Develop verification processes and assist the Secretariat in the procurement of the organization(s) to conduct verification. (See #7 below.)

d. Develop, in collaboration with the Secretariat, a Dispute Resolution Process. (See #6.)e. Determining details of how to dispose of any seed that results from the seed buyback

of the Volume Guarantee.f. Draft and submit to the Secretariat Implementer selection criteria and an

Implementer application process, including the Implementer Request for Applications and accompanying application.

g. Conduct outreach and Q&A meetings with seed companies to inform about the Pilot.h. Form and convene the Advisory Council for one (1) initial orientation session as well

as the first official Quarterly Advisory Council Meeting to solicit input from Council members on the Implementer selection and application processes. (See #4.)

i. Manage the Implementer application process including posting of the RFA, review of applications and solicitation of input from the Advisory Council, in collaboration with the Secretariat.

j. The Secretariat will take the lead on developing the Implementer’s agreement; however, once Implementers are selected by the Secretariat and Pilot Manager, convene a collective orientation meeting in Kampala for Implementers to go over all details of the Implementer’s agreement, including the Volume Guarantee and End-of-Pilot Payment, verification process, Dispute Resolution Process and other salient rules of engagement.

k. Hold additional meetings if and when necessary with individual seed companies to answer any additional questions and/or address any confusion or misunderstandings.


l. Conduct a Pilot Sales Launch Event with press, if appropriate, when the Pilot sales period begins.

3) Implementer Selection, Volume Guarantee Assessment and End-of-Pilot Grant AssessmentThe Pilot Manager will be substantially involved and will have responsibilities in the Implementer identification, solicitation, selection, application, review, acceptance, and grant disbursement process.

Specifically, the Pilot Manager’s responsibilities will include:

a. Develop a Request for Applications (RFA) document, subject to Secretariat approval, to be shared with potential Implementers. The RFA will include the rules of engagement, including but not limited to acceptance eligibility criteria, application review criteria, dispute resolution process and the Deloitte anti-corruption certification.

b. Develop criteria for Implementer participation, subject to Secretariat approval, and review these requirements in order to adjust as needed throughout the life of the Pilot.

c. Oversee the RFA solicitation process including first review of applications; submission to the Secretariat for review and approval of formal responses; and communication to Implementers on issues of clarification.

d. Recommend to the Secretariat Implementers to be selected.e. Upon approval from the Secretariat, oversee on behalf of the Secretariat the

Implementer acceptance agreement issuance, signing, and annual renewal. (Note: for transparency and to avoid conflicts of interest, Implementers enter into an agreement with the Secretariat, not the Pilot Manager.)

f. Manage communications related to Implementer application acceptance, rejection, or, if needed, termination.

g. Amend or update the RFA, as needed, subject to approval of the Secretariat.h. Following amendments or updates to the RFA, organize meetings with Implementers to

provide updates of any changes in the program should changes occur.i. Pronounce publicly the names of selected Implementers, if appropriate. j. Determine payments due to Implementers for the annual Volume Guarantee and End-

of-Pilot Payments, based on Verifier findings, and present this information to the Secretariat for approval.

4) Coordinate Formation of the Advisory Council and Convene Quarterly Meetings The Pilot Manager shall coordinate the formation and subsequent quarterly regular meetings of the Pilot Advisory Council, and shall oversee the Advisory Council throughout the Pilot. The Advisory Council is not a decision-making body, but shall serve to provide input and advice about the progress of the Pilot toward achieving increased legume seed production and sales, on the general trends and practices affecting the seed sector in Uganda, and other implications related to the Pilot’s objectives.


Specifically, the Pilot Manager’s responsibilities include:

a. With approval from the Secretariat, identify organizations and persons to serve as part of the Advisory Council and coordinate formation of the Advisory Council, which may include representatives from the donor community, USTA, relevant government bodies, and seed breeders. Members of the Council may not receive any compensation for their services without prior written approval of the Secretariat.

b. Establish an appropriate and effective governance structure for the Advisory Council. c. Convene quarterly Advisory Council meetings to seek advice from members or to

update them on the pilot. d. Facilitate quarterly Advisory Council meetings to endeavor that the Council provides

meaningful input to the Pilot.e. Solicit input and advice from the Advisory Council related to potential fraud or system

gaming, and report all information to the Secretariat.f. Take thorough minutes of each Advisory Council meeting and submit minutes to the

Secretariat within two (2) weeks of each meeting, calling to the Secretariat’s attention any important points.

g. Ensure that council members sign Deloitte’s Anticorruption Compliance Certification.h. Maintain Advisory Council membership over time, and review Advisory Council

membership at least annually, in consultation with Secretariat, to replace members who are no longer interested in participating, have a conflict of interest, or may no longer be qualified to serve on the Council.

5) Ongoing Analysis to Identify Problems, Opportunities and Lessons LearnedAs needed, the Pilot Manager will research and analyze information to inform decision-making, identify problems and opportunities, document lessons learned, and propose to the Secretariat solutions and ways forward.

Specifically, the Pilot Manager’s responsibilities will include, but are not limited to:

a. Tracking seed sales, monitoring market trends, estimating total payment costs, and other factors that may impact the Pilot implementation, the VG, and/or the End-of-Pilot payments.

b. Identify potential problems and opportunities and to recommend appropriate solutions and responses to the Secretariat before taking action.

c. Conduct one (1) lessons-learned session per year with Implementers, and possibly other stakeholders as identified in advance in collaboration with the Secretariat, reflecting on experiences from the previous sales period, as well as over the lifetime of the Pilot. These sessions may include using data contributed by the Pilot Verifier.

d. Following the exercise, the Pilot Manager will submit a lessons learned report within two (2) weeks to the Secretariat for review.

6) Dispute Resolution and Fraud ManagementWithin a week of finalization of a verification process design, the Pilot Manager will work closely with the Secretariat and Pilot Verifier to design and administer a Dispute Resolution Process,


subject to Secretariat approval, to use when disputes arise or any misconduct is suspected by the Implementer, Verifier, or other actor. The Secretariat will provide examples of Dispute Resolution Processes employed in other AgResults pilots.


a. Develop a Dispute Resolution Process that is subject to review and approval by the Secretariat. The process will identify possible areas of dispute, the process for lodging disputes, limits of dispute and resolution mechanism, and any other aspect necessary. This process will include notification of all issues to the Secretariat and escalation of unresolved issues to the Secretariat for guidance or resolution.

b. Once approved by the Secretariat, communicate the dispute resolution mechanism to the Advisory Council and Implementers.

c. Inform the Secretariat of instances of potential suspected fraud, cheating, counterfeiting, gaming and/or potential or real disputes. The Pilot Manager must be thorough and proactive in identifying these activities, remain impartial with respect to all seed companies and other stakeholders, and fully enforce the rules of the Pilot.

d. The Pilot Manager shall implement workplace integrity policies and practices, as well as rigorous oversight of the Pilot to identify and mitigate all claims of fraud, gaming and/or fraudulent behavior.

7) Procurement Assistance and Oversight of the Pilot VerifierThe Secretariat will contract the Pilot Verifier; however, the Pilot Manager will be responsible for assisting the Secretariat in the procurement process and for oversight of all work done by the organization(s) hired to conduct Pilot Verification services. As described in the Terms of Reference, this is a significant component of the Pilot Manager’s work.


a. Assist the Secretariat in researching and developing the methodology for verification.b. Support Secretariat identification and development of performance indicators.c. Assist the Secretariat in the procurement of the Verifier, which may include

communication with relevant organizations, assisting in developing the Scope of Work and Request for Proposals, and other related tasks.

d. In collaboration with the Verifier organization(s)., develop any necessary templates for data to be collected from the Implementers.

e. Oversight of all work done by the Verifier organization(s). The Verifier organization(s) will likely conduct biannual audits of seed sold and unsold for the purposes of verifying and calculating for the annual VG and for the rolling data collection for the end-of-pilot performance based grants.

Pilot Manager oversight of the Pilot Verifier organization(s) will likely include: biannual spot checks of field visits conducted by the Verifier with Implementers at

their offices, warehouses, and growing sites; communications with the testing lab(s); and


spot checks of data collection, data cleaning, data analysis and reporting.

f. Maintain an up-to-date communication feedback mechanism with the Verifier and the Secretariat to ensure that problems, challenges, lessons learnt and other key information is reported in a timely fashion.

8) Stakeholder Engagement, Public Outreach and CommunicationsThe Pilot Manager will be the front line organization establishing and maintaining AgResults visibility, stakeholder engagement and public communication; marketing and promoting the Pilot Project to potential Implementer companies; and maintaining a critical neutrality in the facilitation of the Pilot at all times. In accordance with AgResults media standards and policies, the Pilot Manager will serve as Pilot liaison to local media, value chain actors, and other local and international actors, always consulting the Secretariat in advance of public communications and following the AgResults branding guidelines.

With respect to any external communication, unless otherwise specifically authorized in writing by Deloitte Consulting, the Pilot Manager shall not use the name or brand of Deloitte Consulting in any communications. The Pilot Manager shall use AgResults marking and branding in accordance with the guidance that will be provided by the Secretariat upon agreement award and as updated during the term of the Pilot.

The Pilot Manager will have the following responsibilities related to Stakeholder Engagement, Public Outreach and Communications:

8.1 Implementer Engagementa. Meet annually with each Implementer separately to update and renew Pilot agreements

and terms of Volume Guarantee.b. On a rolling basis, if needed (in the case of low Implementer application numbers), and in

consultation with the Secretariat, identify and recommend to the Secretariat promotional activities to engage new Implementers. Publicity of the Pilot (goals, requirements and incentives) and the Implementers’ RFA should be done in a transparent and open manner, through appropriate advertising, media outreach, and/or through proactive networking in the Ugandan agribusiness community. Emphasis shall be given to women-owned businesses and women’s organizations, if possible. Publicity is subject to approval of the Secretariat. The Pilot Manager will always inform the Secretariat in advance of all publicity activities in order to seek Secretariat feedback and approval.

c. Maintain communication with potential Implementers and provide them with all information necessary to determine whether they wish to participate in the Pilot.

d. Refer any and all important communications related to the Implementers to the Secretariat, keeping the Secretariat informed and apprised of important developments so that the Secretariat is able to effectively manage inquiries and reporting from and to the donors on the Steering Committee.

e. Liaise with potential Implementers, and other value chain participants, and create informal networking opportunities for Implementers. Note: the Pilot Manager shall act as


a networking resource for Implementers only. Under no circumstance shall the Pilot Manager provide or coordinate technical assistance for Implementers.

8.2 Government Engagement a. Meet as needed (at least twice a year) and when appropriate with Ugandan government

officials who are responsible for issues related to issues AgResults is trying to address through the Pilot or with government-related institutions to maintain good relations and promote awareness and the Government support for the Pilot, always keeping the Secretariat informed in advance of meetings. This may include the Uganda National Agricultural Research Organization (NARO), the Ministry of Agriculture, Animal Industry & Fisheries (MAAIF), and others. (These meetings are to be informative for the government – no type of lobbying activities are required or permitted.

b. Coordinate with relevant government research entities, specifically including the bean, groundnut, and soybean seed breeders at NaCCRI, NaSSARI, and Makerere University, respectively. The Pilot Manager will share information about the Pilot with the seed breeders, inquire as needed about the availability of breeder seed in anticipation of seed company orders, and facilitate communication between breeders and Implementers.

8.3 Engagement with Donor Representatives and International Organizationsa. Meet as needed (at least twice a year) with international organizations active in related

technical areas and in particular with the representatives of AgResults donors, always proposing such meetings and coordinating with the Secretariat in advance of the meetings so that the Secretariat may keep donor representatives on the Steering Committee informed and involved, to the extent the Steering Committee members wish. The purpose of these meetings is to keep the relevant stakeholders informed and updated on the Pilot progress and to maintain a working knowledge of other relevant donor-funded programs. The Pilot Manager shall report to the Secretariat following all meetings.

8.4 Monitoring and Knowledge Management of Programs and Opportunitiesa. Maintain a tracker in Excel to identify and track current and future projects in the seed

sector, to monitor their potential impact on the AgResults Pilot including but not limited to donor-funded work.

b. Share tracker regularly with the Secretariat.c. When appropriate, upon discussion with the Secretariat, share equally in a neutral role,

with the Implementers, information on resources available through other programs, opportunities, etc. that may assist them in achieving Pilot goals of increased legume seed sales.

8.5 Engagement with Other Stakeholdersa. Maintain active engagement with any other necessary stakeholders including, but not

limited to, USAID Feed the Future programs, USTA activities, relevant donor-funded projects, industry associations and interest groups, agro-distributors, farmers groups, other projects working in the seed sector, and any others the Secretariat or Steering


Committee members may request in order to identify challenges and opportunities, and to recommend to the Secretariat appropriate solutions and responses.

9) Reporting on Pilot OperationsThe Pilot Manager will be in regular communication with the Secretariat on all aspects of the Pilot operations.


a. Report immediately to the Secretariat any urgent issue or reputational risk related to the Pilot.

b. Report to the Secretariat in a timely fashion problems and opportunities identified in the Pilot and make recommendations for solutions and responses.

c. Be available for monthly All Team Meetings by phone with the Pilot Manager team and Secretariat; periodic site visits by the Secretariat, and any additional meetings as determined by the needs of the Pilot.

d. Prepare and submit to the Secretariat for review, within one (1) week, the minutes of All Team Meetings.

e. Maintain and submit to the Secretariat a Work Tracker to be updated on a weekly basis, or as needed and agreed upon with the Secretariat based on the level of activity in any particular phase of Pilot implementation.

f. Update the online AgResults PMC project management system operated by the Secretariat twice a month. This system contains only high-level tasks and is available for donor representatives on the Steering Committee, the Secretariat, and the Pilot Manager to view at any time.

g. Submit photos and brief reports of all events.h. Submit a quarterly report to the Secretariat on project activities, using a template

provided by the Secretariat, to include: Pilot implementation and operations; lessons learned; if available, Implementer activities and seed sales; any updates on Pilot indicators; any requests, with explanation, for needed work plan amendments; and a quarterly payment request using the one-page template provided by the Secretariat.

i. Submit an annual Lessons Learned Report to the Secretariat (see Section 5). j. Submit a final report at the end of the Pilot after implementation is completed.

Submission timing and requirements will be determined in coordination with the Secretariat.

k. As requested by the Secretariat, periodically provide photos or written contributions for the AgResults website, blog, and/or social media.

l. Submit any additional reports or information as may be required by the Secretariat or the Steering Committee.


10) Pilot Evaluator and Results Framework SupportThe Pilot Manager will support Pilot Evaluator Abt Associates, as needed, during activities for the impact evaluation of the Pilot.

The Pilot Manager will also track data needed for the Results Framework as outlined by the Secretariat.


a. Participate in a presentation that the Evaluator will give to the Pilot Manager team during the initial 60 days of the Pilot Manager’s mobilization to provide further specificity about the impact evaluation and anticipated needs.

b. Liaise, support and collaborate closely with the Independent Evaluator. This will entail coordinating or facilitating meetings for the Pilot Evaluator with stakeholders, both in central locations and in the field. It will also involve sharing important information regarding the Pilot implementation.

c. Invite representatives of the Independent Evaluator to participate in significant events.d. Coordinate or facilitate meetings for the Independent Evaluator with stakeholders, both

in central locations and in the field. e. Participate in a conference call every other month with the Pilot Evaluation team (or

with greater or less frequency as needed) to discuss Pilot findings that may impact Pilot implementation and the Impact Evaluation. This may include: production cycles, harvest timing, Implementer applications, data collected from Implementers, the Pilot timelines, Implementer agreements, etc. Information about external factors that may influence impact and attribution is also particularly important. The Independent Evaluator treats every piece of information with the utmost confidentiality and is bound by agreement to maintain confidentiality of every data sources.

f. Provide important information in a real-time fashion to the Independent Evaluator, copying the Secretariat.

g. Support in the initial six months of the Pilot, and later if needed, identification and development of the indicators for the Pilot Results Framework, in concert with the Secretariat and in collaboration and consultation with the Steering Committee, Independent Evaluator, and Verifier.

h. Track and report to the Secretariat, data collected by the Verifier for the indicators in the Results Framework.

4.4. Pilot Manager DeliverablesThe Pilot Manager Team will be responsible for the following deliverables:

a. An Annual Work Plan in MS Project, which will be reviewed and amended quarterly as needed.

b. Biweekly updates to the online AgResults PMC project management system.c. A detailed Work Tracker submitted weekly or as needed and agreed upon with the

Secretariat.


d. Quarterly reports for every year of the agreement with Work Plan amendment requests and justification if needed.

e. Quarterly Advisory Council meeting notes, within two weeks following the meetings.f. Monthly All Team meeting notes, within one week following the meetings.g. One Lessons Learned report following each annual lessons learned exercise.h. One final report at the end of the agreement after implementation is completed.i. Photos and brief reports of all eventsj. Periodic contributions to Secretariat biannual reporting in January and July.k. Periodic photos or written contributions for the AgResults website, blog, and/or social

media.l. Develop and maintain a data library including but not limited to: maintenance of all

project documents and key communication, Implementer application and review documents and process, Implementer sales records, verification results and reports, and Volume Guarantee and End-of-Pilot Payment tracking and management..

5. Proposal Requirements

5.1 Technical ProposalOfferors are required to address the four components below, to limit their response to fifteen (15) pages, and to provide additional materials, such as CVs, in separate annexes. The separate annexes will not count towards the 15-page limit.

5.1.1 Corporate Capability and Past ExperienceA) The Offeror shall provide a statement of corporate capabilities and five (5) examples of

current or past performance activities similar or relevant in nature to the efforts identified in the Statement of Work in this RFP either in Uganda or the surrounding region.

Please provide a description of the services, name(s), e-mail addresses, and phone numbers of the client(s)/customer(s) to whom the services were provided, dates and periods during which the indicated services were provided, and the extent and nature of services provided. (The Offeror consents to the AgResults Secretariat contacting and verifying these references at its discretion.)

B) The Offeror shall also provide a list of relevant ongoing and past projects or activities, with budget amounts, duration and total level of effort provided for the past ten (10) years or more if relevant.

C) The Offeror shall provide the location of the organization’s current functioning office locations and existing presence throughout Uganda’s regions.

D) The Offer shall provide documentation of current permission to operate in Uganda and a list of any existing Memorandums of Understanding (MOUs) with the Government of Uganda, noting the start and end dates of the MOUs and identifying the countersigned ministry.


5.1.2 PersonnelThe Offeror should provide the information indicated below about the proposed staffing and management structure required for executing the Pilot Manager activities. All key personnel should be indicated in the Proposal and their commitment confirmed (future substitution of such personnel will be subject to the Secretariat’s written approval). The Secretariat or its designee reserves the right to interview the Team Leader and other individuals as part of the selection process.

5.1.2.1 Key Personnel – Position Requirements

A) Team LeaderThe Offeror must propose a full time Team Leader responsible for delivery of the work indicated in the Scope of Work. The Proposal should include a letter of commitment signed by the proposed Team Leader and a detailed CV as an annex, as well as a summary description and/or substantiation documents in the Proposal of the individual’s qualifications as they relate to a) the Statement of Work in this RFP and b) the following requirements, capabilities and characteristics:

1. A minimum of five to seven years of experience managing international donor-funded projects, with experience in Uganda preferred, and experience managing a small team with a high level of cross-cutting responsibilities.

2. A Bachelor’s degree in agriculture, economics, business, international development, or a related field. Master’s degree preferred.

3. Proven agricultural expertise and understanding of the seed sector in Uganda.4. Demonstrated experience facilitating programs or projects that include private

sector involvement.5. Proven ability to work independently; effectively manage time, competing

priorities, and complex tasks; and identify opportunities and challenges and propose appropriate responses or solutions.

6. Proven excellent project management and problem solving abilities.7. Excellent interpersonal, verbal and written communication skills.8. Experience with positive stakeholder engagement, including the agribusiness

private sector, international donors, and government officials.9. Experience overseeing monitoring and verification systems.10. Demonstrated excellence in oral, written and reading comprehension abilities. 11. Proficiency in MS Project, MS Outlook, MS Word and other Microsoft Office

programs.

B) Verification Officer The Offeror must propose a full time Verification Officer responsible for delivery of the work indicated in the Scope of Work. The Proposal should include a letter of commitment signed by the proposed Verification Officer and a detailed CV as well an annex, as well as a summary description in the Proposal of the individual’s qualifications as they relate to a) the Statement of Work in this RFP and b) the following requirements, capabilities and characteristics:


1. Minimum of seven years of experience overseeing monitoring, verification and/or audit work; data collection and data analysis; with an eye towards identifying fraud, preferably in the field of agriculture or agribusiness.

2. Bachelor’s degree required in statistics, economics or other related field. Master’s degree preferred.

3. Knowledgeable about the legume seed production process. 4. Familiarity with seed quality inspection, checks, and testing processes.5. Familiarity with forensic sales audits a plus.6. Excellent analytical, project management, time management, and problem solving

abilities.7. Excellent interpersonal verbal and written communication skills.8. Demonstrated excellence in oral, written and reading comprehension abilities. 9. Computer literacy, including MS Access database, MS Excel, MS Project 2010, MS

Outlook, MS Word and other Microsoft Office programs. Training in SPSS and/or STATA a plus.

C) Technical Advisor The Offeror must propose a part-time Technical Advisor responsible for delivery of the work indicated in the Scope of Work. The Proposal should include a detailed CV as well an annex, as well as a summary description in the Proposal of the individual’s qualifications as they relate to a) the Statement of Work in this RFP and b) the following requirements, capabilities and characteristics:

1. Minimum of ten years of experience in the seed sector, preferably in Uganda, including demonstrable experience with legume seeds.

2. Bachelor’s degree required in agriculture, agricultural economics, or other related field. Master’s degree preferred.

3. Expertise in all aspects of the production of legume seeds, from breeding to sales.4. Detailed knowledge of seed certification requirements, testing, quality assurance,

and inspection standards.5. Ability to provide expert opinion and analysis periodically throughout the life of

the Pilot.6. Excellent analytical, time management, basic project management, and problem

solving abilities.7. Excellent interpersonal verbal and written communication skills.8. Demonstrated excellence in oral, written and reading comprehension abilities. 9. Computer literacy, including MS Access database, MS Project 2010, MS Outlook,

MS Word and other Microsoft Office programs.

5.1.2.1 Support StaffKey Personnel are responsible for all Pilot Manager tasks described in the Scope of Work. The Offeror must provide a summary of other staff, if any, that will have a role in the work and/or in supporting any of the Key Personnel. Please state the role for which the individual(s) is


being proposed, how his or her qualifications correspond to that role, and provide a summary description of the individual and attach detailed CVs.

5.1.3 Illustrative Year 1 Work PlanUsing the Draft Timeline in Figure 3 as well as the details provided throughout the RFP, propose an illustrative Work Plan for Year 1, with activities defined on a quarterly basis, to carry out for the first year for the activities described in the Terms of Reference in Sections 2 and 4. Include an estimated timing of major activities, deliverables, and interaction with other entities. Upon award, a definitive Year 1 Work Plan will be required within 30 days for discussion and approval by the Secretariat.

5.2 Price Proposal The Offeror shall submit a Fixed Price Proposal that includes all fees and expenses, including any taxes, for the three-year Base Period:


The Price Proposal should cover all the activities detailed in the Scope of Work in Section 4, including the Pilot Launch Related Responsibilities.

The price Proposal should - at a minimum - include a breakdown of anticipated costs as follows:

A) labor costs with fees based on fixed daily rates for each labor category, calculated using the Labor Pricing Template in Attachment 44;

B) travel costs for approximately 30 trips annually to conduct approximately 80 spot checks of Verifier activities at sites in Kampala and throughout all regions of Uganda. (This presumes that some trips will be able to include multiple spot checks.) This includes at Implementer production sites, seed warehouses, seed distribution hubs and laboratories in the Kampala area. Assume that 25% of the visits (i.e. 10 visits) will be in Kampala and the remaining 75% (30 visits) will be one- to two-day visits throughout regions of Uganda.5 These figures assume that eight (8) well established seed companies of the approximately 24 registered seed companies will participate in the Pilot as Implementers. Should this assumption be incorrect, the Pilot Manager and Secretariat will discuss and make appropriate revisions to the Scope of Work;

C) events costs for the following, all of which will be conducted in Kampala (note: this does not include meetings with seed companies, breeders, and other stakeholders that the Pilot Manager will organize when needed throughout the Pilot):

a. one (1) Advisory Council orientation session and subsequently quarterly Advisory Council meetings throughout

i. approximately 20 members/attendees plus PM team4 Note: It is not required to submit formulas for how each fixed daily rate is determined.5 Soybean, groundnut and bean outgrowers for seed companies are disbursed around Uganda depending on the seed variety and its growing needs.


ii. simple refreshmentsb. one (1) public Pilot Announcement Event

i. approximately 100 attendees (all stakeholders + press)ii. microphone sound system

iii. simple refreshmentsiv. printed one-page briefs on the Pilot;

c. two (2) awareness raising sessions with seed companies pre-Pilot Sales Launch Event

i. approximately 40 attendees eachii. simple refreshments

d. bi-annual roundtable sessions with seed breedersi. approximately 15 attendees

ii. simple refreshmentse. one (1) Pilot Sales Launch Eventf. two annual lessons learned events with Implementers, beginning one year after

the sales launch date; andD) details of any necessary mobilization costs. An initial mobilization payment is permitted.

Notes: The Verifier costs should not be included in the proposed costs for the Pilot Manager

activity; however, the Offeror should include costs related to overseeing verification. Proposed payments will made be quarterly and tied to deliverables proposed by the

Pilot Manager in the submitted illustrative Work Plan. All expenses should be listed separately, with sufficient detail to allow for evaluation as

to the reasonableness of the items proposed. All prices shall be quoted in US dollars. Offeror is responsible for any applicable taxes and similar fees (those are deemed

included in the proposed fixed price). Deloitte Consulting cannot confer any special tax- or duty-free status.

Payments to the selected Offeror will be made after receipt of the Quarterly Report by the AgResults Secretariat and will come from the World Bank-administered Trust Fund.

6. RFP Schedule of Events






3. Answers to timely-received questions will be publically posted on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET), March 20, 2015.

4. A Phone Conference for interested vendors will be held on March 23, 2015 at 0900 Hrs. US Eastern Time (US ET). Details about how to participate in the phone conference will be publically posted on http://agresults.org/en/288/GetInvolved no later than 1700 Hrs. US Eastern Time (US ET), March 20, 2015.





Attachment 3Anticorruption Compliance Certification

AgResults requires full compliance by any recipient of AgResults funds with the U. S. Foreign Corrupt Practices Act (15 U.S.C. Section 78dd-1, et. seq.) as amended (“FCPA”), and all other applicable anti-corruption laws, rules and regulations.

The anti-bribery provisions of the FCPA make it illegal to offer, promise, authorize, or provide anything of value, either directly or indirectly (e.g., through third parties), to a Foreign Official (as defined below) for the corrupt purpose of (1) influencing an official act or decision; (2) inducing the Foreign Official to do or omit to do anything in violation of his lawful duty; or (3) securing an improper advantage; in each case in order to assist in obtaining, retaining, or directing business to anyone.

Under the FCPA, a Foreign Official includes not only a person who performs traditional governmental or administrative functions, but also any member of a royal family or an employee of an entity in which a governmental body has an ownership interest (even a minority interest). Such employee could still qualify as a Foreign Official even if he or she performs business-related functions as an employee of such entity engaged in commercial, rather than governmental, activities.

To facilitate the Offeror’s understanding and compliance with obligations set forth in this clause, ‘Foreign Official’ is hereby defined for the purposes of this clause to include:

• Any officer or employee of a non-U.S. government (including any non-U.S. military personnel) or any of its departments or agencies or incorporated entities (including state-owned enterprises);

• Any director, officer, or employee of any legal entity or joint venture that is controlled or significantly owned by a non-U.S. government (including any non-U.S. military personnel) or any of its departments or agencies or incorporated entities (including state-owned enterprises);

• Any officer or employee of any public international organization (e.g., the United Nations or World Bank);

• Any person that represents or acts on behalf of, or in an official capacity for, any non-U.S. government or any of its departments or agencies or incorporated entities (including state-owned enterprises), even if honorary;

• Any non-U.S. political party or party official or candidate for non-U.S. political office; • Any member of a royal family; and• Any member of a non-U.S. legislative body.

The Offeror understands that prohibited payments or offerings under the FCPA need not take the form of cash or cash equivalents. For the purposes of this clause, and in line with the FCPA, the reference to ‘anything of value’ is construed broadly and covers any tangible benefit of any kind, including, without limitation, cash or cash equivalents, gifts (including, but not limited to, gifts or courtesies of local custom, wedding and personal gifts, jewelry), political contributions, donations to charities at the behest of a Foreign Official or his/her family, entertainment (including, but not limited to, meals and tickets to events), travel and travel-related expenses, hospitalities (including, but not limited to, accommodation), ownership rights in joint ventures or other entities, inflated or excessive contract prices, loans and employment (whether long-term or temporary). Even if any


payments or gifts are a customary part of the culture of a particular country, they may be prohibited under the FCPA. In addition, providing or offering gifts, payments or other benefits to another person for an improper or corrupt purpose may violate not only the FCPA but also other similar anti-bribery laws and regulations.

Moreover, certain laws and regulations, that may be also applicable in connection to the Offeror’s activities, prohibit bribes or kickbacks in the private sector and regulate, among other things, whether gifts, entertainment or employment may be provided to U.S. government officials. The Offeror shall comply with all such applicable laws and regulations.

Therefore, in connection with the participation in the AgResults Uganda Legume Seeds Pilot Project, the Offeror shall not cause the Secretariat and all other entities associated with the AgResults Initiative to be in violation of the FCPA or any other applicable anti-corruption laws or regulations. The Offeror must refrain from either directly or through others, making or offering to make bribes, kickbacks or other corrupt payments or provide anything value to a Foreign Official or anyone else for purposes of influencing them to benefit the Secretariat or any other entities associated with AgResults Initiatives, the Offeror, or any other party.

The Offeror shall notify the AgResults Secretariat immediately if it learns of any violations of the FCPA or any other anti-corruption laws in connection with the Offeror’s involvement in the AgResults Uganda Legume Seeds Pilot Project. Notifications can be made to AgResults Secretariat through email: [email protected] or by contacting Nathalie Gogue, AgResults Secretariat Project Manager, at +1.571.814.6307. Notifications can be also made anonymously through the website www.integrityhelp.com, or by calling +1 866 850 1485 (within the U.S.) or +1 503 748 0570 (outside the U.S.).

Compliance CertificationBy my signature, I certify as the Offeror, or as an authorized representative of the Offeror, that the Offeror has complied with and will comply with the U. S. Foreign Corrupt Practices Act (15 U.S.C. Section 78dd-1, et. seq.) as amended (“FCPA”), and all other applicable anti-corruption laws, rules and regulations.

Name of the Offeror ________________________________________________________

Organization of the Offeror___________________________________________________

Signature ___________________________________________________________________

Printed Name of Signatory (if signatory is an authorized representative of the Offeror)

___________________________________________________________________________

Date_____________________________


http://www.integrityhelp.com/


Attachment 4Labor Pricing Template

Labor Pricing Template


Request for Proposal - AgResults.org · Web viewsigned Anticorruption Compliance Certification...

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