Scope of Work - Biztar Feb 7, 2011[1]

8/3/2019 Scope of Work - Biztar Feb 7, 2011[1]

1/7

1

SCOPE OF WORK

Business Regulatory & Tax Administration Reform (BIZTAR) ProjectEvaluation

I. BackgroundMoldova is ata crossroads geographically,politically,and economically. Positioned betweenWestern Europe andthe CIS,Moldova enjoys geographicalproximityto both stable butdemandingwesternmarkets and growing but risky easternmarkets. Thisposition could be anadvantage,asMoldovas bilingualworkforce andlocationposition itas a bridge betweenthe regions, butwillrequire a clear strategyand cooperationamong sectoractors andpolicy-makers forthe countrytomaximize its economicpotential. Political stability remains a challenge inMoldova,with

successive parliaments unable to reachthe 61-vote threshold requiredto electapresidentandforcing newparliamentary elections. As amemberofthe Eastern Partnership,Moldovahasestablished itselfas a countrywhich is eagerto expandanddeepen relations withthe EuropeanUnion. Overthe pastyear,the ruling liberal coalitionhas been improving Moldovas position intheglobal economy bypursuing anagendaof economic andpolitical reforms. However,Moldovawasseriouslyaffected bythe global economic crisis,and remains highlyvulnerable to externalmarketforces mostnotably Russias use of import bans onMoldovanproducts to exertpoliticalpressure.Access to Europeanmarkets is improving,with E.U. trade quotas inplace forMoldovanproducts,andMoldovan industries are increasingly finding newmarketopportunities inthe E.U. Inthe long-term,Moldovas economic future is tiedtothe politicaldirectionthatthe governmentwilltake withregardtoapro-European,pro-Russian,or balancedapproachto reconciling the competing political

agendas.

Onaverage,Moldovas economyhas experiencedannual growth rates of 5.5 percentoverthe past10 years,helping todrive poverty rates down from 70 percent in 1999 to 31 percent in 2009 (42percent in ruralareas). YetMoldova remains one ofthe poorest countries in Europe,withper capitaincome of $3,210. The structure ofthe economyhas been evolving fromatraditionalagrarian basetoa rapidly expanding service sectorand reforming industrial sector. While services account for 56percentof GDP,the sectoronly employs 33 percentofthe Moldovanlabor force. By contrast,agriculturalproduction employs a similarproportionofMoldovans butonly contributes 15 percentto GDP.

The Moldovan economy isprimarilydominated byMicro, Small,andMedium Enterprises(MSMEs). The post-Soviet breakupof collective farms resulted inhighly fragmentedlandparcels(averaging 5 ha) thatare nowownedandworked by smallholder farmers. Theseparcels remainlargely inefficientandtheir small size inhibits farmers fromachieving economies of scale.Similarly,manyover-capitalized enterprises withpoorlaborproductivityhave downsized,divested,or been replaced by smaller,less capital-intensive enterprises. The rise ofthe service sectorhas alsobeendriven by smallandagile businesses withhighlaborproductivity. Furtheradvancing theprivate sectorand its contributions to economic growth inMoldovanwill require continued focus onMSMEs.


2/7

2

The USAID/Moldova Business Regulatory & Tax Administration Reform (BIZTAR) Task Orderwas executed by USAID and DAI (forthe DAI/Nathan Group) on September 26, 2007. TheBIZTAR Project is designedto improve Moldovas business enabling environment by reducing theadministrative burdens onthe private sector, streamlining taxadministration, curtailingopportunities for corruption,and improving the access for citizens and businesses to government

services and information. BIZTAR is alsodesignedtopromote public awareness and support forpolicy reforms to contribute toa better business environment. The project stresses the involvementof informationand communications technology (ICT) to facilitate transparentdatamanagement,streamlinedadministrative processes,and enhancedprivate-public sectorpartnerships.

The project components are:

1. Regulatory Reform: BIZTAR seeks to reduce administrative burdens faced by businesses ininterfacing with government;to increase public access to information regarding businessregulation;andto increase transparency in governments policydevelopmentand servicedelivery functions.

2. Tax Administration Reform: BIZTAR seeks to improve tax services inMoldova bymakingservices more user-friendlyandaccessible to citizens;andto improve the functioning oftheState Tax Service ofthe Ministryof Finance inareas oftaxmanagement, including helpingto shape the directionofneeded reforms.

The projectwas substantivelymodified in FY 2010 to extendthe life ofproject byone year,toaddadditional funding inthe amountof $1,500,000 (foratotalobligationof $7,996,632),andtomodifythe Scope of Workto include workwiththe customs sector. The BIZTARproject isplannedto endon September 30, 2011.

II. Purpose of the evaluationThe focus ofthe evaluationwill be the performance ofthe BIZTARproject, implemented by DAIfrom 2007-2011, inaccomplishing the terms and results ofthe project,andthe projectscontributions toachieving the Missions Strategic Objective 1.31, Private Enterprise GrowthCreates Jobs and Generates Income.

The teamwill evaluate the status ofthe activity, its successes andweaknesses,andproviderecommendations for USAID regarding possible improvements andadjustments thatmight enhancethe future performance ofthe follow-on competitiveness relatedproject, BIZTAR II,which isexpectedto be awarded in FY 2011. The evaluators shouldalso identifyany unforeseen constraintsandobstacles thatmayhave affected BIZTARs performance.

USAID Mission in Chisinau the primaryaudience forthe evaluation will use the evaluationtomake managementdecisions with respectto its approachand its activities in reducing the costofbusiness byaddressing government regulatoryandadministrative burdenand corruption.inMoldova.

III. IllustrativeQuestions


3/7

3

The following questions are illustrative. The evaluationteam should use these questions as a guidein formulating theirlistof questions to be answered bythe evaluation. The finallistof questionsshould be agreed upon between USAID/Chisinau andthe evaluators.

Evaluation of BIZTAR components and activities:

1.

Howhave activities under each componentand results area contributedtothe accomplishmentofthe projects goals of improving the business enabling environment?2. Have the quantitative and qualitative targets inthe contract underthis component been

accomplished?3. Were there unintended results ofthe BIZTARprojectwhichwere not foreseen inthe project

documents and forwhich results were not captured bymonitoring efforts?4. Whatwere the major impediments tothe activities inthe BIZTARproject, ifany,and ifthere

were such impediments howwere theyovercome?5. How receptive are decision-makers andofficials in keyoffices withwhich BIZTARhas been

involvedtothe proposals thathave beendevelopedthroughthe BIZTAR? Iftheyare notasreceptive as expected,why?

6. How effective have the proposals providedtodecision-making institutions been in fosteringpolicy changes? Has BIZTAR beenable to shape the pace anddirectionof business regulatoryreformthrough engagementwith key Government stakeholders?

7. Howhas the BIZTARprojects focus on improved Doing Business rankings contributedtotheoverall goalofan improved business enabling environment?

8. Have public awareness activities been successful in influencing public demand foran improvedbusiness environment?

9. Are the approaches to business regulatory reform undertaken by BIZTAR sufficienttoleadtothe projects goalofan improved business enabling environment?

10.How sustainable are BIZTAR results?11.Howdid DAI workon capacity building of its indigenous partners? Howdid DAI measure the

end state? What could BIZTAR II do in future to increase the likelihoodthatthe outcomes aresustainable?

12.Has DAI sufficientlytaken gender issues intoaccountand effectivelyaddressedthemduringproject implementation? Howhas DAI integrated gender considerations/issues into its USAID-supportedactivities?

13.Would it be importantto continue withthe existing project componentareas inthe future14.Towhatdegree has the ongoing political stalemate inMoldova beena factor inthe pace of

reforms inthe business regulatoryarena?15.Didthe implementing partner receive anappropriate levelof support from USAID?16.How effectivelyhas the projectworkedwithotherdonorprojects? Are there opportunities for

greater collaboration?17.Has the implementing partner effectively coordinated its activities withother USAID projects

suchas CEED?18.Was BIZTAR sufficientlyactive under eachof its components and results areas?19.Didthe BIZTARproject employthe rightmixofpersonnelatappropriate levels of expertise in

orderto ensure success?20.If BIZTARwere to be continued in some format undera follow-onactivity,whichofthe

originalproject components and results areas wouldmerit continued support,which shouldnolonger be supported,andwhat, ifany,newareas should be considered foraddition?


4/7

4

IV. Team Composition

The evaluationteamwill consistof 3 members. The team shall include:

TeamMembers

1.

Senior Technical Advisor/Team Leader2. The Economic and Trade Analyst3. Local Administrative Professional / Interpreter

The Senior Technical Advisor/Teamandthe Economic and Trade Analyst,withthe supportofalocalprofessional, shouldhave combined experience and qualifications to evaluate both componentareas ofthe BIZTARproject.

Senior Technical Advisor/ Team Leader Level 1

The Senior Technical Advisor/Team Leadermusthave relevant experience in evaluating programsfocusedonpublic administrationandmajorprogram components ofthe BIZTARactivity includingbusiness regulatory reform,and/ortaxadministration reform;prior experience in Eastern Europe orthe Former Soviet Union. The Senior Technical Advisor/Team Leadermusthave 15 years ofexperience andanMBA,MS in economics,ora relevantdiscipline is required. Inaddition,he/shemusthave experience managing teams inthe field.

The teamleaderwill be responsible forthe overallmanagementofthe evaluation including thecoordination, scheduling andassignmentofteammembers tothe tasks necessary forthe completionofthe evaluation; coordinationofteamdiscussions of findings and conclusions;preparationandsubmissionofdraftoutlines, findings and reports;preparationandtimely submissionofthe finalreport;and consultationwithand briefing of USAID/Chisinau as required inthe Scope of Work.

Specifically,the teamleaderwill:

y Developaworkplan forthe evaluation bythe close ofthe secondday in Chisinau, inconsultationwith USAID/Chisinau.

y Provide weekly briefings to relevant USAID officials inorderto keepthem currentontheprogress ofthe evaluationandto resolve any issues thatmayarise.

y Submitadraftoutline forthe evaluation report by COB ofthe teams fifthworkday inMoldova.y Presentthe teams draft findings to USAID/Chisinau during adebriefing forall interested

USAID/Chisinau staffduring the thirdweek inMoldova.

y Submitthe writtendraft report bythe endofthe thirdweek inMoldova.y Prepare, complete and submita final reportto USAID/Chisinau within five workdays following

the receiptof comments from USAID/Chisinau staffonthe draft report.

Economic and Trade Analyst Level 2

The Economic and Trade Analystmusthave relevant experience inpublic administration,particularly emphasizing one ormore keyareas ofthe BIZTARproject including the business


5/7

5

regulatory environmentand/ortaxadministration reform. The Economic and Trade Analyst shouldhave 10 years prior experience in Eastern Europe orthe Former Soviet Union. AnMBA orMS ineconomics ora relevantdiscipline is required.

The Economic and Trade Analystwillwork underthe directionofthe Teamleaderandwill be

responsible forassisting the Team Leader inthe overallmanagementofthe assessment including thecoordination, scheduling andassignmentofteammembers tothe tasks necessary forthe completionofthe assessment; coordinationofteamdiscussions of findings and conclusions;preparationofdraftreports anda final report;and consultationwithand briefing of USAID/Chisinau as required intheScope of Work.

Local Administrative Professional / Interpreter

The localmemberofthe teammust be aMoldovanprofessionalwith significant relevant experiencein business regulationora related field. Experience working with internationaldonors is required.AnMBA,MS in economics, JD ordegree inanother relevantdiscipline is required. EnglishandRomanianlanguage proficiency is required.

The localteammemberwill serve inadual role. Inthe first role,as an Administrative Professionals/he will be responsible for scheduling meetings, coordinating transportationandotherlogistics,aswellas drafting and updating the teams schedule. As an interpreter, she/he willattendallmeetingswhere interpretation services are neededandprovide the teamwith reliable translation. The teammemberwillprovide local contextand understanding oflocal situationandthe business regulatoryenvironment inMoldova,as wellas following upon questions fromthe otherteammembers asrelates tolocaladministrative structures.

V. Methodology

Priortodeparture for Chisinau,the teammembers should reviewthe following backgroundmaterials thatwill be provided by USAID/Chisinau:

y The Contract between USAID and DAI establishing the BIZTARproject,along withmodifications

y BIZTARworkplansy BIZTAR Performance Monitoring Plan (PMP)y World Bank Doing Business reports from 2006 topresenty BIZTAR quarterlyandyearly reportsy Technical reports from BIZTARy Moldova National Development Strategy 2008 2011y RethinkMoldova Strategy 2010 - 20131USAID/Chisinau Country StrategyOtherdocuments may beprovidedas needed uponthe arrivalofthe teammembers to Chisinau uponrequest.

1http://siteresources.worldbank.org/INTMOLDOVA/Resources/Rethink-Moldova-2010-2013-Final-edit-110310.pdf


6/7

6

USAID shallprovide the teamwithnames and contact information for key individuals to beinterviewed inMoldova. The team should conduct interviews withthe following:

y USAID/Chisinau staffy BIZTAR staff in Chisinauy Major internationaldonororganizations working inthe Moldovaonprivate sectorand/or

regulatory reformandpublic administrative reform, including World Bank, EU Delegation,DFID,and SIDA.

y USAIDs CEED II Projecty Representatives ofthe Ministryof Finance State Tax Service (STS)y Representatives ofthe Moldovan Customs Servicey Project coordinator forthe Moldova Rapid Governance Support Project (MRGSP)y U.S. Embassy Political / Economic section, Economic officery Representatives ofthe Ministryof Economyy Representatives ofthe Ministryof Constructionand Regional Developmenty Representatives ofthe National Social Security Housey Representatives ofthe National Bureau of Statisticsy Representatives ofthe private sector (AmCham, Chamberof Commerce and industry,

CONDRUMAT)

y Representatives ofthe Licensing Chamberand State Registration ChamberThe U.S.-basedteammembers shouldalso contact Jason Singer, from DAIs Main Office telephone301-771-7678 to requestan interview regarding the BIZTARactivity,priortotheirdeparture fromthe U.S.

Otheropportunities for interviews may be identifiedandpursued bythe evaluationteam. The teamshalldevelopaworkplan forthe evaluation bythe close ofthe secondday in Chisinau, inconsultationwith USAID/Chisinau. The teamwill spendaminimum18 business days inMoldova

conducting the evaluationandpreparing the report. The team is authorizedtowork sixdays aweekforthis evaluationwhile inMoldova.

The teamwilltravel in Chisinau and elsewhere inMoldovaas requiredtoviewprogramactivities,although it is expectedthatthe majorityofthe teams workwilltake place in Chisinau. Detailedschedules forall site visits and interviews should be developed bythe contractorpriortothecommencementofthe evaluation inMoldova,andwill be included inthe Work Plan.

VI. Deliverables

Briefings: The team shall conducttwoweekly briefings for relevant USAID officials inordertokeepthem currentonthe progress ofthe evaluationandto resolve any issues thatmayarise.

Workplan: In consultationwith USAID/Moldova,the team shall submitaworkplan fortheevaluation bythe close ofthe second business day in Chisinau.

Draftoutline: The team shall submitadraftoutline forthe evaluation report by COB oftheir fifthbusiness days inMoldova. USAID/Chisinau andthe team shallagree onthe reportoutline withinthree workdays after submission.


7/7

7

Debriefing with USAID: The team shallpresenttheirdraft findings to USAID/Chisinau during adebriefing forall interested USAID/Chisinau staffduring the thirdweek inMoldova.

Draft Evaluation Report: A writtendraft reportwill be due afterthe debriefing sothatany questionsor feedback receivedduring the debriefing may be addressed inthe draft evaluation report. The draft

evaluation report shall be submitted bythe endofthe teams thirdweek inMoldova.

Final Evaluation Report: The final evaluation report shall be completed bythe teamleaderandsubmittedto USAID/Chisinau within five workdays after receiptofthe written comments fromUSAID/Chisinau. Team Leadermust submit Final Evaluation Reporttothe DevelopmentExperience Clearinghouse (DEC) online athttp://dec.usaid.gov.

The final report shall containthe following:

y An executive summarynotto exceedone page inlength. The executive summary shouldpresentthe major findings,observations,and conclusions ofthe evaluation,anda summaryofrecommendations for changes, improvements andpossible synergies that can be achieved inUSAID's business regulatory environmentactivities inthe future;

y An introductionand background section forthe overall evaluation;y A separate sectionofdetailed findings andobservations for eachprogram componentassessed.y A discussionof conclusions and recommendations. This shall include recommendations anda

detaileddiscussionof strategic opportunities for USAID programming.

USAID expects thatassessmentwill be done o/a April 15, 2011.

VII. Logistic Support.

The contractor is responsible foralllogistic supportneededto conductthis evaluation.

Scope of Work - Biztar Feb 7, 2011[1]

Documents

Transcript of Scope of Work - Biztar Feb 7, 2011[1]