Part B Annex II

Terms of Reference

SOUTHERN AFRICAN DEVELOPMENT COMMUNITY EUROPEAN DEVELOPMENT FUND REGIONAL INDICATIVE PROGRAMME Capacity Building for Regional Integration (9 ACP SAD 015) Technical Assistance to Policy Development, Planning, M&E, Statistics and International Cooperation
Terms of Reference 1. 1.1 BACKGROUND INFORMATION Beneficiary

The primary beneficiary of the services to be provided is the SADC Secretariat with the Member States of the Southern African Development Community (SADC) being indirect beneficiaries through the implementation of actions supported through the programmes of EC-SADC cooperation. 1.2 Contracting Authority

The Contracting Authority is the Regional Authorising Officer for operations of the European Development Fund in the SADC region, represented by the Executive Secretary, SADC Secretariat, Gaborone, Botswana. 1.3 Relevant country background
1

The Southern African Development Community currently has fifteen Member States with a population of approximately 250 million people and a combined GDP of USD 467.3 billion (2006). The overall objective of SADC is to achieve development and economic growth, which is to be attained through increased regional integration, built on democratic principles and equitable and sustainable development. The development policies of the region are defined in the Regional Indicative Strategic Development Plan (RISDP), which was formally adopted by the SADC Summit in August 2003 in Tanzania, after a comprehensive consultation process with relevant stakeholders, including the donor community. The RISDP is a 15-year regional integration and development framework, setting the priorities and articulating the related economic and social policies and strategies. Its purpose is to deepen regional integration with the ultimate objective of eradicating poverty in the SADC region. Key milestones related to trade integration are the completion of a Free Trade Area by 2008, establishment of a SADC Customs Union by 2010 and, the establishment of a SADC Common Market by 2015.

The Southern African Development Community (SADC) is made up of Angola, Botswana, Democratic Republic of the Congo, Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Swaziland, Tanzania, Zambia, Zimbabwe

These efforts run in parallel with the integration objectives of other regional integration organisations, in particular the Common Market for East and Southern Africa (COMESA) and the East African Community (EAC). In October 2008 the Heads of State of the countries making up the three regional economic communities (SADC, COMESA and EAC) met in a Tri-Partite Summit in Kampala, Uganda. The Summit reviewed the progress on the implementation of a number of joint programmes and resolved that the three regional economic communities (RECs) should commence on a way forward towards a merger into a single REC, with the objective of fast tracking the attainment of the African Economic Community. Although regional economic integration can help in preparing developing countries integration into the world economy the major problem for SADC in attaining the levels of integration required are insufficient human resources and an inadequate financial capacity within SADC institutions and Member States to effectively implement the objectives of the organisation. 1.4 Current state of affairs in the relevant sector

Under the auspices of the 8th EDF Regional Indicative Programme (RIP), agreement was reached between SADC and the European Commission on a broad based programme of regional integration and capacity building interventions - Regional Integration and Capacity Building Programme (RICB), (EDF-8ACP RAU 013). The mid-term review of the RICB found that capacity building at the level of the Secretariat was essential and that the relevance of this form of assistance had increased given the prevailing institutional context. This change in the institutional context resulted from the SADC Councils decision to restructure SADCs institutions, through centralising sector responsibilities at the SADC Secretariat and increasing the SADC Secretariats mandate to take on this 2 central role. The main findings of the RICB Mid-term Review revealed the following:
The absorption capacity and related needs for capacity building in the Secretariat and related SADC institutions had not been realistically assessed at the time of project preparation. The restructuring of the SADC institutions through a physical relocation of the coordinating commissions and units had had not been accompanied by a restructuring of the implementation and administration processes at the new Secretariat. With hindsight this has proved to be a serious constraint on the Secretariats ability to cope with its new mandate; The implications of the new Secretariat structure had been underestimated and had in effect rendered many of the RICB capacity building activities ineffective, as they tended to be implemented in isolation to the wider needs of the new institution.. The provisions under the project did not take into account the institutional and human resource limitations at the Secretariat. The understanding within the Secretariat regarding management information systems and data base development, and their use was insufficient to support the introduction of the same;

SADC Regional Integration and Capacity Building Project - Mid-Term Review (AMS451- letter of contract N 2004/ )

The challenges of capacity building in the post-restructuring environment were reconfirmed in the 3 study on constraints to more effective SADC-ICP partnership . This study identified a key challenge faced by the Secretariat as being the comparatively small staff complement relative to a very significant agenda, which was exacerbated by heavy demands from both SADC Member States and SADCs International Cooperating Partners. The study also confirmed that the centralisation of sector responsibilities to the Secretariat had significantly increased the administrative burden on the Secretariat and on the systems of management, which were more suited to a smaller institution. The effects of these particular constraints were perceived as adversely impacting on the Secretariats ability to achieve the objectives of the restructuring process and the effective implementation of the RISDP and SIPO. This adverse impact on the Secretariat also affected the programming and implementation of the 9th EDF RSP/RIP, in that there was an insufficient skills base at the Secretariat to support effective project/programme preparation under the RIP. This in turn was exacerbated by the disruptions to staffing that arose from the departure of SADC-experienced seconded experts from the original sector coordinating commissions and units and their replacement by new staff over an extended period. This meant that staff were now involved in implementation that had not been involved in preparation and who were largely unfamiliar with SADC and EDF procedures and regulations. A consequence has been slower than anticipated implementation and a risk of substantial underachievement in terms of the anticipated outputs and results. In 2007, the European Commission supported an Institutional Assessment (IA) of the SADC Secretariat. The assessment focused on:

The organisational and management capacity of the institution in terms of meeting the demands of its mandate, according to the expectations of the Member States; and the readiness of the Secretariat to implement cooperation with the EC through the mechanism of Contribution Agreement, which entails direct financial support to the SADC work plan and budget.

For budget support through contribution agreements, it is recognised that the above considerations are inter-related and that for an effective institution it is important that in all relevant functional aspects the capacity of the institution should be of an appropriately high standard. In the areas of the SADC Secretariats organisational and management capacity the IA identified a number of fundamental institutional weaknesses. The most significant of these were: The lack of a formal planning and budgeting function to complement financial administration; The absence of a systematic framework for monitoring the execution of RISDP/SIPO programmes and the implementation of the regional integration agenda at the level of the Member States; The weakness of the technical Directorates in terms of human resources; and Inconsistencies in the linkages between Units, Directorates and Secretariat management.

As regards expenditure management and the possibility of future contribution agreements, the basis for the IA was an evaluation of the situation in the areas of the four pillars of: accounting,
3

Constraints in the SADC-ICP Partnership (AMS/451 Lot 10 - letter of contract N 2004/95894)

procurement, internal control and audit. The main findings of the IA in terms of these four pillars were that although the Secretariat had made a start on addressing the weaknesses identified in recent external audits regarding the basic core budget and accounting system, much remained to be done before all the necessary improvements would be in place and embedded as routine. It was concluded that a follow-up to the 2007 IA should be conducted in October/November 2009. The preliminary results of the second IA carried out in October/November 2009 indicate that while there have been improvements since the first IA in accounting, and to some extent auditing, there is still an urgent need for significant improvement in issues related to strategic direction and operational planning; corporate governance; planning, monitoring and evaluation; internal audit; and procurement. 1.5 The Directorate of Policy, Planning and Resource Mobilisation.

As regards the functions associated with planning, monitoring and evaluating the activities of the SADC Secretariat in the context of the institutions work plans, their contribution to the regional integration agenda and the progress of regional integration, the first Institutional Assessment (IA) noted that this was a critical weakness in the Secretariat. The IA noted that the roles and responsibilities attributed to the then Policy and Strategic Planning Unit (PSPU) make it the most important unit in the Secretariat. This importance arose from the Units key responsibility for: overall coordination and formulation of development strategies, medium and short term plans and budgets; coordination of the integrated SADC Secretariat business plan and strategic implementation framework; Coordinating the monitoring and evaluation of Member State progress in implementing the regional integration agenda.

However, despite this level of importance the IA noted that the Unit did not have a clear definition of its roles and functional responsibilities within the Secretariat, that there did not seem to exist clear linkages between the PSPU and the Directorates/Units and that the PSPU was very much under-resourced and under-staffed relative to its actual roles and responsibilities. In addition, within the operational processes of the Secretariat, the IA could find no indication of a formal platform whereby cross-sectoral issues, progress at the national level in implementing regional integration measures, in the priority plans of action, concentration areas, resource allocations are discussed and commonly agreed among the technical directorates. Due to these missing linkages, the IA concluded that end result could only be that the different directorates tended to work in isolation on the RISDP and that this is not conducive to collaboration and efficiency in the pursuit of regional integration. Given the lack of clarity on the linkages between the PSPU and the Technical Directorates, the IA found that the monitoring and evaluation of the institutions programmes was not being performed and that the modus operandi of monitoring and evaluation had not been defined. Proper monitoring tools were found to be nonexistent and there was no platform for discussions on the formulation, budgeting and monitoring of the annual work programme of the Secretariat. Similarly, the IA noted that the lack of clarity on the role and function of the PSPU and its linkage to the technical Directorates and cross-cutting Units, meant that there is no means of monitoring the progress of regional integration at the level of the individual sectors and the Member States.

The IA recommended that the PSPU should be reinforced to a level where it would be able to assist SADC management in the overall coordination and supervision of the regional integration process. This would include: o Overall monitoring and evaluation of the implementation of regional integration and the RISDP; and o Monitoring and evaluating the implementation of the Strategic/ business plans of the directorates; The means by which this would be carried out would include: o Ensuring that the yearly budgets, programmes and plans of actions for the SADC Secretariat are properly aligned with the RISDP agenda; o Ensuring that the yearly budgets, programmes and plans of actions are properly discussed with the directorates and that they are reviewed and approved by the Deputy Executive 4 Secretary Regional Integration ; o Ensuring that cross-sectoral issues are discussed and cross-sectoral common plans of actions are identified and agreed amongst the directorates; o The monitoring of approved yearly plans of actions and facilitating periodic corrective plans of actions when necessary; o Providing support to the directorates in the harmonisation of programme templates, o Coordinating the monitoring and evaluation of Member State progress in the implementation of the various instruments of regional integration, including protocols, declarations, interstate agreements, memorandums of understanding, etc. o Reporting to SADC management and the main policy organs on progress in implementing the regional integration agenda; and o The development and implementation of an integrated management information system.5 The above measures were to complement the other responsibilities of the PSPU, which concerned statistics and SADC ICP cooperation and which would need to be integrated into an holistic whole if the Unit were to be successful in fulfilling its role. Prior to re-structuring the SADC Secretariat was a relatively small institution with a relatively modest requirement for planning, monitoring and evaluation support services. In February 2005 recognition was given to the need to reinforce policy and planning through Council approval of a new organisational structure for the Secretariat. Under the new structure, the Policy and Strategic Planning Unit (PSPU) was placed under the Executive Secretary and the Unit was to be headed by a Senior Officer, Policy and Strategic Planning as Head of Unit. Although the recruitment of some positions was temporarily frozen there was a significant improvement in terms of human resource numbers in comparison to the pre-restructuring situation. Despite the improvements introduced by the new structure, a number of studies reviewing capacity constraints found that in terms of

In the 2007 Institutional Assessment, it is recommended that decisions on programmes and plans of action be approved by a Chief Director. The 2008 Job Evaluation recommendations, as approved by Council and Summit in August 2008 removed the post of Chief Director and replaced it with a Deputy Executive Secretary responsible for regional integration. For a schematic of an integrated finance and management information system see Appendix 1, figure 2

strategic policy, planning and monitoring in the context of Secretariats expanded role and mandate the resources at the Secretariat were still inadequate both in terms of the systems employed and the institutions organisational dynamics. This weakness was highlighted by the Institutional Assessment and measures to address it were to be a central part of the Job Evaluation Study. As a result of the Job Evaluation Study the organisational structure of the Secretariat was again revised and the current structure was given Council approval in February 2008. The 2008 SADC Secretariat structure provides for the establishment of two Deputy Executive Secretaries, one of whom would be responsible for Regional Integration and would be supported by five separate Directorates: Policy, Planning and Resource Mobilisation; Trade, Industry, Finance and Investment; Infrastructure and Services; Food, Agriculture and Natural Resources; and Social and Human Development and Special Programmes. Each Directorate is headed by a Director and is made up of a number of separate functions, each under a Senior Officer. The Directorate for Policy, Planning and Natural Resources was specifically identified in the Job Evaluation study as being an area of responsibility and operational function whose absence of had been a particular weakness in the 2005 organisation structure. For the Directorate for Policy, Planning and Resource mobilisation the establishment and structure as approved in February 2008 is as presented in the diagram below. Although an improvement in terms of the level of importance accorded to the role and function of planning and monitoring in the Secretariat, its role in the business of the Secretariat and in the monitoring of regional integration, the structure approved in 2008 is in fact deficient in that there is no specific provision made for the planning and monitoring functions. Measures to redress this deficiency are underway and revised structure for the Directorate with additional posts is to be developed and submitted for approval. 1.6 Initiatives for the reinforcement of the planning, monitoring and evaluation function

In response to the findings and recommendations of both the RICB mid-term review and the first Institutional Assessment, a proposal for a specific capacity development intervention for the main SADC institutions was submitted to the European Commission under the 9th EDF RSP/RIP. Approval to the project, Capacity Building for Regional Integration (CBRI) (9 ACP SAD 015) was given in October 2007. The CBRI project is designed to support the overall capacity of the SADC Secretariat to drive and coordinate the regional integration agenda as outlined in the SADC RISDP and SIPO. It is intended that one result of the project will be that future EC/EDF support to regional integration will be to take the form of direct budgetary support through an EU-SADC Contribution Agreement under the 10th EDF (2008-2013). In achieving this, the CBRI programme will be supporting the successful implementation of the Windhoek Declaration on A New SADCICP Partnership. The reinforcement of the present institutional structure for planning, monitoring and evaluation and where necessary the introduction of missing capacities for a more holistic strategic monitoring and evaluation of the regional integration agenda are critical if the Secretariat is to attain eligibility for budget support from its ICPs. Through the medium of the CBRI project support is to be given to ensuring that the recently formed Directorate of Policy, Planning and Resource Mobilisation (PPRM) will be able to effectively fulfil its roles and responsibilities.

Structure for Directorate of Policy, Strategic Planning and Resource Mobilisation

Although an improvement in terms of the level of importance accorded to the role and function of planning and monitoring in the Secretariat, its role in the business of the Secretariat and in the monitoring of regional integration, the structure approved in 2008 is in fact deficient in that there is no specific provision made for the planning and monitoring functions. Measures to redress this deficiency are underway and additional posts are to be approved.

Officer Planning and Monitoring1.7 Initiatives for the reinforcement of the planning, monitoring and evaluation function Directorates

In response to the findings and recommendations of both the RICB mid-term review and the Institutional Assessment, a proposal for a specific capacity development intervention for the main SADC institutions was submitted to the European Commission under the 9th EDF RSP/RIP. Approval to the project, Capacity Building for Regional Integration (CBRI) (9 ACP SAD 015) was given in October 2007. The CBRI project is designed to support the overall capacity of the SADC Secretariat to drive and coordinate the regional integration Officer agenda as outlined in the SADC RISDP and SIPO. It is intended that one result of the projectknowledge will be that future EC/EDF support to regional integration will be to take the management

1.7 Related programmes and other donor activities: 1.7.1 Complementary EU-funded projects Several EU interventions under the 9th EDF, within the regional integration and trade focal sector of the regional indicative programme, support capacity building activities and, as such, are complementary to the proposed intervention to support the implementation of the SADC CBRI (some of these projects are ongoing and others have recently been completed):

SADC Implementation and Coordination of Agricultural Research and Training Phases 1 and 2 ( 10.2 million and 3.7 million), which provides for the implementation of a programme of actions that will enable the National Agricultural Research Systems (NARS) in the SADC Member States to enhance their research efforts. The objectives of the programme are to improve the incomes of small-scale farmers, processors, traders and other beneficiaries, while maintaining the natural resource base. (To complete 2010) Promotion of Regional Integration in the Livestock Sector (PRINT), ( 7.9 million) which seeks to lay down a sustainable base for a coherent regional approach towards the development of the livestock sector. The project focuses on establishing a viable, efficient and sustainable core body of human and technical resources at the SADC Secretariat level. This is a pre-requisite before larger scale regional interventions can be envisaged (Completed 2009). Support to SADC Member States on Customs Modernization and Trade Facilitation towards the SADC Customs Union ( 18 million). The objective of the Customs Modernization Programme is to enhance economic integration and increased intra- and interregional trade through reducing barriers to trade while maintaining border and revenue security. Activities implemented under this programme are also supportive of the EPA process (To complete 2010). EPA negotiation support facility ( 6.5 million) purpose is to strengthen the capacity of the SADC Secretariat and SADC Member States to participate more effectively in the EPA negotiations with the EC and to design and implement trade and development policies (Completed 2009). EC support to the elimination of technical barriers to trade and the enhancement of productive competitiveness through the introduction and application of internationally acceptable standards for quality assurance, accreditation and metrology through two interventions (Support to SQAM, Standard, Quality Assurance and Metrology) ( 14.2 million) (to complete 2010) and Food Safety and Capacity building on residue control ( 7.5 million) (To complete 2012) Support to the Implementation of the SADC Protocol on Finance and Investment (13 million) is to support SADC Member States achieve closer regional economic integration and harmonisation of the finance and investment sectors, through the implementation of the Protocol on Finance and Investment (to complete 2012).

1.7.2

Coordination with other regional integration organisations and other donors

In view of its central strategic role vis a vis integration in the SADC region, PPRM is seen as having a major role to play in terms of coordination both at the inter-regional level and at the continental level through the African Union. Within the east, central and southern Africa geographic areas it is envisaged that coordination with other Regional Economic Communities will be developed through participation in coordinating committees (i.e. SADC/COMESA/EAC tripartite committees). Although PPRM participates in these forums additional support will be required if PPRM is to effectively fulfil this role.

The issue of capacity at the Secretariat is recognised by SADCs ICP partners as one of serious concern. Consequently, it is an element that has been incorporated to varying degrees in most donor supported projects. The EU and GTZ have specific ongoing institutional capacity building development programmes. The Secretariat recognizes that in terms of technical and multi-sectoral skills it does not have the requisite capacity to take the ideas and policies generated in the RISDP and turn them into viable projects. This lack of capacity has in turn led to a weak pipeline of projects and programmes in the high priority intervention areas, constraining implementation of the RISDP. To assist in overcoming some of these shortcomings a Project Preparation and Development Fund (PPDF) is being developed to act as a channel for resources from other ICPs. The facility would finance consultants and consultation processes necessary to ensure that projects respect the SADC principle of subsidiarity. The PPDF is being institutionalized by SADC and will be hosted by DBSA with financial assistance of Germany through KfW. Between 2002 and 2009 the German Government, through (GTZ), has supported the SADC Governance and Reform Process through the Programme towards Governance, Reform, and Effectiveness of the SADC Secretariat (ProGRESS). This included technical cooperation and advisory services to the Secretariat's management and staff on policy issues, in policy coordination and harmonization, strategic planning, prioritization, and monitoring of the RISDP implementation process as well as organizational and management development. A new phase of German programme support Strengthening the reform agenda and management capacities of SADC Institutions was supposed to start in January 2010. Its overall objective is to assist the SADC Secretariat in fulfilling its core functions and promoting the integration process within RISDP & SIPO priorities, in cooperation with selected SADC national structures and actors. The programme is supported by the German Government through a mix of financial and technical cooperation instruments and services including long-term and short-term advisory services. Close coordination between those SADC-ICPs that have an interest in capacity development issues is an established feature of assistance to SADC. Overall SADC-ICP coordination matters are dealt with by the Joint SADC-ICP Task Force (JTF) on donor coordination, which is jointly chaired by the SADC Secretariat and the EC-Delegation in Gaborone. Specific responsibility for coordination in the area of Capacity Development/Institutional Strengthening is addressed through the SADC-ICP Core Group and the newly established Thematic Area Coordination Group on the the cross-cutting issue of Capacity Development, which is a technical sub-group of the Joint SADC-ICP Task Force (JTF). Coordination with other regional integration organisations is achieved via the SADC, COMESA, EAC tri-partite task force and through the Inter-Regional Coordinating Committee (IRCC). There is a close relationship between the ongoing activities of the various capacity development interventions and the programme of SADC-EC cooperation that is to be undertaken through the 10th EDF RSP/RIP for the period 2008 2013. The main objective of the 10th EDF RSP/RIP is poverty reduction through supporting the acceleration of economic growth and development in the SADC region as a result of deeper levels of regional economic integration and political cooperation. This objective is consistent with the goals set out in the SADC Common Agenda and the priorities described in the associated long-term Regional Indicative Strategic Development Plan (RISDP) and the Strategic Indicative Plans for the Organ (SIPO) 6. To achieve the objectives of the RSP the 10th EDF RIP has been allocated 116 million, the application of which is to concentrate on two focal sectors.

The Strategic Indicative Plan for the Organ (SIPO) is to be reviewed in 2009, while the Regional Indicative Strategic Development Plan (RISDP) is to be reviewed in 2010.

The largest in financial terms is Regional Economic Integration. This focal sector will provide broad-based support to deepen SADC economic integration and trade policies, including investment promotion, regional infrastructure and food security. This also provides the EDF contribution to the EU package on Aid for Trade, in particular for the EU-SADC EPA, to be set up with EU Member States on the basis of the jointly agreed RSP. The second focal area, Regional Political Cooperation, will support capacity building in the context of regional governance and the implementation of some aspects of the Joint Africa-EU Strategy in the area of Peace and Security.

The European Commission has indicated that its preferred method of implementing this Regional Indicative Programme (RIP) is to move towards direct financing arrangements with SADC. Direct financing arrangements would be in the form of Contribution Agreements, the conclusion of which will depend on appropriate progress being made within SADC to establish acceptable structural, technical and financial management arrangements, as well as the establishment of the planned SADC Development Fund and the Project Preparation and Development Facility (PPDF). Once SADC's institutional capacity is assessed as being of the required standard, a number of Contribution Agreements could be considered. These could include: A Contribution Agreement with SADC that would cover most activities in the focal sector on "Regional Economic Integration" (i.e. capacity building, food security, trade facilitation activities, rules and standards); A further Contribution Agreement that would support structural reforms related to trade liberalisation and the EPA, channelled through the SADC Development Fund. Such support would be limited to countries that are not eligible for regional funds for other regions; A Contribution Agreement to support the preparation of infrastructure projects that would be channelled through the planned Project Preparation and Development Facility (PPDF); A Contribution Agreement with SADC that would cover most activities in the second focal sector: "Regional Political Cooperation" (i.e. governance, peace and security activities, disaster management).

The exact number, timing and coverage of Contribution Agreements will be decided during the identification and preparation phases. However, the initial findings of a second Institutional Assessment are that the SADC Secretariat is not yet compliant with the four pillar assessment and that it might take up to 2011 before Contribution Agreements can be signed. For the Annual Action Programme 2010 under the 10th EDF no Contribution Agreements with the SADC Secretariat are under preparation. The CBRI project and the successful implementation of its components is expected to be a major factor in SADC realizing the objective of development cooperation through direct budget support. 2. OBJECTIVE, PURPOSE & EXPECTED RESULTS 2.1 Overall objective The overall objective of the project of which this contract will be a part is as follows: To contribute to the implementation of the SADC Regional Indicative Strategic Development Programme (RISDP) and the Strategic Indicative Programme for the Organ on Politics,

Defence and Security Cooperation (SIPO), with the ultimate objective of poverty reduction and economic growth. 2.2 Purpose The purpose of the project of which this contract will be a part is to: Increase SADC institutions capacities to drive and coordinate the regional integration agenda, notably through the development of direct financial support (using SADCs own procedures) as the main mechanism for SADC-ICP development cooperation, e.g. through EU-SADC Contribution Agreements. The specific purposes of this contract of which these terms of reference are a part is: To establish in the SADC Secretariat a capacity for the effective allocation and use of resources in support of the regional integration agenda as implemented through RISDP and SIPO. To establish in the Secretariat a capacity for monitoring and evaluating the process of regional integration at both regional and national levels. The specific objective of this contract of which these terms of reference are a part is to provide technical assistance in support of institutional capacity development at the SADC Secretariat and in particular in support of the Directorate for Planning, Policy, and Resource Mobilisation. Technical assistance will consist of five (5) long-term technical assistance experts (TA) recruited through the restricted international tender procedure under a service contract for a period of two and a half (2.5) years, supplemented by short-term technical assistance. The technical assistance will provide support to the Directorate for Planning, Policy and Resource Mobilisation and will develop and consolidate the capacities of the Directorate to support the activities of the technical and crosscutting departments in the Secretariat and the process of achieving regional integration through the RISDP/SIPO and the implementation of the various instruments of integration.

2.3 Results to be achieved by the Consultant The results to be achieved by the consultant or his experts fall into the following categories: i) Enhanced capacity of the PP&RM Directorate to coordinate research activities in the SADC Secretariat in the area of policy analysis. ii) Recommendations of the Institutional Assessment as they relate to strengthening the capacity of the PP&RM and other Directorates in the area of internal control implemented. iii) The development of appraisal systems for EDF supported development programmes and projects. iv) The development and introduction of a unified protocol monitoring system for the purpose of monitoring progress in regional integration at both the regional and Member State levels. The system would be accompanied by the relevant process manuals and would be integrated with an appropriate enterprise content management system to capture, store, preserve and deliver content and documents related to SADC regional integration measures. v) The development and introduction of coordination systems between the SADC Secretariat and SADC National Committees in the implementation of the RISDP, SIPO and Regional Protocols. vi) Enhanced Capacity in the coordination of the SADC ICP relations and the implementation of the Windhoek Declaration Action Plan. vii) Improved and increased capacities for coordination with the other regional Institutions ( EAC, COMESA, SADC) the IRRC and the other RECs.

viii) Improved coordination of resource mobilisation strategies through the implementation of a web-based Development Cooperation Information System. ix) Regional Statistical Development Strategy adopted. x) An Integrated Trade Database developed. xi) Annual Action Plans for the programming of the 10th EDF are prepared along with Project Identification Fiches and Financing Proposals for all interventions in the focal areas under the 10th EDF RSP/RIP. xii) Project Identification Fiches and Financing Proposals for interventions submitted for inclusion in the European Programme for Reconstruction and Development in South Africa (EPRD) and any other EDF/Budget related financial instrument are prepared. xiii) Guidelines compiled on the preparation, implementation and monitoring of Annual Work Plans in the context of SADCs own procedures and the requirements of Contribution Agreements. xiv) CBRI Coordinator supported to ensure coordination and monitoring of the EDF financed CBRI project is fully functional. xv) All relevant reports on EDF10 are prepared and submitted as required.

3. ASSUMPTIONS & RISKS 3.1 Assumptions underlying the project intervention

The underlying assumption for the CBRI project and this contract, is that SADC Member States past and ongoing regional integration efforts will be deepened and that the pace of integration will accelerate. 3.2 Risks

The primary risk is that, although SADC Member States are committed to regional integration, the speed of the national legal and institutional reforms and the allocation of national resources required to fulfil the obligations inherent in the regional integration process will take place at a relatively slow pace. Equally, the pace of the reform may be reflected in the level of commitment from Member States to the additional support needed by the Secretariat, if it is to fulfil its mandate for accelerating the pace of regional integration. The resultant lack of resources for the implementation of SADC-EC cooperation in the context of the RISDP and SIPO poses a risk to programme interventions. The CBRI programme and this contract will address this issue by recruiting technical assistance to enhance the capacity of the SADC Secretariat and strengthen the coordination of SADC-EC cooperation. The successful implementation of SADCs regional integration agenda through RISDP and SIPO is heavily dependent of the contribution that can be made at the national level by the SADC National Committees (SNC). At present the SNC have limited capacities and receive mixed levels of support from the governments of the respective Member States. It is expected that CBRI will support the development of SNC capacities for fulfilling their core tasks. The Directorate for Policy, Planning and Resource Mobilisation is expected to have a major role in the development of the capacities at the national level through support to the SNC. The new SADC Secretariat has been in existence for approximately six years and the development of operational planning and the monitoring of regional integration are two functional areas that have been largely overlooked. After this period, there is the risk that it will take time for all operational units within the Secretariat to understand and embrace the planning and monitoring and evaluation functions. The challenge facing the secretariat and its management is to create an environment that is conducive to the introduction and consolidation of a robust planning, monitoring and evaluation function together with the systems needed to allow it to operate effectively.

4. SCOPE OF THE WORK General 4.1.1. Project description

The Capacity Building for Regional Integration (CBRI) project, which has been approved for an overall amount of 12.5 million, is designed to support the overall capacity of the SADC Secretariat to drive and coordinate the regional integration agenda as outlined in the SADC Regional Indicative Strategic Development Plan and SIPO. The project will support the development of the Secretariats institutional capacity to the point at which the standards of expenditure management are sufficient for the introduction of direct financial support as the main mechanism for SADC-ICP development cooperation. For SADC-EU cooperation this would take the form of Contribution Agreements under the 10th EDF (2008-2013) instead of the individual project agreements of previous EDF. This institutional capacity development will entail the strengthening Secretariats own financial and other procedures for receiving direct support, including the Four Pillars of accounting, procurement, internal control and audit. The CBRI programme will also support the successful implementation of the Windhoek Declaration on A New SADC-ICP Partnership, give support to broad cross cutting issues, as well as providing support to the effective implementation and coordination of the technically oriented EU financed programmes under the 9th EDF. The purpose of the project of which this contract will be a part is: To increase the capacities of SADCs institutions to drive and coordinate the regional integration agenda, notably through the development of direct financial support (using SADCs own procedures) as the main mechanism for SADC-ICP development cooperation, e.g. through an EU-SADC Contribution Agreement. The Financing Agreement for the project indicates that the interventions to be implemented will endeavour to achieve six results: Result 1: The financial management and administration of the SADC Secretariat is of a level that complies with internationally accepted standards for accounting, procurement, internal control and external audit (the four pillars). An outcome of this result will be the introduction of direct financial support (using SADCs own procedures) as the main mechanism for SADC-ICP development cooperation, e.g. through an EU-SADC Contribution Agreement. The Secretariat is able to plan its activities effectively and is able to monitor and evaluate both the impact of its activities on regional integration and the integration of the regional agenda (RISDP, SIPO, Protocols) into Member State policies and activities. The Secretariats capacity for managing and administrating SADC-ICP cooperation is strengthened, leading to the realisation of measures incorporated in the Windhoek Declaration on aid effectiveness. There is increased involvement of SADC Non-State Actors in the regional integration agenda. The SADC Secretariats capacities for collecting and disseminating regional statistics is increased. Gender, environment, HIV and AIDS and other cross-cutting issues is mainstreamed in all SADC internal work plans and external project proposals.

Result 2:

Result 3:

Result 4:

Result 5:

Result 6:

The CBRI will provide: both long- and short-term technical assistance; organise regional and national workshops, carry out training activities; finance publications and information products and provide for the secondment of staff from SADC Member States through a SADC young experts training programme. It will also cover specific operational expenses for most technical assistance in the implementation of their respective assignments. The programme will involve principally both service contracts and programme estimates. The services to be provided under this contract will contribute primarily to Results 1, 2, 3 and 5 above. 4.1.2. Geographical area to be covered

The primary focus of the services provided will be the SADC Secretariat in Gaborone. Programming activities supported by SADC-EU cooperation activities include the Member States of the Southern African Development Community. 4.1.3. Target groups

The main target group and immediate beneficiaries of the services to be provided through the contract are the staff of the SADC Secretariat. Indirect beneficiaries of the services will be the SADC Member States, who will benefit from the deepening of regional integration that will accrue from the effective implementation of SADC-EU cooperation activities. 4.2 Specific activities

On taking up the assignment each expert, in consultation with the respective supervisor and the counterpart directorate, under the guidance of the Team Leader, will assess the status quo for the respective result areas mentioned in 2.3 above. Based on the outcome of the assessment the actual results and activities to be implemented over the period of the assignment will be confirmed and milestones and indicators set accordingly. In reviewing the status quo the team will work closely with the GTZ supported technical assistance team and with the CBRI Coordinator (to be recruited under the CBRI PE) to ensure that all parties are in full agreement on the specific responsibilities of each party such that complementarities are exploited and duplication of specific responsibilities avoided. The results of this assessment will be presented as part of the Inception Report mentioned below. The key experts will also work closely with staff involved with the contract Support to the implementation of internationally recognized institutional reforms which is also funded under the CBRI project and commenced implementation in March 2010. Without prejudice to the above mentioned assessment and consequent agreed action plan, the activities that are to be carried out by each of the experts are seen as including: a. Adviser, Research and Capacity Building (Team Leader) In consultation with the Director PP&RM and other relevant senior staff the technical assistance is expected to assist the Directorate to: i) Define the key priorities and capacity building needs for research at the SADC Secretariat in the area of policy analysis; ii) establish the modalities and mechanisms for coordinating and networking policy analysis research with strategic partners in the region and outside it;

iii) define mechanisms for streamlining policy analysis research and making it available for relevant policy formulation on regional integration in SADC both at the Secretariat and at Member States level; iv) periodically conducting action research in emerging issues of regional integration; v) ensure that recommendations of the Institutional Assessment as they relate to strengthening the capacity of the PP&RM and other Directorates in the area of internal control are implemented; vi) put in place guidelines and criteria for developing EDF supported regional programmes and projects that promote the Regional Integration agenda; vii) coordinate the periodic evaluation of programmes and activities undertaken in the process of deepening regional integration; viii) undertake capacity building activities as appropriate, either using the expertise available in the key expert team or using STEs; ix) contribute to the development of CBRI programme estimates as they relate to this contract; x) prepare terms of reference/contracts for STEs and assist in the procurement and supervision of the relevant services (with support from other technical assistance team members as appropriate); xi) coordinate the preparation of documentation and logistical arrangements for project supported meetings/workshops to be implemented as part of this contract; xii) ensure that team members work closely with Planning Officers to be placed in each of the Directorates within SADC and, in consultation with GTZ TA, provide guidance on their respective responsibilities. These planning officers will be recruited under the CBRI programme estimates specifically to support the operationalisation of the M&E system; xiii) provide leadership to other TA team members (recruited under this contract) in the planning and implementation of their specific responsibilities to ensure coordination between team members and with other ICP supported activities. Monitor the performance of individual team members; xiv) facilitate regular monthly monitoring meetings between the project TA and relevant representatives from SADC and the EU Delegation; xv) Undertake any other activities related to this contract as required by the Director, PP&RM; xvi) reporting: The team Leader will be responsible for coordinating the preparation of all project reports. Within four weeks of taking up the assignment the Team Leader, in consultation with the other key experts and their respective supervisors, will prepare an Inception Report which will include an assessment of the status quo for each result area and detailed modifications to these terms of reference. The Inception Report will also include a general work plan for the period of the assignment and a specific work plan for the first twelve months, disaggregated according to consultant responsibility. The work plans will include specific indicators of performance, which will be based on the situation existing at the outset of the assignment and shall be agreed and approved with the Contracting authority in consultation with the Delegation of the European Union to SADC. The Work Plan shall be submitted to the Contracting Authority for approval, and shall be reviewed and revised every 6 months. The Work Plan should include a review of the specific activities assigned to each key expert and will propose any adjustment to these activities either by a modification resulting from developments that have taken place since the preparation of these terms of reference or by a reallocation of tasks between the different key experts. The Bi-annual reports on progress (mentioned in section 7.1) in achieving the results foreseen in the work plan are to be submitted together with an updated work plan and an updated Log frame for this assignment. The expert shall, immediately prior to the completion of the services, draw up a confidential report together with a critical study of any major problems that may have arisen during the performance of the contract. This report shall be forwarded to the Contracting Authority and the EU Delegation not later than sixty days after completion of the services by the expert. Such report shall not be binding on the Contracting Authority.

b.

Adviser, Monitoring of Policy and Core SADC Protocol Implementation (1) On a continuous basis evaluate the cost and benefits, risks and constraints associated with Protocol implementation in Member States. Assist PPRM to conduct periodic reviews of implementation of core SADC Protocols in MS with a view to identifing major challenges that hamper speedy and efficient implementation of SADC policies and instruments; Assist in identifying synergies between unified protocol monitoring and results-based monitoring of programmes and activities with the Secretariat staff and SADC key stakeholders. Assess the political and economic climate in Member States and the consequent impact on the ability to adhere to provisions in the Protocols. Promotion of inter-protocol linkages. Identify and examine the broader problems in implementing the protocols (outside the Secretariats control), e.g. political /financial commitment by Member States, regional versus national priorities. Ensure that SADCs Integration Policy is in line with the overall purpose of poverty reduction. Cooperate with all Directorates on sectoral policies to ensure coherence between integration policies and the obligations of the protocols. Identify the constraints for the Member States and the Secretariat with respect to protocol implementation. Undertake a gap analysis or management audit of the Member States to determine the capacity building needs. Undertake capacity building activities as appropriate, either using the expertise available in the key expert team or using STEs. Assist the Team Leader to prepare terms of reference/contracts for STEs and assist in the procurement and supervision of the relevant services. Undertake an analysis of adequacy of procedures, resource deployment and interinstitutional relationships in Member States for Protocol implementation. Assist the Secretariat (Legal Adviser) with the monitoring of Protocol ratification. Ensuring that the Private Sector is given sufficient opportunities to engage in Protocol implementation. Develop and implement a uniform system for protocol monitoring by the Directorates. This will require a review of the existing monitoring and evaluation systems with a view to drawing up the specifications for a Unified Regional Integration Monitoring System (URIMS). (2) In this context the expert is also required to assess the existing databases set-up within the SADC Secretariat, their compatibility and their use by the SADC Secretariat and the SADC Member States as a M & E system. (3) The specifications will include but not be limited to a definition of the databases required, the reports to be generated, the interfacing with Directorates based databases and the proposed SADC enterprise content document management system. As a guide it is foreseen that URIMS may have the following prospective outline structure: Static Database legal instruments: SADC Treaty Protocols, Memorandums of Understanding, Declarations, Charters, Economic Partnership Agreements, national

legislation relating to regional integration, other legal instruments relating to regional integration (shared watercourse and trans-boundary agreements, etc) . Dynamic Database monitoring instruments: Protocol and policy implementation plans, matrices on the implementation of protocols; matrices on the implementation of Declarations, Memorandums of Understanding ,etc., Protocol Implementation Reviews, other monitoring instruments. Complementary Databases supplementary sector monitoring instruments macroeconomic convergence, tax regimes, quality standards, educational equivalency, accreditation natural resources, agriculture, energy, minerals, MDGs, poverty data, migration, etc. Drawing on the specifications derived from (xiv) above formulate any additional requirements in terms of software applications, hardware and human resources that are necessary for the introduction of a URIMS. The requirement would take into account the recommendations of the IT strategy prepared in early 2009 and any other support provided to document management. The technical assistance would be responsible for preparing the job descriptions for the necessary human resources and the tender documents for the procurement of any software/hardware identified. Coordinate the establishment of the URIMS, including the eventual installation of software/hardware procured, the population of databases and the production of reports. The programme for the establishment of the URIMS would be time bound and would contain milestones and performance indicators both for measuring progress in implementation and the contribution of the technical assistance. In consultation with the Director-PPRM and the Directors of the technical Directorates identify any studies that may be necessary for monitoring and evaluating aspects of regional integration. Prepare terms of reference for the studies and assist in the procurement and supervision of the relevant services. Undertake any other activities related to this contract as required by the Director, PP&RM. Contribute to the preparation of all project reports as required by the Team Leader.

c.

Adviser, EDF Processes and Coordination

With reference to the 10th EDF RSP/RIP and the CBRI programme the technical assistance will be expected to undertake the following activities: i) Coordinate the preparation of Annual Action Plans for the programming of the 10th EDF; ii) Coordinate the preparation of Project Identification Fiches, Action Fiches and other necessary documents for all interventions under the 10th EDF RSP/RIP and included in the Annual Action Plans; iii) Coordinate the preparation of Project Identification Fiches, Action Fiches and other necessary documents for interventions submitted for inclusion in the European Programme for Reconstruction and Development in South Africa (EPRD) and any other EDF/Budget related financial instrument; iv) Advise on all aspects of SADC EU cooperation with respect to the 10th EDF and prepare all EDF 10 related reports; v) Provide support to the CBRI Coordinator in the implementation, coordination and monitoring of the EDF financed CBRI project;

vi) In consultation with the CBRI project coordinator, the Steering Committee established for the CBRI project and the M&E Advisers, draw up a monitoring mechanism for the CBRI project; vii) In consultation with the Director, PPRM coordinate the development of policy papers and documentation that will lead to the establishment of a SADC Regional Development Fund, EPA Adjustment Facility or any other similar fund; viii) Through the Senior Officer, International Partners and Resource Mobilisation, liaise with the National Authorising Officer for South Africa in defining the process for the inclusion of regional activities under the EPRD and coordinate the preparation and submission of all fiches and submissions for agreed potential activities; ix) Following the guidelines issued by the European Commission, coordinate the preparation of the joint SADC-EU Annual Reports; x) Draw up reports on EDF forecasts, disbursements and implementation for submission to the SADC Finance Sub-Committee, in consultation with the Advisers to the RAO; xi) Undertake any other activities related to the 10th EDF RSP/RIP as required by the Director, PP&RM or the EU Delegation; xii) Assist the team leader with contributions to the CBRI PE, preparation of TORs and supervision of STEs; xiii) Contribute to the preparation of all other project reports as required by the Team Leader. d. Adviser, International Cooperation and Resource Mobilisation i) In consultation with the Director PP&RM and other relevant senior staff review the measures implemented through the RICB project for the establishment of a Development Cooperation Information System (DCIS), together with concurrent measures for monitoring the implementation of the Windhoek Declaration. Prepare and implement a strategy for the further development of the DCIS, including its interfacing with the Secretariats Core Budget and Accounting System. The strategy would be time bound and costed and would include performance indicators for measuring progress. Facilitate the integration of the relevant static and dynamic database in the Development Cooperation Information System. Assist in the facilitation of the implementation of the Resource Mobilisation Strategy (as a measure for the implementation of the Windhoek Declaration). Prepare the relevant templates in consultation with the Budget and Finance Directorate and all the other technical Directorates. This should be done in close consultation with the M&E Adviser. Undertake capacity building activities as necessary to ensure the sustainability of the DCIS and associated activities.

ii)

iii) iv)

v)

vi)

Undertake any other activities related to this contract as required by the Director, PP&RM.

vii)

Contribute to the preparation of all other project reports as required by the Team Leader.

e.

Adviser, Regional Statistics i) In consultation with the Director and other relevant senior officers review the current situation regarding the collection, collation, analysis and dissemination of regional statistical data in the context of monitoring intra- and extra-regional trade flows and regional social and economic integration. Identify data sources and draw up a strategy for strengthening statistical research and analysis (including social statistics) in the SADC Secretariat. The strategy would include a time bound and costed programme for the development of statistical services in the Secretariat. The strategy would include milestones and performance indicators for monitoring progress. Further the strategy would need to address establishment of accessible integrated databases focussing on especially foreign trade and other socio-economic statistical indicators. Provide assistance to the Senior Officer, Economic Development and Statistical Research and Analysis in the preparation of a SADC Regional Statistical Development Strategy (RSDS). The strategy would include an examination of the options for the establishment of a regional statistical body that would act as a focus for the collection, collation and harmonisation of processes of statistical data collection and analysis through standardised frameworks and capacity building including the training of statistical personnel. The strategy would also promote adoption and implementation of international best statistical practices and standards. Assist with implementation of the strategies developed under (i) and (ii) above including undertaking capacity building activities as necessary to ensure the sustainability of the strategies and associated activities.

ii)

iii)

iv)

Undertake any other activities related to this contract as required by the Director, PP&RM.
Contribute to the preparation of all other project reports as required by the Team Leader.

v)

4.3 Project management 4.3.1 Responsible body Overall responsibility for supervision of the technical assistance will lie with the Deputy Executive Secretary, Regional Integration in the SADC Secretariat. Functional responsibility for the activities of the technical assistance will be with the Director, Planning, Policy and Resource Mobilisation. Dayto-day interactive responsibility for the technical assistance in each activity area will be:

Technical assistance Adviser, Research and Capacity Building (Team Leader) Adviser, Monitoring of Policy and Core SADC Protocol Implementation

Interactive Counterpart Director of Policy, Planning and Resource Mobilisation Director of Policy, Planning and Resource Mobilisation

Technical assistance Adviser, EDF Processes and Coordination Adviser, International Cooperation and Resource Mobilisation Adviser, Regional Statistics

Interactive Counterpart Director of Policy, Planning and Resource Mobilisation Senior Programme Officer, International Partners and Resource Mobilisation Senior Programme Officer, Economic Development and Statistical Research and Analysis

4.3.2

Management structure

Implementation of the Programme, of which this contract is a part, will be based on the financial, contractual, and procedural rules and regulations in force under the 9th European Development Fund and in particular as per the Practical Guide in force for the management of direct labour operations and programme estimates financed by EDF. The contracting authority for the programme shall be the EDF Regional Authorizing Officer (RAO), the Executive Secretary of SADC. Overall supervision of programme implementation lies with the Deputy Executive Secretary, Regional Integration. A steering committee has been set up to oversee the overall direction of the CBRI programme. It is responsible for verifying proposed programme estimates (if needed by written procedure) drawn up by an Imprest Administrator and an Imprest Accounting Officer. It will also discuss programme progress and identify achievements and constraints. The programme steering committee will meet at least twice a year. It is currently made up of: A representative of the Regional Authorising Officer, the contracting authority Director, Policy, Planning and Resource Mobilisation Director, Budget and Finance Director, HR and Administration Head ICT Head Gender Senior Officer Resource Mobilisation Senior Officer Statistics Adviser Programme Implementation Adviser Finance and Contracts The Imprest Administrator and the Imprest Accounting Officer as designated in the Programme Estimates A representative of the Delegation of the European Union as an observer

The composition of the steering committee may be modified subject to the agreement of the RAO and the Delegation of the European Union in Botswana. 4.3.3 Facilities to be provided by the Contracting Authority For all technical positions, the Contracting Authority will facilitate: Residence and work visas for the Adviser as a appropriate for a staff member of the SADC Secretariat; Botswana residence permits for the immediate family of the technical assistance;

The import and export of personal belongings of the technical assistance and his family and of vehicles, equipment for the implementation of the assignment in accordance with the provisions of Article 31 of the Cotonou Agreement; Furnished office space within the premises of the SADC Secretariat; All equipment and access to communications facilities necessary for the performance of this Contract; Operational supplies at the place of work.

5. LOGISTICS AND TIMING 5.1 Location For all technical assistance assignments the services shall be undertaken at the SADC Secretariat in Gaborone, Botswana. In undertaking their duties the experts may be required to travel within the SADC region or internationally. Where such travel is undertaken for the purposes of the contract, the costs (travel, per diem, etc) for Key Experts will be met from the Incidentals budget line of the service contract (see section 6.5 of these TORs). 5.2 Commencement date and Period of execution The intended commencement date of the implementation period of the contract is 1st August 2010. The maximum period of execution of the contract is twenty-nine (29) calendar months. The end date of the operational implementation phase of the Financing Agreement is the 31.12.2012.

6. REQUIREMENTS 6.1 Personnel The particular activities that are to be supported under these terms of reference, will be carried out through the provision of a mixture of long-term and short-term technical assistance covering the specific activities/programmes as outlined in section 4 above. All experts who have a crucial role in implementing the contract are referred to as key experts. These key experts will consist of five (5) persons each employed for a minimum of 500 working days over a twenty-nine (29) calendar months period. In addition to the Key Experts provision for short-term technical assistance will be included in the contract. The Consultant will be expected to work in accordance with the SADC working week. The technical assistants must be willing to work in Gaborone, Botswana and be able to travel in the SADC Member States. 6.1.1 Key experts The profiles of the key experts for the contract are as follows: Key Expert 1: Adviser, Research and Capacity Building (Team Leader)

Qualifications and skills: Written and oral fluency in the English language is essential. Knowledge of French and/or Portuguese would be an asset.

The Expert must have a university degree of at least four years in Economics, Economic Development, Management or in an equivalent speciality or an equivalent relevant professional experience of at least eight years above the general and specific professional experience required below. A post-graduate qualification would be an added advantage; Computer literacy: Competency in word processing and spreadsheet applications is essential with experience with the development and maintenance of databases an added advantage;

General professional experience The expert should have a minimum of ten (10) years proven experience in the area of project planning, strategy development, policy analysis or research in either the private or public sector.

Specific professional experience The expert must have at least five (5) years of professional experience in the management or implementation of donor funded projects; Previous experience as a Team Leader of a multi-disciplinary team on a development assistance project of at least two years duration is essential; Professional experience of research and policy analysis in the context of public sector or international organisations is important; Prior experience of institutional capacity building is important; Experience of regional economic integration would be an advantage; Prior experience of ACP-EU cooperation, particularly in the implementation of EDFfinanced projects, would be advantage; Good knowledge of institutional building, preferably in ACP countries, would be important as the technical assistance would be required to assist in the articulation and drafting of programmes, terms of reference, identification of assistance needs, etc. Previous experience of advising high level policy or regulatory bodies would be preferred; Previous experience in the SADC Region would be an advantage.

Key Expert 2: Adviser, Monitoring of Policy and Core SADC Protocol Implementation Qualifications and skills: Written and oral fluency in the English language is essential. Knowledge of French and/or Portuguese would be an asset. The Expert must have a university degree of at least four years in Economics, Economic Development, Management or in an equivalent speciality or an equivalent relevant professional experience of at least eight years above the general and specific professional experience required below. A post-graduate qualification would be an added advantage;

Computer literacy: Competency in word processing and spreadsheet applications is essential with experience with the development and maintenance of databases an added advantage;

General professional experience The expert must have a minimum of ten (10) years proven experience in the area of monitoring and evaluation, project planning, policy analysis or project cycle management in either the private or public sector.

Specific professional experience Previous experience as an adviser on development projects in ACP States of at least three years duration is essential; Prior experience of the development of monitoring and evaluation systems in the context of development projects is essential; Prior experience in the planning and preparation of multi-annual programmes and institutional capacity building is important; Knowledge of, and experience in the use of, project cycle management processes is most important; Prior experience in the development and use of computer based monitoring systems is essential; Prior experience of ACP-EU cooperation, particularly in the implementation of EDF-financed projects would be an advantage; Good knowledge of institutional building, preferably in ACP countries, would be important as the technical assistance would be required to assist in the articulation and drafting of programmes, terms of reference, identification of assistance needs, etc. Previous experience of advising high level policy or regulatory bodies would be preferred.

Key Expert 3: Adviser, EDF Processes and Coordination Written and oral fluency in the English language is essential. Knowledge of French and/or Portuguese would be an asset. The Expert must have a university degree of at least four years in Economics, Law, Management or in an equivalent speciality or an equivalent relevant professional experience of at least eight years above the general and specific professional experience required below. A post-graduate qualification would be an added advantage; Computer literacy: Competency in word processing and spreadsheet applications is essential with experience with the development and maintenance of databases an added advantage.

General professional experience The expert must have at least ten (10) years of work experience in the area of development at the planning, management or implementation level.

Specific professional experience The expert must have at least five (5) years of professional experience in the management or in the implementation of donor funded projects with a minimum of 3 years in the management / implementation of EDF projects. The expert must have a cumulated professional experience of at least five years in an ACP country with a minimum of three years in the same country. Prior experience with Technical assistance to Regional or National Authorizing Officer or European Union Delegations would be an asset. Experience of 9th or 10th EDF procedures and EDF Contribution Agreements would be an advantage. A good knowledge of, and experience in the use of project cycle management processes would be an asset. Previous experience of advising high level policy or regulatory bodies would be an asset.

Key expert 4: Adviser, International Cooperation and Resource Mobilisation Qualifications and skills: Written and oral fluency in the English language is essential. Knowledge of French and/or Portuguese would be an asset. The Expert must have a university degree of at least four years in economics, political sciences, international affairs or in an equivalent speciality or an equivalent relevant professional experience of at least eight years above the general and specific professional experience required below. A post-graduate qualification would be an added advantage; Computer literacy: Competency in word processing and spreadsheet applications is essential with experience with the development and maintenance of databases an added advantage.

General professional experience The expert must have a minimum of ten (10) years proven experience in development cooperation in ACP States.

Specific professional experience The expert must have a minimum of three (3) years long-term experience in the implementation/coordination of development cooperation projects either in the public sector, sub-regional organisations, not-for-profit entities or with an international development assistance agency. Sound experience of development cooperation issues and both bi-lateral and multilateral systems for aid delivery is important. Substantive prior experience in the analysis of development cooperation policies is important.

A good knowledge of, and experience in the development of frameworks for monitoring development cooperation is most important.

Experience in the development of process manuals and in the training of staff in the process would be an asset. Experience of regional economic integration, preferably in Southern Africa would be an advantage.
Good knowledge of institutional building, preferably in ACP countries, would be important as the technical assistance would be required to assist in the articulation and drafting of programmes, terms of reference, identification of assistance needs, etc. Previous experience of advising high level policy or regulatory bodies would be preferred.

Key expert 5: Adviser, Regional Statistics Qualifications and skills: Written and oral fluency in the English language is essential. Knowledge of French and/or Portuguese would be an asset. The Expert must have a university degree of at least four years in mathematics, statistics, econometrics or in an equivalent speciality or an equivalent relevant professional experience of at least eight years above the general and specific professional experience required below. A post-graduate qualification would be an added advantage; Computer literacy: Competency in word processing and spreadsheet applications is essential with experience with the development and maintenance of databases an added advantage.

General professional experience The expert should have a minimum of ten (10) years proven experience in the statistics field. Experience of regional economic integration and related statistical databases would be an advantage.

Specific professional experience The expert must have a minimum of five (5) years experience in the collection, analysis and dissemination of statistical data either in the public sector or with a private sector statistical agency.

The expert must have a cumulated professional experience of at least three years in an ACP country. Sound experience of statistical methodology and of both national and regional trade and economic data is most important. Substantive prior experience in the collection, analysis and dissemination of statistics either in a country or regional situation is important. A good knowledge of, and experience in the development of strategies for the development of statistical systems would be an asset.

Experience in the development of processes manuals and in the training of staffs in the process would be an asset. Good knowledge of institutional building, preferably in ACP countries, would be important as the technical assistance would be required to assist in the articulation and drafting of programmes, terms of reference, identification of assistance needs, etc. Previous experience of advising high level policy or regulatory bodies would be preferred.

6.1.2 Short-Term Expertise Upon the request of the Contracting Authority and in accordance with the profiles identified in the Organization & Methodology the Contractor may be asked to source up to 450 working days of short term expertise required for support or complementary services necessary for the various technical assistance areas. Consequently in the financial offer a provision for 450 days of STE (a mixture of junior and senior experts, in accordance with the approach proposed in the Organisation & Methodology) has to be provided. CVs for experts other than the key experts will not be examined prior to the signature of the contract. They should not be included in the tender bid. The selection procedures used by the Contractor to select these other experts shall be transparent, and shall be based on pre-defined criteria, including professional qualifications, language skills and work experience. In normal circumstances the contractor will be expected to propose a short list for each short-term expert position, as identified and agreed, with the final selection being carried out by an evaluation panel constituted by the SADC Secretariat. The findings of the selection panel shall be recorded. The selection of experts shall be subject to approval by the Contracting Authority and shall be confirmed by way of an Administrative Order issued by the Supervisor and signed by the Contracting Authority and the Consultant. It is envisaged that the experts to be sourced would fall into two categories: Senior expert: Highly qualified expert, having assumed important responsibilities within the profession, recruited for his/her capacities of management, perception and judgement. At least ten years' professional experience, Junior expert: Reputable expert with a solid grounding in the profession. At least five years' professional experience, including at least two years overseas, except where the latter is not necessary for the type of operation in question.

All experts must be independent and free from conflicts of interest in the responsibilities accorded to them. The Consultant should pay attention to the need to ensure the active participation of regional professional skills, and a suitable mix of international and regional staff in the programme teams. Note Staff of the SADC Secretariat and serving officers of the SADC Member State public administration services cannot be recruited as experts, unless prior written approval has been obtained from the European Commission. 6.1.3 Support staff & backstopping

Backstopping and support staff costs must be included in the fee rates. 6.2 Office accommodation

Office accommodation of a reasonable standard and of approximately 10 square metres for each expert working on the contract is to be provided by the Contracting Authority. 6.3 Facilities to be provided by the Consultant

The Consultant shall ensure that experts are adequately supported and equipped (in particular with PC or laptop and appropriate software, cell phones, vehicles for local transport). In particular, it shall ensure that there is sufficient administrative provision to enable experts to concentrate on their primary responsibilities. It must also transfer funds as necessary to support its activities under the contract and to ensure that its employees are paid regularly and in a timely fashion. 6.4 Equipment

No equipment is to be purchased on behalf of the Contracting Authority as part of this service contract 7 or transferred to the Contracting Authority at the end of this contract. Any equipment related to this contract which is to be acquired by the Contracting Authority must be purchased by means of a separate supply tender procedure. 6.5 Incidental expenditure

The Provision for incidental expenditure covers the ancillary and exceptional eligible expenditure incurred under this contract. It cannot be used for costs which should be covered by the Consultant as part of its fee rates, as defined above. Its use is governed by the provisions in the General Conditions and the notes in Annex V of the contract. It covers: Travel costs and subsistence allowances for missions outside the normal place of posting undertaken as part of this contract by the Key Experts, and travel costs other than mobilisation travel for short-term experts. The provision includes costs for environmental measures, for example C02 offsetting. The Provision for incidental expenditure for this contract is EUR 120,000. This amount must be included without modification in the Budget breakdown. Any subsistence allowances to be paid for missions undertaken as part of this contract must not exceed the per diem rates published on the Web site: http://ec.europa.eu/europeaid/work/procedures/index_en.htm at the start of each such mission 6.6 Expenditure verification

The Provision for expenditure verification relates to the fees of the auditor who has been charged with the expenditure verification of this contract in order to proceed with the payment of further prefinancing instalments if any and/or interim payments if any. The Provision for expenditure verification for this contract is EUR 30,000. This amount must be included without modification in the Budget breakdown. 7. REPORTS

Please refer to the explanatory note attached to the budget breakdown at Annex V to the tender dossier

7.1

Reporting requirements

Please refer to Article 26 of the General Conditions. Interim reports must be prepared every six months during the period of implementation of the tasks. They must be provided along with the corresponding invoice, the financial report and an expenditure verification report defined in Article 28 of the General Conditions. There must be a final report, a final invoice and the financial report accompanied by an expenditure verification report at the end of the period of implementation of the tasks. The draft final report must be submitted at least one month before the end of the period of implementation of the tasks. Note that these interim and final reports are additional to any required in Section 4.2 of these Terms of Reference. Each report shall consist of a narrative section and a financial section. The financial section must contain details of the time inputs of the experts, of the incidental expenditure and of the provision for expenditure verification. 7.2 Submission & approval of progress reports

All reports shall be in the English language, printed on A4 paper. The Final Report (including all supporting documentation) shall also be provided on CD-ROM (2 copies), in a format that is appropriate to the SADC Secretariat The distribution of reports shall be as follows: Report title All Reports Recipient Contracting Authority Supervisor Delegation of the EU N. of copies 2 2 2

Approval of progress reports shall be given by the respective supervisor for the technical assistance assignment. 8. MONITORING AND EVALUATION A Mid Term Review and a Final Evaluation the CBRI project will be conducted by independent consultants. Standard methods will be established on the basis of the Logical Framework and agreed by the EC and the SADC Secretariat. The evaluation criteria will serve to assess the achievements of the programme in qualitative and quantitative terms.