Kigali on 18/02/2014 N /400/14/EARP-DIR/NK/sm

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1 ELECTRICITY ACCESS ROLLOUT PROJECT (EARP) Avenue du lac Ihema, PO Box 537 Kigali, Rwanda. Tel: + (250) (0) , Fax + (250) (0) ewsa@rwanda1.com, Website: Kigali on 18/02/2014 N /400/14/EARP-DIR/NK/sm REQUEST FOR EXPRESSIONS OF INTEREST FOR SELECTION OF A CONSULTING FIRM TO CONDUCT THE MID-TERM REVIEW FOR THE RWANDA SOLAR WATER HEATERS MARKET DEVELOPMENT PROGRAMME (SOLARWANDA PROGRAM) 1. BACKGROUND The Energy, Water and Sanitation Authority has received financing from Nordic Development Funds (NDF) towards the creation of an adequate and sustainable mechanism to support the development of a Solar Water Heater market in Rwanda. The SolaRwanda Programme is a component of the Sustainable Energy Development Project (SEDP) implemented by EWSA. The Solar Water Heater (SWH) component of SEDP is targeting the installation of at least 12,000 SWH systems by the end of 2015 in residential households of Rwanda. The consulting services ( the Services ) include an independent analysis of the progress of the SolaRwanda Program so far. The MTR will identify potential SolaRwanda Program design problems, assess progress towards the achievement of the objective, identify and document lessons learned, including lessons that might improve design and implementation, and make recommendations regarding specific actions that should be taken to improve the SolaRwanda Program Implementation for the remaining implementation period. 2. DUTIES AND RESPONSIBILITIES The consultant will support the Energy Water and Sanitation Authority (EWSA) to review, rate the performance of the SolaRwanda Program activities from the start up to the present and recommend possible corrective actions (in short and long-term actions). The review will include evaluating the: Progress in SolaRwanda Program implementation, measured against planned outputs set forth in the SolaRwanda Program Document; An assessment of the overall impact of the SolaRwanda Program to the country; and Identify corrective measures for achieving planned outputs and best practices for immediate actions. The Consultancy firm will be selected in accordance with the procedures set out in the World Bank s Guidelines: Selection and Employment of Consultants by World Bank Borrowers, published by the Bank in January 2011, based on Selection Based on the Consultants' Qualifications (CQS) method.

2 Interested Consultancy firm may submit their Expression of interest, together with information on consultant education qualification and experience through CVs in a written form or by or to the contact address stated below: Procurement Unit Energy Water and Sanitation Authority Procurement Specialist of Sustainable Energy Development Project (SEDP) Avenue du Lac Ihema PO Box 537 Kigali-Rwanda Tel: procurement@ewsa.rw and copy to smunyawer@ewsa.rw The details on the assignments are posted on EWSA website: Interested consultants may obtain further information at the address below from and hours during weekdays : Energy Water and Sanitation Authority (EWSA), Procurement Unit, Sixbert MUNYAWERA, SEDP Procurement Specialist, Avenue du Lac Ihema, PO Box 537 Kigali-Rwanda, EWSA Head Office Building, 2 nd floor, : smunyawera@ewsa.rw; Tel: (+250) Expressions of interest in hard copies in English or French must be delivered at the Secretariat of the Procurement Unit of EWSA, P.O.Box.537 Kigali, on or before 07/03/2014 at 9.30 am local time. Expressions of interest will be opened the same day 07/03/2014 at a.m. local time in the presence of the Consultants or their representatives. RUHIGULA Jackson GAFULEKA Ag Head of Procurement Unit Ntare KARITANYI Director General

3 TERMS OF REFERENCE FOR A CONSULTING FIRM TO CONDUCT THE MID- TERM REVIEW FOR THE RWANDA SOLAR WATER HEATERS MARKET DEVELOPMENT PROGRAMME (SOLARWANDA PROGRAM) Location : Kigali, Rwanda Type of contract : Consultancy Contract Duration of Contract : 2 months Languages required : English Background The Government of Rwanda has negotiated a grant from the Global Environmental Facility Trust Fund (World Bank/GEF) for the amount of US$ 4.5 Million for the Rwanda Sustainable Energy Development Project (SED Project) and a grant from the Nordic Development Fund of 4 million Euros. The primary rationale for providing this project support is to complement existing and ongoing investments in the renewable energy sector in a holistic manner by placing a distinct emphasis on technical assistance (TA) that contributes to sustainability in the sector. The project aims to safeguard the sustainability of the Government of Rwanda (GoR) existing and future Renewable Energy (RE) portfolio (investments) financed either by the GoR or in partnership with donor agencies. The project intends to strengthen these investments by adding holistic activities that focus on long-term sustainability and improve the capacity of local companies and organizations to accelerate the integration of the local private sector into the planning process and implementation of renewable energy projects. One specific objective is to stimulate the introduction of renewable energy and energy efficiency where they are the least cost option. Particularly, through the promotion of SWHs (Solar Water Heaters) in the residential and tertiary sectors. Objective of the Mid Term Review (MTR) for SolaRwanda Program The objective of this MTR is to gain an independent analysis of the progress of the SolaRwanda Program so far. The MTR will identify potential SolaRwanda Program design problems, assess progress towards the achievement of the objective, identify and document lessons learned, including lessons that might improve design and implementation, and make recommendations regarding specific actions that should be taken to improve the SolaRwanda Program Implementation for the remaining implementation period. The MTR will assess early signs of SolaRwanda Program success or failure and identify the necessary changes to be made. The SolaRwanda Program performance will be measured based on the indicators of the SolaRwanda Program s logical framework and various Tracking Tools. Specifically, the purpose of the SolaRwanda Program Mid-Term Review is to review, rate the performance of the SolaRwanda Program activities from the start up to the present and recommend possible corrective actions (in short and long-term actions). The review will include evaluating the: Progress in SolaRwanda Program implementation, measured against planned outputs set forth in the SolaRwanda Program Document; An assessment of the overall impact of the SolaRwanda Program to the country; and

4 Identify corrective measures for achieving planned outputs and best practices for immediate actions. The MTR team must provide evidence based information that is credible, reliable and useful. The review is expected to follow a participatory and consultative approach ensuring close engagement with government counterparts, in particular the Ministry of Infrastructure, Energy Water and Sanitation Authority, EARP-SEDP, SolaRwanda Program Team, Participating Suppliers and other key stakeholders. The MTR consultant will review all relevant sources of information, such as the SolaRwanda Program document, SolaRwanda Program reports including SolaRwanda Program budget implementation, progress reports, SolaRwanda Program files, national strategic and legal documents, and any other materials that the MTR consultant considers useful for this assignment. Duties and Responsibilities The SolaRwanda Program MTR team will be responsible for the delivery, content, technical quality and accuracy of the evaluation, as well as the recommendations. The consultant will not have participated in the SolaRwanda Program preparation and/or implementation and should not have conflict of interest with SolaRwanda Program related activities. The scope of work for the consultancy will include, but not limited to, the following activities: 1. ASSESSMENT OF PROGRESS IN SOLARWANDA PROGRAM IMPLEMENTATION The MTR team will focus on such aspects as appropriateness and relevance of work plan, compliance with the work plan alongside with budget allocation; timeliness of disbursements; procurement, quantity and quality of goods and services created; coordination among different SolaRwanda Program stakeholders. Any issue that has impeded the implementation of the SolaRwanda Program or any of its components, including actions taken and resolutions made should be highlighted. Activities that should be taken up by the financing agencies and the executing agency shall also be recommended. The template below shall assist the consultant in reviewing the progress. 1.1 Review of Activities: Component/Activities; Planned; Actual; Action. 1.2 Assessment of Budget Utilization: Component/Activities as per SolaRwanda Program ProjDoc; % of actual expenditures of SolaRwanda Program budget The following assessments shall be carried out: Whether the SolaRwanda Program design allowed for flexibility in responding to internal and external changes in the SolaRwanda Program environment;

5 Implementation difficulties, i.e., whether difficulties and barriers, which were not expected at the start of the SolaRwanda Program, are identified and the approaches for the solutions are considered and implemented effectively; SolaRwanda Program resources, i.e., whether the SolaRwanda Program components and activities were logically designed as to content and time frame commensurate with the human and financial resources that were made available. The MTR consultant will assess the SolaRwanda Program progress Assessment of SolaRwanda Program outputs: General questions will include the below: Whether the SolaRwanda Program is implemented in the right direction to achieve the outcomes (i.e., based on the agreed work plan / annual target); Review how the SolaRwanda Program addresses country priorities and the significance of the outcomes so far achieved for the country; Whether the SolaRwanda Program outputs are produced effectively, efficiently, and in a timely manner according to the time schedule; The quality and credibility of the outputs, as stipulated in the SolaRwanda Program Document; How effective and efficient the SolaRwanda Program funds are utilized, and how the expenditures are monitored; The credibility of the data used in the SolaRwanda Program and reliance of the numerical outputs; The quality of the internal monitoring system results; Review the extent to which the implementation of the SolaRwanda Program has been inclusive of relevant stakeholders and to which it has been able to create collaboration between different partners. On the overall SolaRwanda Program level, it will assess the SolaRwanda Program performance in terms of: Progress towards achievement of results; Factors affecting successful implementation and achievement of results; SolaRwanda Program Management framework; and Strategic partnerships Progress towards achievement of results for SolaRwanda Program: Review the problem addressed by the SolaRwanda Program and the underlying assumptions. Review the effect of any incorrect assumptions made by the SolaRwanda Program. Identify new assumptions; Review the relevance of the SolaRwanda Program strategy and assess whether it provides the most effective route towards results; Assess the outputs and progress toward outcomes achieved so far and the contribution to attaining the overall objective of the SolaRwanda Program; Is the SolaRwanda Program making satisfactory progress in achieving SolaRwanda Program outputs vis-à-vis the targets and related delivery of inputs and activities? Are the direct partners of SolaRwanda Program able to provide necessary inputs for achieving the results?

6 Given the level of achievement of outputs and related inputs and activities to date, is the SolaRwanda Program likely to achieve its Immediate Purpose and Development Objectives? Are there critical issues relating to achievement of SolaRwanda Program results that have been pending and need immediate attention in the next period of implementation? Examine if progress so far has led to, or could in the future lead to, beneficial development effects (i.e. income generation, gender equality and women s empowerment, improved governance etc...) that should be included in the SolaRwanda Program results framework and monitored on an annual basis; Examine whether progress so far has led to, or could in the future lead to, potentially adverse environmental and/or social impacts/risks that could threaten the sustainability of the SolaRwanda Program outcomes. Are these risks being managed, mitigated, minimized or offset? Suggest mitigation measures as needed. Are there critical issues relating to achievement of SolaRwanda Program results that have been pending and need immediate attention in the next period of implementation? Examine if progress so far has led to, or could in the future lead to, beneficial development effects in respect of climate change mitigation and adaptation that should be included in the SolaRwanda Program results framework and monitored on an annual basis; Examine if progress so far has led to, or could in the future lead to, other beneficial development effects (i.e income generation, gender equality and women's empowerment, improved governance etc...) that should be included in the SolaRwanda Program results framework and monitored on an annual basis Factors affecting successful implementation and achievement of results and outcomes: Is the SolaRwanda Program implementation and achievement of results proceeding well, and according to plan? or are there any outstanding issues, obstacles, bottlenecks, etc, that are affecting the successful implementation and achievement of SolaRwanda Program results? Is the SolaRwanda Program logical framework and design still relevant in the light of the SolaRwanda Program experience to date? Is the SolaRwanda Program well-placed and integrated within the national government development strategies, such as community development, poverty reduction, etc., and related global development programs to which the SolaRwanda Program implementation should align? Do the SolaRwanda Program s purpose and objectives remain valid and relevant, or are there items or components in the SolaRwanda Program design that need to be reviewed and updated? Are the SolaRwanda Program s institutional and implementation arrangements still relevant and helpful in the achievement of the SolaRwanda Program s objectives, or are there any institutional concerns that hinder the SolaRwanda Program s implementation and progress SolaRwanda Program management (Adaptive Management Framework): Are work planning processes result-based? If not, suggest ways to re-orientate work planning to focus on results. Are the SolaRwanda Program management arrangements adequate and appropriate? How effectively is the SolaRwanda Program managed at all levels? Is it results-based and innovative?

7 Do the SolaRwanda Program management systems, including progress reporting, administrative and financial systems and monitoring and evaluation system, operate as effective management tools, aid in effective implementation and provide sufficient basis for evaluating performance and decision making? Review the monitoring tools currently being used: Do they provide the necessary information? Do they involve key partners? Do they use existing information? Are they efficient? Are they cost-effective? Are additional tools required? Examine the financial management of the SolaRwanda Program. Are sufficient resources being allocated to M&E? Are these resources being allocated effectively? Is technical assistance and support from SolaRwanda Program partners and stakeholders appropriate, adequate and timely? Assess the use of the SolaRwanda Program logical framework and work plans as management tools and review any changes made to it since SolaRwanda Program start. Suggest any revisions requirements in planning and reporting and assess the impact of the revised approach on SolaRwanda Program management? Consider the financial management of the SolaRwanda Program, assess the cost effectiveness of the interventions and note any irregularities; Review the changes to fund allocations as a result of budget revisions and assess the appropriateness and relevance of such revisions; Review overall effectiveness of SolaRwanda Program management as outlined in the SolaRwanda Program Design document. Have changes been made and are they effective? Are responsibilities and reporting lines clear? Is decision-making transparent and undertaken in a timely manner? Recommend areas for improvement; Review the quality of support provided by World Bank/GEF and NDF and recommend areas for improvement Strategic partnerships for SolaRwanda Program: Are the SolaRwanda Program partners and their engagements strategically and optimally positioned and effectively leveraged to achieve maximum effect of the program objectives for the country? Asses how SolaRwanda Program partners, stakeholders and co-financing institutions are involved in the SolaRwanda Program s management process; Identify opportunities for stronger collaboration and substantive partnerships to enhance the SolaRwanda Program s achievement of results and outcomes. 2. DELIVERABLES AND TIMELINE The SolaRwanda Program MTR consultancy will be done by a consulting firm with experience in evaluation of renewable projects and programmes financed by international agencies and shall be consist of one International Consultant and one National Consultant. The International Consultant will be the Team Leader. The Team Leader, in close collaboration with the National Consultant, will have the overall responsibility for the quality and timely submission of the deliverables. Specifically, the consulting firm to be selected is responsible for submitting the following deliverables to the EWSA/EARP-SEDP / SolaRwanda Program Management Unit:

8 Inception Report including of work plan. The midterm review team will explain and clarify their method of review within 5 days of the contract effectiveness. The MTR team will present the initial findings at the end of the initial review mission to Rwanda; Draft Final Report. A detailed record of consultations with stakeholders will need to be kept and provided (as part of the information gathered by the MTR team), as an annex to the main draft report. If there are any significant discrepancies between the impressions and findings of the review team and stakeholders, these should be explained in an annex attached to the final report. Duration: within 2 weeks of the review mission and sent to EWSA SolaRwanda Program; Final Report. A Revised report detailing how all received comment in the draft report have been addressed in the final report within 2 weeks of receiving EWSA SolaRwanda Program and stakeholders comments. 3. METHODOLOGY The MTR team will review relevant SolaRwanda Program documents and reports related the implementation of the program and conduct focused individual/group discussions on topics and issues that relate to the implementation of the SolaRwanda Program. More specifically, the review will be based on the following sources of information: Review of documents related to the SolaRwanda Program such as SolaRwanda Program document, quarterly and annual progress reports, other activity/component specific reports and evaluation as described; Structured interview with knowledgeable parties, i.e. SolaRwanda Program Staff members, EWSA management authority, participating suppliers, WB Rwanda Branch, SolaRwanda Program Beneficiaries or grantees, etc; Site visits to specific SolaRwanda Programs activities. The site visits should be discussed with the SolaRwanda Management Unit. The key documents to be reviewed are as below: SolaRwanda Program Document; Inception Report; All output reports and documents produced under SolaRwanda Program; Past consultancies assignments and summary of the results; Pictures of equipment, installations and sites if any; Newspaper/publication articles. The evaluation team shall meet and interview the following: SolaRwanda Program Management Unit; SolaRwanda Program Finance Officers; SolaRwanda Program Executive; Key government stakeholders in SolaRwanda Program; Other sections/departments in the Implementing Partner relevant to SolaRwanda Program; Representative from the Renewable Energies Association; Representative from the academia relevant to SolaRwanda Program; Participating suppliers and installers; Other SolaRwanda Program partners relevant to the outcome of the SolaRwanda Program. The MTR evaluation team will conduct an opening meeting with the EWSA SolaRwanda Management Unit with a participation of the other relevant institutions / agencies and stakeholders. At the end of the assignment there will be a meeting with EWSA SolaRwanda

9 Program to discuss the findings of the assessment prior to the submission of the final report. 4. DURATION The total duration of the midterm review will be 2 months. 5. IMPLEMENTATION ARRANGEMENTS The principal responsibility for managing this review resides with the SolaRwanda Program Management Unit. The SolaRwanda Program will contract the consulting firm and ensure the timely provision of all necessary information to the review team. The SolaRwanda Program team will be responsible for liaising with the review team to set up stakeholder interviews, arrange field visits with missions to relevant SolaRwanda Program sites. In preparation for the review mission, the SolaRwanda Program Management Unit, with assistance from EWSA departments, will arrange for the completion of the review mission effectively tracking. 6. APPLICATION PROCESS Interested consulting firms must submit the following documents/information to demonstrate their qualifications: Brief expression of interests; The CVs for the international and local experts to be appointed for the assignment of conducting the midterm review of SolaRwanda Program. 7. CRITERIA FOR EVALUATION OF PROPOSALS The selection will be made based on the experience of the consulting firms in similar assignments and on the educational background and experience of the international and local experts to be appointed for the assignment. 8. COMPETENCIES 8.1 Functional competencies: Results orientated and accountability; Capacity in planning and organizing; Communication and trust; Demonstrable analytical skills. 8.2 Required Skills and Experience for the consultant Consulting Firm Requirement: The consulting firm must have more than 5 years of experience in design, planning, management and evaluation of renewable energy projects and with a good knowledge of the state-of-the-art approaches and international best practices. It must have experience with the World Bank / GEF and NDF reporting frameworks, GEF principles and expected impacts in terms of global benefits, and the policy, legal and institutional

10 environment would be an advantage. The consulting firm must appoint two expert (one international expert and one local expert) for conducting the evaluation mission) Experience of International Expert for the assignment: The international expert for the evaluation mission must have a masters degree in relevant field of education (Renewable Energy, Sustainable Energy System, Economics of Development etc); The international expert for the evaluation mission must have more than 10 years of working experience in management and evaluation of renewable energy projects and with a good knowledge of the state-of-the-art approaches and international best practices; The expert must have knowledge of World Bank / GEF and NDF reporting frameworks, GEF principles and expected impacts in terms of global benefits, and the policy, legal and institutional environment would be an advantage; Experience with GEF result-based management evaluation methodologies. Evaluation experiences within World Bank / GEF and NDF system will be considered an asset; Experience in reviewing or evaluating similar solar water heating programs and initiatives will be an advantage; Experience with NDF/GEF financed programs and projects is an advantage; Familiar with management and financial framework including output/outcome and impact analysis Experience of Local Expert for the assignment: The local expert for the evaluation mission must have a minimum of bachelor degree (Renewable Energy, Sustainable Energy System, Economics, International Development etc); The local expert for the evaluation mission must have more than 8 years of working experience in management and evaluation of renewable energy projects and with a good knowledge of the state-of-the-art approaches and international best practices; He/She must have knowledge of World Bank / GEF and NDF reporting frameworks, GEF principles and expected impacts in terms of global benefits, and the policy, legal and institutional environment would be an advantage; He/ She must have experience with result-based management evaluation methodologies. He/She must have experience with the evaluation of projects and programmes financed with the international agencies such as: (World Bank, AfDB, EU, NDF etc); Experience in reviewing or evaluating similar renewable energy programs and initiatives will be an advantage; Experience with NDF/GEF financed programs and projects is an advantage; Familiar with management and financial framework including output/outcome and impact analysis. 9. LANGUAGE: Both the International and Local experts must be fluent in English; Fluency in French will be considered as an asset.