1. INTRODUCTION GENERAL ELIGIBLE BIDDERS COST OF BID RFP SCHEDULE SUMMARY CLARIFICATION QUESTIONS...

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4 1. INTRODUCTION GENERAL ELIGIBLE BIDDERS COST OF BID RFP SCHEDULE SUMMARY CLARIFICATION QUESTIONS BIDDING CONDITIONS ACKNOWLEDGMENT OF RECEIPT NUMBER OF COPIES, FORMAT AND SIGNING OF PROPOSAL SUBMISSION AND RECEIPT OF PROPOSALS OFFICIAL LANGUAGE CORRESPONDENCE NO CONSULTATION CONTRACT CONDITIONS WORK ON ILO PREMISES BID CURRENCY INCOMPLETE PROPOSALS CHANGES TO PROPOSALS MATERIAL CHANGE(S) IN CIRCUMSTANCES RFP DOCUMENT, SPECIFICATIONS, DRAWINGS SUB-CONTRACTING PROPOSAL VALIDITY NOTIFICATION OF CONTRACT AWARD PUBLICITY CONTENT OF THE PROPOSAL ENVELOPE A-TECHNICAL PROPOSAL (ANNEX II-B, C, D, AND E) Administrative Requirements ENVELOPE B-FINANCIAL OFFER (ANNEX II-F) EVALUATION OF PROPOSALS AND CONTRACT AWARD PRELIMINARY EVALUATION EVALUATION PROCESS AND CRITERIA AWARD OF THE CONTRACT... 11

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22 TERMS OF REFERENCE Trade and Value Chains in Employment-Rich Activities (TRAVERA): Survey of Selected Filipino Coconut Export- Oriented Small and Medium-sized Enterprises (SMEs) Background The ILO is implementing a project funded by the European Union entitled Strengthening the Employment Impact of Sectoral and Trade Policies (STRENGTHEN). The overall objective of the project is to strengthen the capabilities of country partners to analyse and design sectoral and trade policies and programmes that enhance employment creation in terms of quantity and quality. One component of this project is Assessing and Addressing the Effects of Trade on Employment Phase 2 (ETE II). This component will support developing countries in harnessing international trade and trade-related foreign investment towards providing more opportunities for decent work within developing countries and raising the number of developing-country workers who are productively employed. International trade and investment linkages in the global economy and the increasing level of trade in intermediates call for an understanding of how value chains (VCs) function. A value chain is the full range of activities that are required to bring a product (or a service) from conception, through different phases of production, to delivery to final consumers and disposal after use (Kaplinsky and Morris 2001). Given technological advances and reductions in trade barriers, value chains are becoming more and more global in nature. Developing countries, including the poorest economies, are increasingly participating in the growing network of VCs. Domestic value added created from global value chains can be significant relative to the size of local economies. In developing countries, domestic value- added in global value chains contributes 28% on average to countries GDP. In this regard, as one of the fastest-growing economies in Asia and as one of the top emergent markets in the world today, the Philippines, with its average 6.3 percent GDP growth per annum in the last seven (7) years, is poised to benefit from taking part in the global value chains, provided that the right policies and programs on trade and employment are crafted, sequenced properly and implemented effectively and strategically.

23 TRAVERA Program in the Philippines As such, TRAVERA is a program support action that is foreseen within the ILO-EU s ETE-II project. In the context of the Philippines, the aim of TRAVERA is to help Filipino businesses and firms, especially small- and medium-sized export-oriented enterprises by developing a business model that would not only integrate them into the national, regional and global export value chains in a way that results in higher employment and increasing levels of productivity and incomes for workers but also help them fully utilize and avail of the benefits and privileges of international trade agreements. This would be achieved through the conduct of a country study on trade and value chains in employment-rich activities in a particularly given export sector. In its case, the project s relevant government and social partners and other important constituents, after series of bilateral meetings, stakeholder consultations, inception workshop, and tripartite working group (TWG) meetings, have decided to select the Philippine coconut industry as the export sector of focus for the STRENGTHEN Project. One of the reasons why the coconut sector was selected by the project s tripartite stakeholder representatives is the fact that coconut remains as the Philippines leading agricultural export product. In fact, three (3) of the top 10 agricultural exports are coconut-based export products, namely, coconut oil (both crude and refined), copra cake oil and desiccated coconut. Further, it is estimated that about 1 to 3 million Filipinos are either directly or indirectly employed in the coconut industry. Moreover, project partners also highlighted the fact that various by-products could be further developed or produced out of one (1) coconut husk or shell. Among the coconut sub-products mentioned by the project stakeholders that are newly-emerging are coconut water, coco coir, coco peat, coco vinegar, and coco sugar, among others. Under the Philippine Export Development Plan (PEDP) , the coconut industry is identified as one of the six key export sectors. It is also one of the PEDP emerging export sectors under activated carbon, which relies heavily on coconut husks and shells for production. However, this does not mean that the coconut industry is without any challenge on problem as recent data in the last six (6) years show a decline both in the production and export earnings of Philippine coconut export products. Based on the latest data from the Philippine Coconut Authority (PSA), the volume of coconut production stood at million metric tons (MT) in 2015, with areas planted or harvested totaling around million hectares during the same year. In terms of its value of production (at current prices), it was estimated that coconut production amounted to a total of PHP billion in In dollar terms, there has been a steady decline in terms of national earnings earned from the export of two of the three major coconut export products. According to data from the Philippine Statistics Authority (PSA), coconut oil export earnings were estimated at US$1.168 billion in 2015, which was lower than the 2011 export figures of US$1.425 billion. On the one hand, desiccated coconut oil export earnings also decreased from a high of US$286.7 million in 2011 to a low of US$160 million in On the other hand, copra oil cake managed to post a substantial increase in its export income receipts from US$58.8 million in 2011 to US$70.42 million in Another compelling reason why the coconut sector was chosen for the ILO value chains study is due to

24 the fact that although the country is the second largest coconut-producing and exporting country in the world after Indonesia, the coconut industry is said to be not only fragmented in economic terms (e.g. quality standards concerns, competitiveness challenges, innovation hurdles, diversification problems, etc.) but is also faced with long-standing decent work and gainful issues such as informality of employment relations, child labour, high poverty incidence and low income earnings of coconut farmers, lack of labour standards, and safety and health concerns for coconut farm/plant workers, among others. In view of these challenges and opportunities facing the Philippine coconut industry, the TRAVERA program in the Philippines will focus on export-oriented activities in the coconut sector and will be based on the ILO s Value Chains Development (VCD) approach (see Value chain development for decent work: how to create employment and improve working conditions in targeted sectors / International Labour Office.- 2nd ed. - Geneva: ILO, 2015). In this regard, the ILO s VCD approach would help Filipino enterprises, particularly small- and mediumsized ones that are engaged in the export and processing of exportable coconut products, identify and exploit market opportunities that have the potential to create quality jobs in the coconut sector. The aim is to strengthen all aspects of the value chain from raw material (starting from the poor and small coconut farmer) to consumer (end-user) to deliver greater value and benefits for coconut farmers, workers and small businesses from economic growth and value chain development. The VCD program focuses on the aspects that are most relevant for job creation and job quality improvement in the coconut sector (such as upgrading of technology, production techniques, marketing strategies and increasing profit margins, among others). At the same time, the TRAVERA study based on the ILO VCD approach would also explore as to how not just SMEs but even small coconut farmers enterprises or cooperatives could avail of trade, investment and export privileges and preferential treatment under the Philippines existing bilateral and regional free trade agreements (FTAs) and how accessing these FTAs could be beneficial not only to export earnings but to employment creation, as well. The expected results of TRAVERA in the Philippine coconut sector are: (a) improved understanding of the job-creation potential of trade and VC activities in the coconut industry; (b) enhanced capacity of policymakers to harness trade and VCs for job creation in the coconut sector; (c) increased participation by small- and medium-sized coconut export-oriented enterprises in developing strategies for increasing employment through integration with international VCs; (d) greater access and utilization of Philippine bilateral and regional FTAs by Filipino coconut exportoriented SMEs and small coconut farmers enterprises TRAVERA Survey of Coconut Export-Oriented Filipino SMEs In support of the value chains analysis and study of Philippine coconut exports, a TRAVERA survey of the Philippine coconut export value chains will be conducted. As mentioned already, the tripartite stakeholder representatives and social partners of the project have selected the Philippine coconut industry as the export sector of focus and choice for the STRENGTHEN Project.

25 The main purpose of the TRAVERA survey is to identify opportunities and threats within the export value chains in relation to creating more and better jobs in the Philippine coconut sector. Data will be collected according to the following four aspects: 1) The basic structure of the Philippine export value chain and the actors in it, how they are linked and organized. Who are the key actors in the export value chain and what are their roles and characteristics in the Philippine coconut industry? (e.g. roles of players actors from government, industry, workers, informal sector, etc.) What are the various stages and different processes such as production, processing and marketing that take place in the Philippine coconut export value chain, before product and services reach the final consumer? What are the different market channels through which products and services reach the final customer? What challenges and problems arise in those different market channels, especially for those at the edge and end of the export value chains (e.g. coconut farmers)? What linkages exist between actors at the same level of the value chain? Between actors at different levels of the value chain? Or what are the disconnects or missing links between actors at the same or different level of the export value chains in the Philippine coconut sector? 2) The demand for exportable/exported Filipino coconut products sold by the export value chain, past and future trends, export-related opportunities and constraints on firms that prevent the realization of these opportunities. In the past few years, what have been the changes in demand for Filipino coconut products sold by the export value chain? Are there any signs that indicate future increases in demand? Have there been any changes in consumer preferences with respect to different varieties of the coconut products made and processed in the Philippines? Are there specific quality standards or restrictions? Or are there specific quality issues that have been besetting and hindering Filipino coconut products to achieve their full potentials and penetrate wider and newer markets overseas? Has there been a need for fair-trade, environmental, or ethical (especially in relation to labour) labelling? Has there been an effort (whether government or industry) to brand and market Filipino coconut export products that would appeal to socially-conscious export markets such as the European Union and the United States economies which keep an eye on whether or not export goods from developing economies were made on the back of child labour, for example? Are there opportunities for firms in the export value chain to expand business through direct or indirect exports of coconuts? What are the major constraints on Filipino coconut export-oriented firms and small coconut farmers enterprises/cooperatives (e.g., lack of access to credit and finance; lack of market information and business services; difficulties in complying with standards and obtaining certification; poor infrastructure; burdensome administrative procedures; skills shortages;

26 lack of access to essential production inputs, capital equipment and finance; unfavourable tax structure; problems with licensing, etc.) from taking advantage of direct and indirect export opportunities? 3) The quantity and quality of employment in the Philippine coconut export value chain. At each level of the Philippine coconut export value chain, how many jobs are there? How are these jobs distributed by gender, age group, occupation, skills level, firm size? Is there a tendency to stereotype jobs in the coconut export value chains according to gender? Are the jobs in the Philippine coconut industry informal or formalized in contracts? How much of workers and farmers in the coconut industry are informalized or contractualized? What are the reasons and what could be the arguments for their regularization (lower attrition or turnover rates, consistent labor supply, production and workforce stability, etc.)? What are the wages paid for these jobs distributed by gender, age group, occupation, skills level, firm size? Do they comply with the mandated minimum wage in the agriculture sector and in the regions where these Philippine coconut export value chains are located? Are there any problems concerning worker productivity in the Philippine coconut industry? If so, what are they? Are there any problems concerning recruitment or hiring of workers, farmers, specialists, and employees in the Philippine coconut sector? If so, what are they? (Low income and wages? Opportunities for growth? Social stigma and stereotypes against coconut farmers and agriculture workers in general? Lack of room for innovation? Lack of technology and product diversification?) What are the skills and competencies needed by firms and enterprises engaged in coconut export production and activities in the Philippines? And what are the skills and competencies that are crucial to boost export production and earnings? Are there any problem concerning compliance with National Labour Regulation, such as observance of and adherence to Fundamental Rights and Principles at Work at the firm level? If so, what are they and what are their reasons for their inability to adhere and comply with even the most basic and minimum labour standards requirements? In the same vein, what would make these companies at each export value chain comply with and observe labour standards for their workers and employees? What levels of occupational health and safety currently exist? How could coconut firms and enterprises be able to meet various regulations and laws on labour standards? What help, information, support and assistance do they need from government, the industry, workers and the civil society, among others? 4) Rules (i.e., regulations, standards, laws, and informal rules and norms) and supporting functions (i.e., infrastructure, coordination, research and development, information, skills and training, social dialogue, and business and financial services) to develop the competitiveness of the value chain while providing increased employment and good working conditions. Which rules and supporting functions currently exist and are linked to the identified constraints on firms from taking advantage of direct and indirect export opportunities? Which rules and supporting functions do not currently exist, but would improve business

27 performance while increasing employment and improving working conditions in the value chain? Which actors (public or private) apply these rules and perform these supporting functions? 5) Access to and availment of trade, investment and export benefits and privileges under the Philippines existing and new bilateral (with Japan and the recent European Free Trade Association) and regional (via ASEAN) free trade agreements (FTAs) and generalized scheme of preferences (GSPs) granted by developed countries such as the European Union (EU) and the United States of America Are Filipino coconut-export oriented SMEs, and small coconut farmers enterprises or cooperatives aware of the privileges and preferential treatment that they could avail under the free trade agreements (FTAs) that have been entered into by the Philippines? Have these small coconut enterprises availed of FTA privileges and benefits? If not, why? If so, why and how were their experiences? Have FTAs benefited them and boosted their export earnings and widened their access to overseas markets? Or was there no considerable change or benefit when they utilized FTAs due to burdensome documentation or regulations that they have to go through before they could access these FTAs? Have there been initiatives that brought FTAs closer not only to SMEs but also to coconut farmers at the lower-end of the export value chains? TRAVERA Survey Tasks and Duties For the TRAVERA survey, the selected Contractor will be responsible for delivering quality data according to the expectations and protocols and within the timeframe defined by these Terms of Reference. The major tasks and duties of the selected Contractor at each phase of the TRAVERA survey are to: Phase 1: Preparations 1. Obtain a population list of firms and non-firm actors within a given export value chain, classify these members of the export value chain according to turnover and employment size, and construct a survey sample to be approved by the project. 2. Translate the provided TRAVERA questionnaires from English into national languages, pretest the questionnaires, adapt and suitably format the questionnaires, and prepare all materials for conducting the survey and administering the final version of the questionnaires. 3. Recruit, contract, and train enumerators, supervisors, and other members of the survey team for administration of the questionnaires. 4. Write a brief report upon completion of the preparatory phase of the survey. Phase 2: Data Collection and Entry 5. Manage and execute the data collection using the sample approved by the project and provide logistical support (transport, per-diem, etc.) to members of the survey team during data collection.

28 6. Organize and execute data entry while performing data quality controls as data are entered. Phase 3: Data Finalization and Delivery 7. Ensure that data is clean, free from error, and delivered in a format readable by common statistical software (e.g. Excel, Stata). 8. Write a brief report upon completion of the survey on the overall organization and execution of the survey and data entry as well as on the organization and metadata of the output files.

29 Qualifications required for the TRAVERA Survey The Contractor shall have the following qualifications: 1. Good reputation in the academic research and survey world and industry; 2. In-depth knowledge, appreciation and understanding of value chains, particularly agricultural value chains and rural development 3. Strong research experience in conducting surveys and administering survey tools and instruments, particularly doing enterprise surveys at the firm and grassroots level; 4. Credible expertise in conducting and doing value chains mapping and analysis; 5. Technical capacity and manpower to deliver, conduct and administer the enterprise survey on a regional and national scale; 6. Identification and list of strategic coconut-producing and exporting locations, areas, provinces and regions where the TRAVERA enterprise surveys should be conducted; 7. Ensure that relevant information and data on the demographic and sectorial profile of the coconut export industry (e.g. percentage of female employment in enterprises, wage differentials between men and women, hidden involvement of unpaid family workers/children) will be captured by the survey; 8. The TRAVERA survey contractor shall ensure that the TRAVERA survey questionnaire given to them by the ILO Global STRENGTHEN Project team will be responsive and attuned to the national and local context of the Philippines, particularly the Filipino coconut export sector; and 9. Smart, sound, strategic and efficient research and survey design, sample, methodology and proposal (including proposed project budget and timeline) that is in line with the TRAVERA Study and Survey Terms of References (TORs), and the ILO Value Chains Development (VCD) Approach. TRAVERA Survey Administration, Reporting and Coordination 1. Prior to the official conduct and administration of the enterprise survey, the selected TRAVERA survey contractor should organize a technical meeting first, consisting of relevant ILO CO-Manila officials and the STRENGTHEN Project s social partners and tripartite stakeholder constituents, during which the technical inputs shall be taken into consideration and incorporated into the TRAVERA survey design and administration;

30 2. The TRAVERA survey contractor shall regularly provide updates in the form of weekly and monthly reports to the STRENGTHEN Project Chief Technical Adviser, the National Project Coordinator and the ILO CO-Manila Enterprise Development Specialist and Program Officials of any developments, findings, results and/or challenges with regard to the administration of the enterprise survey; 3. If necessary, the TRAVERA survey contractor shall also inform the ILO STRENGTHEN Project Team of the need to follow-through the enterprise survey with a series of key informant interviews (KIIs) and focus group discussions (FGDs); 4. Also, at the close of the enterprise survey, the TRAVERA survey contractor shall provide a full report of the TRAVERA survey with the following general contents: sample size, number of enterprises actually surveyed, number of KIIs and FGDs, key challenges in the conduct of the survey, case studies (if possible), new issues raised and identified during the survey administration, and the summary of the key findings of the survey; and 5. Overall reporting shall be made by the TRAVERA survey team to the Country Director and also a closing technical workshop shall be organized by the team to the ILO CO- Manila s tripartite social partners, stakeholders and constituents. TRAVERA Survey Deliverables and Outputs The Contractor (Survey Implementer and Administrator) shall regularly deliver the following outputs: 1. Prior to the administration and implementation of the enterprise survey, the contractor should consult and share with the ILO CO-Manila and the STRENGTHEN Project s tripartite partners and constituents their plans and strategies in implementing the survey, particularly the particular coconut sector/s, product/s, enterprise type/s and size/s, and region/s or area/s that the survey should specifically and strategically target and cover in a resource efficient and effective manner; 2. During the course of the survey administration and implementation, the contractor should provide a technical update to the STRENGTHEN Project s tripartite partners and constituents on the initial findings and experiences in the conduct of the enterprise survey so that in the next round of the survey, corrections and improvements can be made, if necessary; 3. Conduct and administration of the survey questionnaires in the survey fieldwork sites and areas (actual field work, firm/establishment visits and surveys, etc.), including tabulation, collation and analysis of survey results; 4. Weekly and monthly updates and reports sent to the National Coordinator and the Technical Specialist of the STRENGTHEN project on progress in conducting the TRAVERA Survey; 5. Upon completion of the preparatory phase, a technical report to document work done with respect to the sample, the questionnaires, and the survey team should be submitted. The report will also include an updated schedule for the next two phases of

31 the survey; 6. Upon completion of the TRAVERA Survey, a full report on the overall organization and execution of the survey and data entry as well as on the organization and metadata of the output files. Also, the output files of the survey data should be saved and stored in a format readable by common statistical software (e.g. Excel, Stata); 7. Also, a final report on the overall organization and execution of the survey and data entry as well as on the organization and metadata of the output files should be produced and submitted to the ILO STRENGTHEN Project and ILO CO-Manila; and 8. Finally, a closing consultative meeting and technical update on the final results of the survey is to be held for the review, comments and validation of the project partners and tripartite constituents. TRAVERA Survey Deadlines for Submission and Timetable for Survey Implementation The timeline from the selection of consultants is as follows: 1. Signing of contract for services: DD MMMM Start of work (conduct of survey including technical meetings): DD MMMM Conclusion of work: DD MMMM Submission of survey results report: DD MMMM 2018

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