TERMS OF REFERENCE CONSULTANCY FOR THE ESTABLISHMENT OF AN NBI CENTER OF EXCELLENCE (CoE) 1. BACKGROUND

Transcription

1 TERMS OF REFERENCE CONSULTANCY FOR THE ESTABLISHMENT OF AN NBI CENTER OF EXCELLENCE (CoE) 1. BACKGROUND 1.1 The Nile Basin Initiative The Nile Basin Initiative (NBI) is a partnership of the riparian states of the Nile (Burundi, DRC, Egypt, Ethiopia, Kenya, Rwanda, Sudan, Tanzania and Uganda). The NBI seeks to develop the river in a cooperative manner, share substantial socioeconomic benefits, and promote regional peace and security. The NBI began with a participatory process of dialogue among the riparians that resulted in the agreement on a shared vision: to achieve sustainable socioeconomic development through the equitable utilization of, and benefit from, the common Nile Basin water resources, and a Strategic Action Program to translate this vision into concrete activities and projects 1. The Nile Basin Initiative Secretariat (Nile-SEC) located in Entebbe; Uganda has responsibilities for coordinated basin-wide water resources management, facilitating basin-wide dialogue, consultations and consensus building, monitoring, and knowledge and information management. The two sub-regional Subsidiary Action Programs (SAPs), namely; the Eastern Nile Subsidiary Action Program (ENSAP) and the Nile Equatorial Lakes Subsidiary Action Program (NELSAP) focus on water resources development, and facilitate member states in the upstream investment planning, mobilization of investment financing and supervision oversight on implementation of the investment projects at the sub-basin level. ENSAP is implemented by the Eastern Nile Technical Office (ENTRO) located in Addis Ababa, Ethiopia, and is governed by the Eastern Nile Council of Ministers (ENCOM), supported by the Eastern Nile Subsidiary Action Program Team (ENSAPT). ENSAP Member States are Egypt, Ethiopia and Sudan. NELSAP is managed by its Coordination Unit (NELSAP-CU) located in Kigali, Rwanda, and is governed by the Nile Equatorial Lakes Council of Ministers (NELCOM), supported by the Nile Equatorial Lakes Technical Advisory Committee (NELTAC). NELSAP Member States are Burundi, Democratic Republic of Congo, Egypt, Ethiopia, Kenya, Rwanda, Sudan, Tanzania, and Uganda. In each country, NBI National Offices headed by the Nile-TAC Member were established to serve as the focal point for all NBI-related activities in the country. 1.2 NBI s Achievements and Benefits of Cooperation In the past 12 years since its launching, the NBI has delivered the preliminary set of results through its first Strategic Action Program comprising the Shared Vision Program (SVP) for building knowledge base, capacity, trust and confidence; and the Subsidiary Action Programs (SAPs) for developing investment. Progress is made in strengthening a (transitional) regional institution the NBI, building capacity for basinwide water resources management, launching a significant investment portfolio to support water resources development, and in the engagement of riparian countries in regional trans-boundary cooperation dialogue. Also notable is the development of a joint knowledge base and information sharing among Nile countries. These have progressively led to improved communication, involvement and interaction among NB governments and populations; enhanced basin-wide capabilities based on best practices and enabled countries to address the trans-boundary elements of their water policies. All three NBI Centers have matured significantly over the last three years with the support of the Institutional Strengthening Project (ISP) financed through the NBTF, GIZ and the NBI countries. Subsequently, the NBI has come to develop strong financial and fiduciary systems and a Results Based System (RBS) for Work planning, Budgeting, Monitoring, Evaluation and Reporting. 1 Nile Council of Ministers, Policy Guidelines for the Nile River Basin Strategic Action Program, February

2 Significant progress has been made in leveraging investments in water resources development facilitated by the Subsidiary Action Programs. A substantial investment portfolio has been prepared and implemented in power development and trade, watershed and river basin management, irrigation and agricultural trade, and natural resource management. Current statistics show that one dollar of pre-investment support to the Subsidiary Action Programs has, on average, leveraged ten dollars of investments Total investments facilitated by NBI through the SAPs amounts to USD 2 billion. The highest proportion of this portfolio comprises cooperation in trans-boundary power interconnections which, in the foreseeable future, will increase power supply and trade. Overall, cooperation on the Nile has created the framework through which a basin-wide approach to water management and development can be pursued, maximizing the options available to countries and allowing them to implement the most efficient strategies. As countries engage in regional investments such as multinational power grids through joint management institutions, opportunity for reducing risk of conflict will be enhanced. 1.3 Sustaining and furthering the NBI gains of Cooperation The need to nurture and sustainably continue the cooperation gains made thus far is now greater than ever. As the only platform for basin-wide cooperation, NBI is needed to facilitate continued dialogue and help to ensure that plans are converted into sustainable investments with action on the ground. This will increase benefits to riparian states and help minimize the impacts of extreme events (e.g., floods, droughts). Coordinated development and operation of multipurpose reservoirs among riparians, for example, will facilitate least-cost energy development and optimization of hydropower production, and provide a basis for power trade among countries. Increased water storage and improved watershed management in upstream countries will reduce flood risk and sedimentation in downstream countries. It is already evident that the benefits of cooperative water resources management transverse national boundaries and go beyond the river, facilitate food and power security. Economic benefits of Nile cooperation bind countries together within a framework that promotes regional peace, stability and create an enabling environment for investment, all leading to poverty reduction. These vital processes of jointly pursuing trans-boundary (regional) solutions to national problems is what motivates the Member States to continue the challenging but valuable processes of cooperation on the Nile. As NBI transitions into a permanent institution, the establishment of a CoE will be a vital vehicle for furthering the networks already established, establishing new ones and articulating the benefits of continued Nile cooperation at the regional and international levels. 2. ORIGINS OF THE IDEA OF A CoE In November 2007, NELSAP, with the support of the then NBI/SVP Regional Power Trade Project (RPTP) organized an Energy Ministers and Development partners meeting in Kigali to mobilize funds for implementation of identified priority projects. During that meeting the NBI governance presented a request to the Ministers for funds for a feasibility study for the establishment of a Technology Centre of Excellence. At the time, the centre was supposed to engage in energy research and power system studies, render services in high voltage testing of materials and equipment and provide an avenue for advanced managerial and technical training. In recognition of the huge benefits the centre would deliver to the region, the Energy Ministers endorsed the request and the development partners supported it by pledging the necessary financing. This idea was further discussed during the NBTF-C meeting held in Washington D.C. in It was then that the Nile-COM Chair and the NBI Governance articulated the remarkable achievements of the NBI over the years and it was agreed that the establishment of an NBI CoE would further sustain and advance the Shared Vision of the NBI and this way speed up the delivery of real results on the ground that the member countries yarn for. The WB supported this idea and intimated that it was 2

3 willing to finance the establishment of such a CoE. The NBI CoE is to be established in the Nile Equatorial Region and will exemplify the face of the NBI. 2.1 Benefits for the Establishment of the NBI CoE The following benefits, among others, are envisaged following the establishment of an NBI CoE: (i) Reduce the Risk of loss of Knowledge, Data and Information: In most cases, organizations loose important data and information basically because such information is in the domain of one employee. A CoE addresses this challenge through knowledge sharing as there is shared responsibility during service delivery. In addition, in most cases the knowledge is documented and even published and shared with a wider audience in policies and procedures, process diagrams, best practices, etc. In the case of NBI, the reduction of this risk will improve knowledge management and delivery through: storage, archiving, retrieval, dissemination, reporting and performance management. (ii) Entrench the Analytic Function of NBI: The NBI analytic function is organized as a center specific internal unit focused on promoting the use of analytics within Nile Basin to achieve specific objectives. It is a central point for developing and evolving the analytic infrastructure, promoting collaboration and analytic best practices as well as building regional capacity in WR planning tools-hydrologic as well as economic modelling, climate adaptation and reservoir filling tools, sediment studies, etc. The unit should ideally comprise a crosssectoral team of experts with clear roles and responsibilities that help address a specific analytical demand, experts who understand the application of analytics including interpretation of the results and utilization of the same. The unit may include virtual teams, outsourced services, or other arrangements based on the specific requirements of the client. The enhancement of this function, as an integral part of the CoE, will improve informed investment decision making, drive growth, cost reduction, and improve service delivery and visibility at country and regional levels. (iii) Further Develop and Sustain Core Competencies at NBI & Country Levels for Effective Service Delivery: The CoE will help NBI develop strategic regional capabilities by: fostering knowledge sharing, bringing together a diverse collection of subject matter experts from different functional areas to work together in a coordinated and at NBI wide strategic level. This further entrenches the concept of one NBI. This could also significantly contribute to staff capacity enhancement and lead to the discovery and nurturing of talented staff. This will, in turn enhance regional capacity building for the riparians. (iv) Fostering Collaborative Networks and Approaches and Participation in Strategic Fora for Sharing BPs, Lessons, Challenges & Opportunities: Over the years, NBI has become a basin wide forum for Nile cooperation. The need to nurture and sustainably continue the cooperation gains made thus far is now greater than ever. As the only platform for basin-wide cooperation, NBI is needed to facilitate continued dialogue and help to ensure that plans are converted into sustainable investments with action on the ground. It is already evident that the benefits of cooperative water resources management transverse national boundaries and go beyond the river, facilitate food and power security both at regional and national levels. Economic benefits of Nile cooperation bind countries together within a framework that promotes regional peace, stability and create an enabling environment for investment, all leading to poverty reduction. These vital processes of jointly pursuing trans-boundary (regional) solutions to national problems is what motivates the Member States to continue the challenging but valuable processes of cooperation on the Nile. As NBI transitions into a 3

4 permanent institution, the CoE will be a vital vehicle for furthering the networks already established, establishing new ones and articulating the benefits of continued Nile cooperation at the regional and international levels. 2.2 Objectives of the NBI CoE The primary objective of the NBI CoE is to share data and information, transfer knowledge and best practices in transboundary WRM&D, create a community of practice in relevant aspects of IWRM&D through enhanced regional capacity building, imprint the analytic function in WRM&D for informed investment decision making, promote demand driven action-oriented research, enhance mechanisms for fostering collaborative networks while supporting on-ground implementation of innovative approaches, and encouraging collaborative approaches to common Nile issues. The Specific objectives are to: (i) Synthesize and package existing knowledge, data and information thereby creating an updated NBI database on transboundary WRM&D; (ii) Create thematic specific cross-center functional groups of expertise from all levels for effective delivery of the CoE program including the production & dissemination of technical/policy briefs, etc. to governments, organizations, etc.; (iii) Disseminate this knowledge and information to organizations, government departments, policy makers etc. in order to create the much needed critical mass of expertise knowledgeable in transboundary WRM&D processes for the successful delivery of programmes and projects; (iv) At the macro level, create a regional multidisciplinary network of experts interested in TB WRM & D issues as well as establish a regional forum for sharing lessons learnt, challenges and opportunities; (v) Imprint: the NBI analytic function, demand driven technical assistance and capacity building on NBI WR planning tools and promote leading edge research in relevant areas. 2.3 Functions of the CoE (i) (ii) Continuous update of the NBI body of knowledge and expertise on WR processes relevant to transboundary water management and development (WRM&D). To provide leadership and excellence in transboundary water resource planning through: regional capacity building on: WRs planning tools developed by NBI, integrated watershed management and sediment transport, support on-ground implementation of innovative approaches, and encourage collaborative approaches to Nile WRM&D issues. (iii) The CoE will fill identified capacity gaps, e.g. in power trade integration, serve as a community of practice for given topic areas (in this case power trade and development or natural resources management and development, Agriculture and Virtual water trade and BPs in water harvesting and small holder irrigation, etc. (iv) (v) Promote targeted action-oriented research on: NB WRs related issues, topical regional and international WRs issues including environmental, social-economic and the hydrological and economic impacts of climate change adaptation and mitigation. The CoE will lead the articulation of these issues at national, regional and international fora. Continuous dissemination of NBI outputs to organizations, government departments, policy makers etc. production and sharing of technical/policy briefs, strategic communication to promote country buy-in and ownership of NBI programs and projects including resource mobilization for the successful delivery of programmes and projects throughout the region. 4

5 (vi) Create a multidisciplinary regional network of experts, groups and institutions interested in TB WRM&D. 3. GOALS AND SCOPE OF THE CONSULTANCY The overall goal of the consultancy is to assist the NBI determine: type, structure, size, vision and mandate of the CoE, functions and required establishment with roles and responsibilities, curriculum, implementation arrangements, phased annual workplan and budget and a performance measurement framework. In carrying out the assignment, the consultant will: (i) (ii) (iii) (iv) (v) (vi) (vii) Review NBI documents and reports arising from the various studies undertaken by the NBI including information on ongoing projects and studies in the region to ensure full understanding of not only NBI processes but also the substance of this assignment and the role that the CoE is supposed to play/complement in promoting capacity development and delivering technical assistance to the Nile riparians; Carry out country consultations on the NBI CoE and undertake a study tour of 2 regional model CoEs in order to learn lessons and inform the conceptual design of the NBI CoE. This will include carrying out of facilitated discussions on a suitable location of the CoE, a location that ensures that the Centre realizes the agreed objectives at all levels; On the basis of (i) above and international best practice in establishing CsoE and from the regional experience, recommend: type, size, structure &, functions, vision, mandate and other institutional requirements (e.g. implementation arrangements, infrastructural requirements, etc.) of the NBI CoE including the development of an appropriate curriculum, level of establishment & TORs of NBI staff required for a fully functional NBI CoE; Establish and determine other specialized staffing requirements for a fully functional NBI CoE; Review the possibilities of creating partnerships & networks of professionals including fora for sharing experiences with other regional and international institutions doing similar work as NBI as well as design appropriate legal instruments needed for operationalization of such collaborative networks; Explore the legal requirements for establishing the CoE and prepare the Terms of Reference for the various committees that will provide strategic and operational guidance to the NBI CoE; On the basis of all the above, and using a phased approach, determine the financial requirements for the establishment of the NBI CoE, identify potential financiers and mechanisms for financial sustainability of the CoE and develop respective annual work plans and budgets, a risk assessment matrix, and performance reporting including M&E; 4. KEY DELIVERABLES OF THE ASSIGNMENT All the reports shall be in the English language but with synopsis (reader-friendly Executive Summary) in both the French and English languages, and shall include: (i) (ii) (iii) An Inception report outlining the workplan, approach and methodology for conducting the assignment 2 weeks after commencement date of the consultancy services; a synopsis is not required for the Inception Report. The inception meeting shall take place in Kigali, Rwanda shall be organised by NELSAP in consultation with the consultant. A First Draft Report covering Activities (i) to (vii) of the Scope of the assignment shall be produced two and half months into the assignment; this report shall be presented to and discussed by NELSAP Governance in a two days workshop organised by NELSAP and facilitated by the Consultant. A summary of the report shall be produced in both English and French. A Second Draft Report covering all the Activities of the assignment shall be produced 3 months into the assignment and shall include all the comments received during the two-day workshop; a summary of the report shall be produced in both English and French. 5

6 (iv) (v) A Draft Final Report incorporating comments, corrections, clarifications and inputs received shall be produced three and half months into the assignment and shall be discussed in a regional meeting to be organized by the NELSAP and facilitated by the consultant. A Final Draft shall be produced four months into the assignment and shall be presented to NELSAP Governance for approval. In addition, all documents shall be submitted in electronic file formats such as PDF and MS Office. 5. EXPERTISE REQUIRED The consultant shall have a solid background and knowledge of organisational/institutional design and operations and legal arrangements of Centres of Excellence/Institutions with objectives similar to those listed in this assignment, and must have played a role in the setting up of at least one such international institution. In particular, the following experience, expertise and knowledge are required: (i) (ii) (iii) (iv) Conducted reviews of organisational, physical, operational, legal and implementation arrangements for international/regional institutions/centres specialized in water or related resources; 5 years experience in curriculum development for specialized institutions of higher learning including drawing up budgetary allocations for the successful execution of the curriculum of such institutions; Documented familiarity with the Nile Basin Initiative key issues including past and on-going activities at Program and sub-program level is desirable; Clear written and spoken English is a must and French translation capabilities are a distinct advantage. 6. STUDY SUPERVISION The study will be supervised by the NELSAP Regional Coordinator. All reports shall be endorsed and approved by him before submission for payment for services. 7. OBLIGATIONS OF THE CLIENT Relevant project documents are available on the NBI Website. Other documents in the possession of NBI will be made available to the consultant upon request. The client shall be in-charge of organizing meetings including facilitation of all the logistics. The client will also be the one approving payment for services upon timely production of quality documents. 8. OBLIGATIONS OF THE CONSULTANT The Consultant shall be responsible for the timely delivery of all documents and shall ensure the production of high quality documents. She/he shall facilitate relevant discussions/meetings and be in-charge of the documentation of such meetings and shall incorporate all input received into the relevant drafts. It shall be the duty of the consultant, at her/his own cost and arrangement, to obtain documents necessary for the successful completion of the assignment from other relevant institutions. 9. CLOSING DATE CVs must be delivered in a written form to the address below (in person, or by ) by September 19 th, 2014, at 5:00 pm and shall clearly indicate: EOI for the Consultancy Services for the Establishment of an NBI Centre of Excellence. Nile Basin Initiative/NELSAP Attn: Thuguri Mungai (Ms) 6

7 Procurement Specialist Kigali City Tower, 5th Floor Plot 6418 Avenue du Commerce P.O. Box Kigali, Rwanda Tel: copy to and APPENDIX1: SAMPLE CV FORMAT Name of Consultant: Date of Birth: Country of Citizenship/Residence {Insert full name} {day/month/year} Education: {List college/university or other specialized education, giving names of educational institutions, dates attended, degree(s)/diploma(s) obtained} University/College Degree/Diploma Specialization Date From: To: MEMBERSHIP AFFILIATIONS Indicate full name of professional society, location and year obtained Employment record relevant to the assignment: {Starting with present position, list in reverse order. Please provide dates, name of employing organization, titles of positions held, types of activities performed and location of the assignment, and contact information of previous clients and employing organization(s) who can be contacted for references. Past employment that is not relevant to the assignment does not need to be included.} Period Employing organization and your title/position. Contact information for references Country Summary of activities performed relevant to the Assignment 7

8 [e.g., May present] [e.g., Ministry of, advisor/consultant to For references: Tel / ; Membership in Professional Associations and Publications: Language Skills (indicate only languages in which you can work): Consultant s contact information: ( ., phone ) Certification: I, the undersigned, certify that to the best of my knowledge and belief, this CV correctly describes myself, my qualifications, and my experience, and I am available to undertake the assignment in case of an award. I understand that any misstatement or misrepresentation described herein may lead to my disqualification or dismissal by the Client, and/or sanctions by the Bank. Name of Consultant Signature Date {day/month/year} {day/month/year} 8