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Annex A
Annex A
Call for Proposal (CFP) Template for Implementing Partners
(For Civil Society Organizations- CSOs)
Section 1
CFP No. 2020-04
a. CFP letter for Implementing Partners
UNWOMEN plans to engage an (Implementing Partner) as defined in accordance with these documents. UN-WOMEN now invites
sealed proposals from qualified proponents (NGOs, research and or academic institutions, business associations) for providing the
requirements as defined in the UNWOMEN Terms of Reference (see Point C).
Proposals must be received by UNWOMEN at the address specified not later than 10:00 am on 24 July 2020.
The budget range for this proposal should be maximum USD 67 000 (or equivalent to KGS as per United Nations Operational
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Rate of Exchange) . USD 20 000 should be budgeted for micro-grants on organizational development to JP RWEE partners.
Budget must be presented in national currency, KGS as per United Nations exchange rates (visit http://treasury.un.org//)). UN
Women refers to the UN exchange rate.
This UN-Women Call for Proposals consists of Two sections: Annexes to be completed by proponents and returned with
their proposal (mandatory)
Section 1 Annex A-1 Mandatory requirements/pre-qualification criteria
a. CFP letter for Implementing Partners Annex A-2 Technical proposal submission form
b. Proposal data sheet for Implementing Partners Annex A-3 Financial proposal submission form
c. UN Women Terms of Reference Annex A-4 Format of resume for proposed staff
Annex A-1 Mandatory requirements/pre-qualification criteria Annex A-5 Capacity Assessment minimum Documents
Section 2
a. Instructions to proponents
Annex A-2 Technical proposal submission form
Annex A-3 Financial proposal submission form
Annex A-4 Format of resume for proposed staff
Annex A-5 Capacity Assessment minimum Documents
Interested proponents may obtain further information by contacting this email address: bids.kyrgyzstan@unwomen.org
b. Proposal data sheet for Implementing Partners
Program/Project: Requests for clarifications due:
Women’s Economic Empowerment Date: 20.07.2020 Time: 10:00
Program official’s name: Joint Programme “Rural Women’s (via e-mail) bids.kyrgyzstan@unwomen.org
Economic Empowerment”
Email: bids.kyrgyzstan@unwomen.org UNWOMEN clarifications to proponents due: [if applicable]
Date: 22.07.2020 Time: 18:00
Telephone number: (+996) 312 98 80 16
Proposal due:
Issue date: 01.07.2020 Date: 24.07.2020 Time:10:00 am (Bishkek local time)
Planned award date:
31.07.2020
Planned contract start-date / delivery date (on or before):
10.08.2020
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Annex A
c. UN Women Terms of Reference
1. Introduction [Please elaborate]
a. Background/Context for required services/results
The necessary services are required within one of UN Women Country Office’s joint programmes, which focuses on rural women’s
economic empowerment in Kyrgyzstan, Joint Programme “Acceleration of Rural Women’s Economic Empowerment” (JP RWEE). The
programme was launched as part of a global initiative involving seven countries, launched by the Executive Heads of UN Women, FAO,
IFAD, and WFP in October 2012.
The partnership of four UN agencies has allowed for a multi-dimensional and mutually reinforcing approach to economic empowerment
of rural women using their comparative advantage and expertise: FAO’s technical assistance on agricultural technology and extension
support; IFAD’s experience in innovative approaches for M&E and household development; WFP’s food assistance and nutrition
interventions and value chain development; and UN Women’s technical expertise on women’s economic empowerment, and its policy
work for gender-responsive environment.
The programme has been designed as a 5-year initiative 2012-2017 with further extension in 2018-2020, first allocation of funding being
received in 2014. During the first phase (2012-2017), JP RWEE interventions focused on providing access to affordable starting capital in
their communities through establishment of revolving funds; to work through women’s self-help groups and strengthen women’s
activism at the community level, as well as public speaking skills for candidates to local councils; to use household methodologies for
joint planning and negotiation of fairer distribution of care work within households; and building skills for running income-generating
activities, and provision of high quality inputs for increased agricultural productivity. During first phase programme covered 2,731 (2,710
women and 21 men) beneficiaries. Until now, the Programme directly targeted 3, 423 beneficiaries and will target 1,900 in 2020 and
continue strengthening the institutional sustainability of the established women’s Producer Organizations and SHGs.
Background of the producer organizations (two cooperatives and two public associations)
Since its commencement the Programme helped women unite into self-help groups (SHGs) of 5-10 in each programme village. These
groups benefit from activities of the four participating UN agencies in the form of access to quality agricultural inputs, nutrition,
leadership and gender-sensitization training, access to revolving funds, food items. Later, the SHGs have grown into village-level
Associations of Self-Help Groups (ASHG), which implemented a set of activities to improve the economic status of their members by
allocating funds from revolving funds to stimulate practical economic activities of rural women, supporting agricultural and
entrepreneurial activities run by rural women.
The ASHGs established in 2015 united into four province-level producer organizations – two cooperatives and two producer
associations. The main goal of helping women unite into producer organizations was to address the issues of economic sustainability,
small land plots and low productivity of agricultural activities.
The province-level POs established in 2016-2017 were providing services for 1,500 rural women to access revolving funds, quality
agricultural inputs, extension services, information and joint processing and marketing:
1. Trade and Service Cooperative (TCK) “Kadam” in Jalal-Abad province
2. TCK “Iskra” in Osh province
3. Association of Jamaats (AJ) Bar El in Naryn
4. Public Union “Taaji” in Chui province
The cooperatives don’t include all SHGs, which are located in the province, as members of the cooperatives. The cooperatives are
established and maintained by activists/community members, who may not necessarily be in a SHG. However, a select number of
SHGs use services, consultations of the cooperatives. The geographical coverage of the four POs is presented in Annex 1.
b. General Overview of services required/results
Purpose of assessment
The purpose of the exercise is to assess the performance of two cooperatives and two producer associations and develop
recommendations and phase-out action plan based on the assessment results in order to guide the implementing UN agencies in making
appropriate interventions for improvement of POs' performance and identification of the necessary actions for the phase-out stage of
the Programme.
Under the overall supervision of National programm officer of UN Women and day-to-day work of the UN Women JP RWEE Community
Development Specialist, and coordination with the focal points of partner UN agencies (WFP, IFAD and FAO), an organization (further
contractor) will conduct an organizational assessment to fill the information gap about the level of PO’s organizational capacities
(human resources, capital/financial resources, infrastructure, quality of participation), organizational motivation (vision & mission,
culture), governance mechanisms (accountability, transparency) and interaction with the external environment (political, economic,
social-cultural and technological), and business performance focusing on their growth trends and sustainability.
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Besides contractor will conduct mobilization of SHGs from 2 and 3 cohorts into 2 PO’s in the South of the Kyrgyz Republic and based
on the organizational analysis of four PO’s will support on creation of a women’s producer organization in the Batken province.
In 2019 IFAD piloted the innovative GALS BALI methodology (gender Action Learning System – Business Acion Learning for Innovation),
experimenting with its use with two cooperatives, “Kadam” and “Iskra” cooperatives and two associations “Taaji” and “Bar El” in the
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Annex A
context of the JP RWEE. GALS BALI was found to improve organizational management by engaging its members to the joint work and
make the members feel more responsible and ownership for common goals. Therefore, the hired entity conducting assessment should
also properly document actual GALS BALI results on “Kadam” and “Iskra”, “Taaji” and “Bar El” vis-à-vis the other POs – along all
dimensions of assessment (capacities, motivation, ability to link up with the external environment and business performance).
2. Description of required services/results [Please elaborate]
Activity 1. Develop methodology of the assessment, including timeline, and present it to the JP RWEE agency focal points before the
start of the field/on-line work.
At the stage of expression of interest, a detailed technical proposal including a description of the conceptual framework planned for
undertaking the organizational assessment needs to be submitted.
The description should clarify how the contracted organization intends to approach the task, a timeline/work plan, methods of data
collection and analysis. After being selected, the selected organization will be given time to present conceptual framework or inception
report to ensure that assignment is well understood. Without presenting the methodology, the contracted organization must not start
the fieldwork.
Methodology
All staff assigned to the JPRWEE programe should be actively engaged in the assessment process. It will be required to review: the
available POs’ plans and reports, monitoring reports, policies and secondary information in relation to cooperatives and farmer
organizations in general. The organization will adopt a combination of participatory tools and methodologies and group discussion
methods to promote participation and buy-in; coordinate and work closely with the JP RWEE partners for the entire assessment process.
The evaluation should employ mixed methods including qualitative data collection methods and analytical approaches and should
ensure participatory and inclusive processes that are culturally appropriate. Methods should include but are not limited to:
• Desk review of relevant documents such as programme documents, PO progress reports, financial records, meeting minutes
and monitoring reports, and secondary research data related to the establishment and development of cooperatives/producer
associations
• Online/in-person consultations and discussions with directors and members of the cooperatives/producer organizations, focal
points from UN Women, FAO, WFP, IFAD, and implementing partner NGOs
• Through field visits or on-line platforms and tools (if there will be restrictions to movement) to conduct semi-structured
interviews, focus group discussions, surveys with directors and members of the cooperatives/producer organizations
The proposed approach and methodology must be considered as flexible guidelines rather than final requirements, and the assessing
company will have an opportunity to make their inputs and propose changes in the assessment design.
Activity 2. Conduct the Organizational Performance Assessment based on the abovementioned holistic approach and among others -
but not exclusively - address the following aspects:
- Analyze how and why undertaken actions on tackling challenges did help or did not help
- Identify factors and activities which would tackle challenges and stimulate growth and sustainability of the organizations
Organizational Capacities
Financial Capacity – to achieve, sustain and increase financial viability
- Analyze existing rules, regulations and governance mechanisms of each PO.
- Map activities undertaken by four organizations since their establishment.
- Carry out a cost-benefit analysis of the investments and key income generating activities undertaken by the producer’s
organization.
- Map and analyze general meetings of four POs.
- Identify whether members are aware of their roles within four POs.
- Identify success factors of each PO and added value for its members.
- Evaluate the production and marketing plans of the cooperatives in relation to their investments and business plans and assess
whether they take (re)investment and depreciation into account.
- Does the cooperative/association make benchmarks and comparisons of the progress achieved?
- Identify existing obstacles and challenges faced by four organizations.
- Present what has been done by organizations themselves in order to tackle with obstacles and challenges.
- Present set of trainings undertaken by members of four organizations.
- Present lessons learnt by members of four organizations.
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Annex A
External Environment (Political, Economic, Social-cultural, Technological)
- Assess the POs’ relations with economic stakeholders and policymakers
- Assess the POs’ ability to link with companies, government programmes and other economic opportunities
- Assess the POs’ vision on how it can benefit from national advocacy platforms and how to ensure a strong tie with such.
- Assess the POs’ advocacy committees in terms of their activeness in mediating members/non-members’ interests and access
to assets, rights, etc.
- Assess the POs’ capacity to serve as a platform to alleviate poverty for the entire local community (and not only members).
- Assess the POs’ policy in terms of inclusion of vulnerable groups of the population in its activities and among its members
(young women, people with disabilities).
- Assess the POs’ access to government resources (e.g., funding, land) and their actual use by the POs.
- Evaluate the available partnerships and networks of the POs in enhancing sustainability of the cooperatives/associations.
Organizational Motivation
On the level of the PO staffs and members
- Assess the PO staffs’ and members’ understanding of the mission and vision of their POs.
- Is there a clear mission that drives the behavior of staff/members? Does the cooperative/association members have a strong
“sense of unity”, set of values and common goals?”
- Assess the POs’ membership benefits in terms of members’ satisfaction and potential to attract new members.
- Assess whether the POs provide security to members by allowing them to convert individual risks into collective risks (without
hampering the financial health of the cooperative/association)?
- Assess the POs’ policy and practice in promoting and facilitating young women’s and vulnerable groups’ participation and
representation in the decision-making process within the cooperative/association.
- Assess the POs’ corporate culture in terms of learning, facilitation of experience-sharing among staff/members.
Engagement in environmentally sound practices
- Assess the use of sustainable practices among cooperative members
- Assess the extent to which the undertaken activities and advocacy efforts support environment-sensitive practices? (e.g. to
what extent are chemical pesticides, chemical fertilizers, etc. used/promoted/advocated for? To what extent are mono-
cropping and other soil degrading practices used by PO members and promoted by POs or its members?)
- Determine whether the business operations have been adjusted to climate change considerations. To which extend does the
cooperative/association engage in not only “climate-change reaction” (=adapting to climate change, for example by using
irrigation or cultivating dry-resistant crops) but also engage in “climate-change pro-acting” activities (=activities that
regenerate the environment)?
Financial capacity and business performance
- Analyze accounting policy and systems of each PO.
- Assess compliance of each PO with accounting policy.
- Examine the existence of books, general ledger, balance sheets and relevant financial statements. Examine and analyze
records, reports, operating practices and documentation.
- Present history of development of revolving funds. Present how revolving funds were allocated. Identify to which activities
and initiatives revolving funds were allocated Analyze based on which criteria initiatives were funded. Determine the current
amount of revolving funds of each PO.
- Present the plans of POs for further development of revolving funds. Present how revolving funds were spent apart from
funding economic initiatives.
Activity 3. Develop PO’s organizational development plans which would allow further development and sustainability of two
cooperatives and two public associations. Namely:
- Based on analyzes of findings of self-assessment including success factors, identified needs and gaps facilitate the joint
discussion for elaboration of detailed action plans for further development of 4 organizations.
- Suggest recommendations for increasing the POs’ financial self-reliance.
Activity 4. Develop a phase-out action plan for the JP RWEE in relation to the four producer organizations.
An action plan (for the period of 2020 – 2021) is expected to be developed based on the assessment of results in order to guide the
implementing UN agencies in making appropriate interventions for improvement of POs' performance and identification of the
necessary actions for the phase-out stage of the Joint Programme. Based on findings of Organizational Performance Assessment and
elaborated Organizational development plan Contractor will conduct online at least 6 trainings for organizational development of POs.
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