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TENDER DOSSIER

Consulting Services for


TECHNICAL SUPPORT TO THE FEDERATION OF FARMERS
IN THE REPUBLIC OF MACEDONIA 2011-2012

Swedish International Development Cooperation Agency


(Sida)

December 2010

CONTENTS

Letter of Invitation
Section 1

Instruction to Tenderers (ITT)

Section 2

Tender Information Sheet (TIS)

Section 3

Standard Forms

Section 4

Terms of Reference

Section 5

Standard Form of Contract (including Appendices)

Section 6

Undertaking by Sida to pay for Consulting Services

This tender dossier was prepared by Charles Kendal & Partners, 7, Albert Court, Prince
Consort Road, London SW& 2BJ, United Kingdom under funding provided by the Swedish
International Development Agency

Federation of Farmers in the Republic of Macedonia


Gigo Mihajlovski St No.3,
1000 Skopje,
Republic of Macedonia

Letter of Invitation

CONSULTING SERVICES FOR SUPPORT TO FEDERATION OF FARMERS IN THE REPUBLIC


OF MACEDONIA 2011-2012

The Federation of Farmers in the Republic of Macedonia , FFRM, (the Client) now invites eligible
Tenderers to submit a Tender for the provision of technical support to the FFRM 2011 - 2012, as
further described in Section 4 Terms of Reference (the ToR) of this Tender Dossier, which is funded
by the Swedish International Development Cooperation Agency (Sida).
The procurement of the Services will be undertaken as Open Tendering in accordance with Sida
Procurement Guidelines (SPG), June 2004 and will follow the procedures described in the attached
Instructions to Tenderers (ITT) and Tender Information Sheet (TIS). Charles Kendall & Partners
Ltd. (CKP) will assist FFRM during the tender process, with the evaluation of tenders and contract
negotiation.
The firm selected will be required to enter into a contract with the Client based on the Contract
Conditions found in this Tender Dossier.
The Tender Dossier may be downloaded from the FFRM website www.ffrm.org.mk and the Sida
website www.sida.se
Requests for the Tender Dossier may also be directed to Ms Marija Gjoseva-Kovacevic, Project
Manager, at Gigo Mihajlovski St No.3, 1000 Skopje, Republic of Macedonia. Email: mailto:
Tenders must be submitted to the address indicated in the Tender Information Sheet (TIS) on or
th
before 14:00 local time on Tuesday 11 January 2011
Please register your intention to tender by email to Ms Marija Gjoseva-Kovacevic, Project Manager, at
marija.gjkovacevic@ffrm.org.mk Please provide the name and e-mail address of your contact person,
in order to promptly receive any clarifications or amendments to this Invitation to Tender.

Yours sincerely,

Marija Gjoseva-Kovacevic,
Project Manager
Federation of Farmers in the Republic of Macedonia
Skopje

SECTION 1 - INSTRUCTIONS TO TENDERERS (ITT)


1.

Scope of Tender

1.1

The Federation of Farmers in the Republic of Macedonia, (FFRM), Skopje (the Client) will
receive funds from the Swedish International Development Cooperation Agency (Sida) to
support its activities during 2011 and 2012. Part of the funds will be used to provide business
support to the Organisation. The tender is for this support Technical Assistance to the
Federation of Farmers in the Republic of Macedonia 2011-2012 (the Services).

2.

Source of Funds

2.1

The Services are funded by Sida. There shall be no payment of taxes or import duties from
the Swedish contribution. Sida will approve the different steps of the procurement. Payments
under this contract will be made by Sida in line with the provisions of the contract, refer to
Section 6 Undertaking by Sida to pay for Consulting Services. However, Sida shall not
finance a contract or make payment to firms or individuals that are prohibited from
participation by any act taken in compliance with a decision of the United Nations (UN)
Security Council under Chapter VII of the Charter of the UN.

3.

Applicable Rules

3.1

This tender is undertaken as Open Tendering in line with Sida Procurement Guidelines
(SPG June 2004). The evaluation and selection variant is stated in the TIS. Tenderers
should refer to the following web link for detailed information:

3.2
http://www.sida.se/Global/Partners/Procurements/SIDA2450en_SPG_2004_web.pdf
4.

Fraud and Corruption

4.1

Refer to SPG 2.5 Ethics in Procurement.

5.

Eligible Tenderers

5.1

Procurement financed by Sida is open to all firms from any country with the legal capacity to
enter into a contract.

6.

Ethics

6.1

It is a requirement of Sida that the Co-operation Partners, as well as tenderers, suppliers,


contractors, and consultants under Sida-financed contracts observe the highest standards of
ethics during the procurement and execution of such contracts. For details refer SPG, 2004,
2.5 Ethics in Procurement.

7.

Cost of Tendering

7.1

The Tenderer shall bear all costs associated with the preparation and submission of its
tender, and the Client shall not be responsible or liable for those costs, regardless of the
conduct or outcome of the tender process.

8.

Language of the Tender

8.1

The Tender, as well as all correspondence and documents relating to the tender exchanged
by the Tenderer and the Purchaser, shall be written in the language specified in the TIS.

9.

Documents comprising the Tender

9.1

The Tenderers shall submit separately sealed Technical and Financial Proposals. The
documents listed in the Tender Information Sheet (TIS) shall be submitted together with the
Technical Proposal. Failure to furnish the required information may be a ground for rejection.

10.

Alternative Tenders

10.1

Alternative Tenders shall not be considered.

11.

Submission Address

11.1

The submission address is stated in the TIS.

12.

Clarification and Amendments to the Tender Dossier

12.1

Tenderers may request clarification on any of the documents of the Tender Dossier up to the
Number of Days indicated in the TIS. Any request for clarification must be sent in writing by
paper mail, fax or electronic mail to the Address indicated in the TIS. The Project Manager
will respond by paper mail, fax or electronic mail to such requests and will send copies of the
response to all Tenderers who have announced their intent to submit proposals.

12.2

At any time before the submission of the Tender, the Client may, for any reason, modify the
Tender Dossier by amendment. The amendment will be sent in writing by paper mail, fax or
electronic mail to all consultants who have registered their intention to submit a Tender and
will be binding on them. The Client may at its discretion extend the deadline for the
submission

13.

Currencies

13.1

Prices shall be quoted in the currency stated in the TIS.

14.

Period of Validity of Tenders

14.1

Tenders shall remain valid for the period specified in the TIS. A tender valid for a shorter
period shall be rejected by the Purchaser as non-responsive.

15.

Format and Signing of Tender

15.1

Tenderers are requested to submit a Technical Proposal and a Financial Proposal, written in
the Language indicated in the TIS. The Proposal should be concise, written in a clear
language, and should not contain excessive material. Tenders, which materially deviate from
the guidelines given below, may be rejected. Both the Technical Proposal and the Financial
Proposal shall be signed by authorized representative(s) of the Tenderer. In case authority to
sign is not by registration, a power of attorney shall be included with the Tender. The original
Tender shall be prepared in indelible ink. It shall contain no interlineations or overwriting,
except as necessary to correct errors made by the Tenderer itself. Any such corrections
must be initialled by the persons or person who sign(s) the Tender. An authorized
representative of the Tenderer shall initial all pages of the Financial Proposal.
THE TECHNICAL PROPOSAL

15.2

In preparing the Technical Proposal, Tenderers are expected to examine the documents
comprising this Tender Dossier in detail. Material deficiencies in providing the information
requested may result in rejection of a Tender.

15.3

While preparing the Technical Proposal, Tenderers must give particular attention to the
following:

15.4

If a Tenderer considers that it does not have all expertise for the Services, it may obtain a full
range of expertise by associating with individual consultant(s) and/or, when so allowed and
stated in the TIS, other eligible firms or entities in a joint venture relationship or subconsultancy, as appropriate.

15.5

For assignments on a staff-time basis, The Estimated Number of Professional Staff-days is


indicated in the TIS. The Tender shall, however, be based on the number of professional
staff-days estimated by the Tenderer.

15.6

When found appropriate, the Ceiling Budget for the Services is given in the TIS.

15.7

It is desirable that key professional staff proposed be permanent employees of the Tenderer
or has an extended and stable working relationship with it.

15.8

Proposed professional staff must, at a minimum, have the experience indicated in the TOR,
preferably working under conditions similar to those prevailing in the Republic of Macedonia.

15.9

Alternative professional staff shall not be proposed, and only one curriculum vita (CV) may
be submitted for each position.

15.10

Reports to be issued by the consultant as part of the Services must be in the Language(s)
specified in the TIS.

15.11

The Technical Proposal should provide the following information, using the attached
standard forms:
(i)

Tender Submission Form duly signed by the Tenderer (Form 3A) on company
headed paper

(ii)

Section A. Technical Approach and Methodology (no standard form). A description


of the proposed approach and methodology (maximum of 10 A4 pages minimum
font size 11).

(iii)

Section B. Work Plan/Time Schedule (no standard form). A work plan showing the
allocation of staff to the four objectives of the contract should be included in the
technical proposal. The timing of the input of resources is also required.

(iv)

Section C. Team Composition (no standard form). Management arrangements and


the specific responsibilities of the individual team members should be described.
Arrangements for backstopping support should also be described.

(v)

Section D. Curricula Vitae. Curricula Vitae (CVs) of the Experts proposed, in the
format specified in Section 3. Standard Forms (3 B) shall be submitted with the
Tender. CVs must be no longer than 3 A4 pages (minimum font size 11) and must be
signed by the proposed staff member and/or the authorized representative signing the
Tender. Key information should include number of years relevant experience and
degree of responsibility held in various assignments during the last ten (10) years.
Furthermore the CV should state referees for the last 3 assignments. A statement of
willingness and availability to participate on an exclusive basis with the Tenderer for
the proposed Services is required from independent consultants, (not employed with
the Tenderer)

(vi)

Section E. Eligibility and Minimum Qualification Requirements (no standard


form). Documentary evidence that the Tenderers comply with the requirements stated
in TIS 9.1. must be provided

15.12

The Technical Proposal shall not include any financial information relating to the cost of the
Services.
THE FINANCIAL PROPOSAL

15.13

The Financial Proposal should include the Financial Proposal Submission Form (Form 3 C)
on company headed paper and follow the Financial Proposal Form (Form 3 D). It should list
all costs associated with the Services, including as applicable and indicated in the financial
proposal form.

15.14

The Tenderer shall be responsible for all direct and indirect tax liabilities (if any) arising out
of, or connected to, the performance of the services wherever they arise, including but not
limited to the country of the Services. There shall be no payment of taxes or import duties
from the Sida contribution.

15.15

Costs must be expressed in the currency stated in the TIS. Tenderers assume all exchange
rate risk. Costs shall be specified exclusive of VAT and other taxes.

15.16

There shall be no commissions and gratuities, paid or to be paid by Tenderers and related to
the Services included in the Financial Proposal.

15.17

The Client and Sida will retain the right to audit, both during and after the services, the
selected Tenderers accounts and cost records relevant to the services.

16.

Submission, Sealing and Marking of Tenders

16.1

The Tenderer shall submit, seal and mark its tender as described in the TIS.

17.

Deadline for Submission of Tenders

17.1

Tenders must be received by the Client at the address specified and no later than the date
and time specified in the TIS. The Client shall not consider any Tender that arrives after the
deadline for submission. Such Tenders will be rejected and returned unopened to the
Tenderer. The Client may extend the deadline for submission. Tenderers shall be informed
of any extension not less than 7 days before the deadline for submission of Tenders.

18.

Withdrawal and Modification of Tenders

18.1

Tenderers may withdraw, substitute, or modify their Tender after it has been submitted by
sending a written notice. Such notice and/or respective modifications must be received by
the Client prior to the deadline prescribed for submission of Tenders.

19.

Opening of Tenders

19.1

The Technical Proposals shall be opened immediately after the closing time for submission
of Tenders by a committee of at least three officials in public session. The date and place of
the public opening will be as indicated in the TIS. Representatives of the Tenderers
submitting a Tender may attend. Tender opening minutes shall be prepared. The Financial
Proposals shall remain sealed and deposited in safe custody until the Technical Proposals
have been evaluated.

20.

Tender Evaluation
General

20.1

From the time the Tenders are opened to the time the contract is awarded Tenderers shall
not contact the Client on any matter related to its Tender. Any effort by the Tenderer to
influence the Client in the tender evaluation, tender comparison or contract award decision
may result in the rejection of its Tender.

20.2

Evaluators of Technical Proposals shall have no access to the Financial Proposals until the
technical evaluation, including Sidas review and issuance of a no objection letter, is
concluded.
Evaluation of Technical and Financial Proposals

20.3

The Client will appoint a minimum of three members to an Evaluation Committee that will
carry out the evaluation of the Technical Proposals on the basis of their responsiveness to
the Terms of Reference, applying the Evaluation Criteria and Point System specified in the
TIS. The technical evaluation should commence with the assessment of the Tenderers
qualifications to determine that the minimum qualification requirements are met, thereby

being eligible to participate in the tender proceedings. Each responsive Technical Proposal
will be given a technical score (St). A Tender shall be rejected at this stage if it does not
respond to important aspects of the Terms of Reference or if it fails to achieve the Minimum
Technical Score indicated in the TIS.
20.4

The evaluation committee reserves the right to contact the referees named on the CV and
may interview the key experts proposed in the technically compliant tenders, after having
established its written provisional conclusions but before concluding the technical evaluation.
The date and time of any such interview, if any, will be confirmed or notified to the Tenderers
in advance and given sufficient notice. The evaluation report will be sent to Sida for review
and No Objection.

20.5

The Opening of the Financial Tenders will take place in a public opening. The date and
venue will be advised to Tenderers who have been evaluated to meet the formal and
technical qualification requirements and minimum technical score. Representatives of these
Tenderers can attend the opening. The name of the Tenderer, the quality scores, and the
proposed prices shall be recorded when the Financial Proposals are opened. The Client
shall prepare minutes of the opening.

20.6

The evaluation committee will determine whether the Financial Proposals are formally
correct, complete and check for any computational errors. Computational errors will be
corrected at the Clients discretion. In case a Ceiling Budget has been specified in the TIS,
Financial Proposals that exceed this budget will run the risk to be rejected.

20.7

The lowest Financial Proposal (price=Fm) will be given a financial score (Sf) of 100 points.
The financial scores (Sf) of the other Financial Proposals will be Computed as indicated in
the TIS. Proposals will be ranked according to their combined technical (St) and financial (Sf)
scores using the Weights (T= the weight given to the Technical Proposal; P = the weight
given to the Financial Proposal; T + P = 1) indicated in the TIS: S= St x T +Sf x P. The
Tenderer achieving the highest combined technical and financial score will be invited for
negotiations.

21.

Negotiation

21.1

Negotiations between the Client and the invited firm if required will be held through phone/email exchange. The aim is to reach agreement on all out-standing points and record the
agreement reached in the Minutes of Negotiation, which shall be signed by both parties. The
representative conducting negotiations on behalf of the consulting firm shall have written
authority to negotiate the financial and other terms and to conclude a binding agreement.
The agreed Minutes of Negotiation will form part of the Contract.

21.2

Negotiations may include a discussion of the Technical Proposal, the proposed


methodology, staffing and any suggestions made by the Tenderer to improve the Terms of
Reference. The Client and the firm will record in the Minutes of Negotiation any agreed
changes to the Terms of Reference, the proposed staffing, and the proposed Time
Schedule. During negotiations, special attention should be paid to optimising the required
outputs from the firm within the available budget and to clearly defining the inputs required
from the Client to ensure satisfactory implementation of the Services.

21.3

The financial negotiations may include a clarification of the firms tax liability in the Clients
country (if any), and how it would be reflected in the contract and would reflect the agreed
technical modifications in the cost of the services. Tax issues related to Sida financing shall
be addressed in the Agreement concluded between Sida and the Cooperation Partner, but
Sida is not liable under any circumstances to the Tenderers for the correct application of tax
laws and regulations in the country of the Client. The financial may review the reimbursable
costs. The financial negotiations will not, unless there are exceptional reasons, involve the
remuneration rates for staff.

21.4

During contract negotiations, the Client will require assurances that the proposed experts will
be actually available. The Client will not consider substitutions during contract negotiations
unless both parties agree that undue delay in the selection process makes such substitution

unavoidable or that such changes are critical to meet the objectives of the Services. If this
is not the case and if it is established that key experts were offered in the Tender without
confirming their availability, the firm may be disqualified.
21.5

The negotiations will conclude with a review of the draft form of the contract. To complete
negotiations the Client and the firm will initial the agreed contract. The initialled contract and
the Minutes of Negotiation shall be submitted to Sida for its review and no objection prior to
formal signing of the contract between the parties. If negotiations fail, the Client will invite the
firm that received the second highest score to contract negotiations.

22.

Award of Contract

22.1

Following successful negotiations and subject to the issuance by Sida of its no objection to
the draft contract, the contract shall be duly signed by both parties. After the contract has
been signed, the Client will issue a notice of contract award on the FFRM website
www.ffrm.org.mk and if requested provide a debriefing.

22.2

The firm selected is expected to commence the Services on the Date and at the Location
specified in the TIS.

22.3

Payments under the resulting contract will be made in accordance with the procedures and
under the conditions specified in the draft Contract as indicated in the TIS.

23.

Confidentiality

23.1

Information relating to evaluation of Tenders and recommendations concerning awards shall


not be disclosed to the Tenderers who submitted the Tenders or to other persons not
officially concerned with the process, until Sidas no objection to the contract has been
obtained.

24.

Signing of Contract

24.1

Promptly after notification, the Client shall sign and send 3 copies of the Contract to the
successful Tenderer, who shall sign and return 2 copies to the Client within 14 days.

25.

Clients right to accept or to reject any tender

25.1

The Client reserves the right, subject to Sidas no objection, to accept or reject any tender,
and to cancel the tender process and reject all tenders at any time prior to award of the
contract, without thereby incurring any liability to the affected Tenderer or Tenderers.

26.

Appeals
Tenderers with the view that they have been harmed by an error or irregularity during the
award process may file a complaint in line with SPG paragraph 3.19

SECTION 2 - TENDER INFORMATION SHEET (TIS)

The Tender Information Sheet (TIS) provides specific tender information to Tenderers related to the
preparation and submission of Tenders for the Services that supplements the Instructions to
Tenderers (ITT). Both sections should be carefully reviewed and read together by the Tenderer in its
preparation of the Tender. It must be clearly understood that failure to comply with the detailed
requirements of the Tender Dossier may lead to the rejection of the Tender. Tenderers should also
closely study the Sida Procurement Guidelines (SPG) June 2004.
http://www.sida.se/Global/Partners/Procurements/SIDA2450en_SPG_2004_web.pdf
Tender Data
ITT
Clause

References

Tender Information Data

3.1

Evaluation and Selection Variant

Quality Cost Based selection (QCBS)

8.1

Language

The governing language shall be English.


Supporting documents and printed literature
submitted in another language should be
accompanied by a translation of the relevant
passages in English.

9.1

Documents Comprising the


Tender

Tenderers shall as part of the Technical Proposal


submit:
A Power of Attorney certifying that the
person signing the tender is an authorised
representative of the Tenderer
Proof of Registration by a national Registrar
of Companies, Trade Association or similar
organisation in the country of establishment
Proof of the payment of value added or a
similar sales tax in accordance with national
legislation.
Certification that it has declared preliminary
taxes for staff and employee contributions
Evidence that it is free of debts regarding
taxes and social security contributions.
A declaration in the format of Form 3E.
Evidence of a minimum of 3 similar projects
undertaken by the company within the last
five years in the format given in Section 3F.
Annual accounts for the last 3 years

10

ITT
Clause

References

Tender Information Data

11.1

Submission Address

The Submission Address is:


Federation of Farmers in the Republic of
Macedonia
For the attention of Ms Marija Gjoseva-Kovacevic,
Project Manager,
Gigo Mihajlovski St No.3,
1000 Skopje,
Republic of Macedonia
Tel/Fax: +389 2 3099 042
Email: marija.gjkovacevic@ffrm.org.mk

12.1

Requests for obtaining


Clarifications

Requests for clarification can be sent to the Client


up-to 14 days before submission deadline to the
contact specified in 17.1. Requests should be sent
to Ms Marija Gjoseva-Kovacevic
marija.gjkovacevic@ffrm.org.mk) and copied to Mr
John Povey (jpovey@charleskendall.com)

13.1

Currencies

Prices shall be quoted in Swedish Krona (SEK)

14.1

Validity

Tenders shall remain valid for 60 days after the


submission deadline.

15.5

Estimated Number of Days inputs

The estimated minimum number of working days


is 460

15.6

Estimated Ceiling for Contract

2.0 million SEK

15.10

Language of Reports

English

11

ITT
Clause

References

Tender Information Data

16.1

Submission and Marking

The Technical Proposal shall be prepared in one


(1) original and five (5) copies. The Financial
Proposal shall be prepared in one (1) original and
five (5) copies. The Proposals should be marked
"Original" or "Copy" as appropriate. In addition
you are required to provide copies of your
Technical Proposal and Financial Proposal on two
separate CD ROMs.
The original and the copies of the Technical
Proposal along with the CD ROM containing the
copy of the Technical Proposal shall be placed in
a sealed inner envelope clearly marked Technical
Proposal, and the original and the copies of the
Financial Proposal along with the CD ROM
containing the copy of the Financial Proposal shall
be placed in a separate sealed inner envelope
clearly marked Financial Proposal, and the
warning: Do not open with the Technical
Proposal.
Both envelopes shall be marked with the name
and address of the Tenderer, and be placed into
an outer envelope that shall be sealed and
marked with and sent to the Submission Address
stated in Clause 11.1.
The outer envelope should be marked Technical
Assistance to the Federation of Farmers in the
Republic of Macedonia 2011-2012.
The name and address of the Tenderer shall be
written on the outer envelope.
The outer envelope should be marked
"DO NOT OPEN, EXCEPT IN PRESENCE OF
THE TENDER COMMITTEE."

17.1

Submission Deadline

Date: Tuesday 11 January 2010 at 14:00 local


time.

19.1

Tender Opening

The public tender opening will take place at the


address stated in 11.1 at 14:00 local time.

th

12

ITT
Clause

References

20.3

Evaluation Criteria and Point


System

Tender Information Data


Criteria

Points

Experience and Qualification of the


Firm (Company experience is part of
the qualifications, see clause 9.1
above)

10

Technical Approach and


Methodology distributed as below

15

a)
b)
c)

Technical approach and


methodology
Work plan
Organisation and staffing

15
0
5

Weight of qualifications and


competence of the Proposed Staff
will be distributed amongst their
competences in percentages as
shown below

Education & Training


General experience
Specific Professional Experience

75

10
30
60

The maximum points to be


awarded to each Expert are :
Team Leader

30

Strategy Exert
Organisational Development Expert
Project Cycle Management Expert
Total

15
20
10
100

The number of points to be given under each of


the evaluation criteria are:
Rating system:
Poor
Satisfactory
Good
Very Good

40 %
70 %
90 %
100 %

20.3

Minimum Technical Score

A Technical Proposal shall obtain a minimum of


75 points as a condition for further evaluation.
Financial proposals from firms scoring St<75 in
the technical evaluation will be returned
unopened.

20.8

Combining Technical and


Financial Scores

The formula for determining the financial scores is


the following:
Sf = 100 x Fm / F, in which Sf is the financial
score, Fm is the lowest price and F the price of
the proposal under consideration.
The weights given to the Technical and Financial
Proposals are:
T = 0.80 and
F = 0.20

13

ITT
Clause

References

Tender Information Data

21.1

Negotiation

Negotiations, if required, will normally take place


by phone/e-mail correspondence. However should
direct negation be necessary it is permitted and
would take place in Skopje

22.2

Commencement date and Place

No later than 10 days from the date of contract


signature, in Skopje, Republic of Macedonia.

22.3

Payments

Payments will be made by Sida in line with the


provisions of the contract, refer Section 6
Undertaking by Sida to pay for Consulting
Services.

14

SECTION 3 STANDARD FORMS


The following standard forms shall be used by the Tenderers in their preparation of the Tenders:

Technical Proposal
Form 3 A.

Tender Submission Form (Technical Proposal)

Form 3 B.

Curricula Vitae of Proposed Professional Experts.

Financial Proposal
Form 3C.

Financial Proposal Submission Form

Form 3D.

Financial Proposal Form

Qualification
Form 3E.

Declaration

Form 3F.

Standard Form for Evidence of Previous Projects

15

Form 3A -Tender Submission Form

To:
Federation of Farmers in the Republic of Macedonia
Gigo Mihajlovski St No.3,
1000 Skopje,
Republic of Macedonia
Tel/Fax: +389 2 3099 042
Email: marija.gjkovacevic@ffrm.org.mk

Date:
Ladies/Gentlemen:
Consulting Services: Technical support to the Federation of Farmers in the Republic of Macedonia
2011 - 2012
We, the undersigned, offer to provide the consulting services for the above mentioned project in
accordance with your Invitation to Tender, and our Tender. We are hereby submitting our Tender,
which includes this Technical Proposal and a Financial Proposal sealed under a separate envelope.
If negotiations are held during the period of validity of the tender, i.e.as stated in Technical Information
Sheet Clause 14.1, we undertake to negotiate on the basis of the proposed staff. Our Tender is
binding upon us and subject to the modifications resulting from contract negotiations.
We understand you are not bound to accept any Tender you receive.
Yours sincerely,

Authorized Signature:

Name and Title of Signatory:


Name of Firm:.
Address:..

16

FORM 3B - Format of Curriculum Vitae (CV) (maximum 3 pages)


Name.. CV
Proposed role in the project:
1.

Family name:

2.

First names:

3.

Date of birth:

4.

Nationality:

5.

Civil status:

6.

Education: [Summarize college/university, other specialized education and training of the expert,
giving names of schools, dates attended, and degrees obtained]
Institution
[Date from - Date to]

7.

Degree(s) or Diploma(s) obtained:

Language skills: Indicate competence on a scale of 1 to 5 (1 - excellent; 5 - basic)


Language
English

Reading

8.

Membership of professional bodies:

9.

Other skills: (e.g. Computer literacy, etc.)

Speaking

Writing

10. Present position:


11. Years within the firm:
12. Key qualifications: (Relevant to the project)

[Give an outline of professional experience most pertinent to tasks on assignment. Describe


degree of responsibility held by expert on relevant previous assignments]

13. Specific experience in the Western Balkans countries and new EU Member States: [Give dates and

locations, .position held and client references, where appropriate. Further details to be given in
Professional details below]
Country

Position Held

Date from - Date to

17

14. Professional experience: [Starting with present position, list in reverse order every employment

held, giving dates, names of employing organizations, positions held/work performed, and
locations of assignments. ]
Date from Date to

Location

Company

Position
Held

Description

15. Other relevant information (e.g. Publications)

Certification:
I, the undersigned, certify that to the best of my knowledge and belief, these data correctly describe
me, my qualifications, and my experience, and that I will be available to work on the assignment as
indicated in the Proposal if it will be successful.

Date:

Signature of staff member

Signature of authorized representative of the Firm

18

Form 3C - Financial Proposal Submission Form


To:
Federation of Farmers in the Republic of Macedonia
Gigo Mihajlovski St No.3,
1000 Skopje,
Republic of Macedonia
Tel/Fax: +389 2 3099 042
Email: marija.gjkovacevic@ffrm.org.mk
Date:
Ladies/Gentlemen:
Consulting Services: Technical support to the Federation of Farmers in the Republic of Macedonia
2011 - 2012
We, the undersigned, offer to provide the consulting services for the above-mentioned project in
accordance with your Invitation to Tender, and our Tender (Technical and Financial Proposals). Our
attached Financial Proposal is for the sum of [state sum and currency](excluding VAT).
[state amount in words and figures], excluding taxes and duties including VAT.
Our Financial Proposal shall be binding upon us subject to the modifications resulting from contract
negotiations, up to expiration of the validity period of the Proposal.
We understand you are not bound to accept any Tender you receive.
Yours sincerely,

Authorized Signature:

Name and Title of Signatory:


Name of Firm:.
Address:..

19

Form 3D - Financial Proposal Format


Annex B - Cost Estimate of Services, List of Personnel and Schedule of Rates
Item

Unit

Number

Unit cost Total cost


(SEK)
(SEK)

1. Professional Fees
Key Experts
Team Leader

Months

Strategy Expert

Days

Organisational Development Expert

Days

Organisational Development Expert

Days

Non Key Experts


International Experts

Days

Local Experts

Days

Sub Total fees

2. Reimbursable Expenses
Travel International experts

109,000

Accommodation International Experts

87,000

Per Diem International Experts

44,000

LRF Training Staff

170 000

Sub Total reimbursable expenses

410,000

Total SEK

Notes:
1. Please note the minimum man day requirements of the Terms of reference.
2. Travel days will not be paid.
2. Only working days in the Republic of Macedonia will be paid and no off-site days are
claimable..

20

3. The rates the consultants are able to claim for accommodation and subsistence will be in
accordance with the reimbursable amounts set by Sida for Kosovo. These are currently the
payment of actual hotel accommodation plus a per diem of 365 SEK per day

21

Form 3E - Declaration
Federation of Farmers in the Republic of Macedonia
Gigo Mihajlovski St No.3,
1000 Skopje,
Republic of Macedonia
Tel/Fax: +389 2 3099 042
Email: marija.gjkovacevic@ffrm.org.mk
Date:
Ladies/Gentlemen:
Consulting Services: Technical support to the Federation of Farmers in the Republic of Macedonia
2011 - 2012
We declare that our Company is not:
a) bankrupt or is being wound up, whose affairs are being administered by court, who has
entered into an arrangement with creditors, who has suspended business activities or who is
subject of an injunction against running business by court;

b) the subject of proceedings for a declaration of bankruptcy, for an order for compulsory winding
up or administration by court, or for an arrangement with creditors or of any other similar
proceedings;

c) been convicted of an offence concerning his professional conduct by a court;

d) been found guilty of grave professional misconduct,

and has fulfilled all obligations relating to payments of taxes or social security contributions.

Yours sincerely,

Authorized Signature:

Name and Title of Signatory:


Name of Firm:.
Address:..

22

Form 3F - Standard Form for Evidence of Previous Projects


Assignment name:

Approx. value of the contract (in current SEK or


Euro)

Country:

Duration of assignment (months):

Location within country:


o

Name of Client:

Total N of staff-months of the assignment:

Address:

Approx. value of the services provided by your


firm under the contract (in current SEK or Euro):

Start date (month/year):

N of professional staff-months provided by


associated Consultants:

Completion date (month/year):

Name of associated Consultants, if any:

Name of senior professional staff of your firm


involved and functions performed (indicate most
significant profiles such as Project
Director/Coordinator, Team Leader):

Narrative description of Project:

Description of actual services provided by your staff within the assignment:

23

SECTION 4
ANNEX A - TERMS OF REFERENCE

November 2010

Consulting Services
Technical support to the Federation of Farmers in the Republic of Macedonia 2011 - 2012

24

TABLE OF CONTENTS

Subject

Page

Introduction

27

1
1.1
1.2
1.3

Objective 1 The FFRM Strategy Framework


Revision of the FFRM Strategy
Preparation of the Annual Work Plan and Budget
Prepare Performance and Monitoring Evaluation Plan

28
28
29
29

2
2.1
2.2
2.3

Objective 2 - Development of FFRM Organisation and Routines


Strengthened Financial Management
Strengthened Organizational Capacities of FFRM
Human Resources Management

31
31
32
33

Objective 3 - Development of Project Cycle Management and


Accessing Donor Funds
Development of Project Cycle Management
Accessing Donor Funds

35

3.1
3.2
4

35
36

4.1
4.2
4.3

Objective 4 - Promoting Farmers Interests in the Republic of


Macedonia
FFRM daily operations
Development of Lobbying and Advocacy Capacities
Development of Capacity in Relation to the Magazine Moja Zemja

37
38
38

Logistics and Timing

38

6
6.1
6.2

Staff
Key Staff
Non Key Staff

39
39
39

Inception Report

40

8
8.1
8.2

Budget
Fee Budget
Reimbursable Expense Budget

Payment

40
40
40
40

Appendix 1 Job Descriptions for Key Experts

37

41

25

INTRODUCTION
The Federation of Farmers in the Republic of Macedonia (FFRM) was founded in 2002 as Federation
of Macedonian Farmers and has enjoyed financial support from Sida and the organizational support
from the Swedish Federation of Farmers (LRF) since then. Sida has agreed to finance a further two
years of FFRM activities and has instructed that the support should to a large extent be addressing
issues regarding the recommendations in the report from the Systems-Based Audit conducted in
September 2010. This report recommended FFRM to develop its capacities when it comes to its
Strategy and the implementation of it, financial management, organisational issues and project cycle
management among others.
FFRM is committed to do so and develop to improve services to its members. A project proposal has
been developed on which these Terms of reference are based. FFRM is proposing to Sida a two-year
project for their financing with the overall goal being a sustainable FFRM able to offer valuable
services to its members. The ultimate objective of the Sida funding over the two year period is to
ensure that FFRM emerges as a sustainable, client orientated organization.
The work of FFRM during 2011- 2012 is divided in four components:
Objective 1
Objective 2
Objective 3
Objective 4

The FFRM Strategy Framework


Development of the FFRM Organization and Routines
Development of Project Cycle Management
Promoting Farmers Interests in RM

The forth component will be undertaken by the FFRM itself and contains the regular work FFRM does
in promoting the interests of its members and the farming sector in general as well as some minor
activities aimed at the development of FFRM capacities in subjects described below.
FFRM sees the need to draw on external capacities and thus aims to procure a consultancy firm
(hereafter the Consultant) able to provide both a team leader (Macedonian) who will be working
closely with FFRM over a longer period of time and international and local experts on individual
subjects for interventions of shorter duration. The team leader will contribute to all the components and
all non-key experts in each objective will be selected in co-operation with and with the approval of
FFRM
FFRM intends to monitor the progress of the project closely in cooperation with the team leader. The
team leader is also expected to provide advice on these activities. Indicators from a Log Frame
Analysis will be used to measure progress and any shortcomings shall be addressed.
The monitoring and the progress of the project in all relevant respects will be analyzed and reported to
Sida quarterly in precise short reports.
The Team Leader will be responsible to and report to the FFRM Project Manager (the FFRM Deputy
Executive Director/Head of the Policy and Development unit). The Team Leader will be responsible for
co-coordinating all the Consultants activities and for all monitoring and reporting, not least in relation
to financial accounting and financial reporting.
At the end of each calendar year the Team Leader will assist the Project Manager (PM) to prepare an
annual report for submission to Sida that analyze progress and provide comprehensive information on
the development of all respects of FFRMs capabilities.

26

1.

OBJECTIVE 1 - THE FFRM STRATEGY FRAMEWORK

FFRM realizes the needs on one hand for the revision of its Strategy Framework and on the other to
establish procedures and routines within the organization in connection with the Strategy framework
and the operation and implementation of it. Therefore the first component of the project to be
implemented by FFRM in 2011 has as its objective an FFRM Strategy framework which serves its
purpose in the day-to-day running of the organization and there facilitates achievements of the overall
goals of the organization

1.1

REVISION OF THE FFRM STRATEGY

FFRM is a member organization and its Strategy should reflect the views and expectation that the
members have from the organization in a realistic and achievable way. The need to revise the current
Strategy has been identified and such a revision will be made through this component.
The component will therefore consist of preparatory work by FFRM for eight regional workshops, one
workshop with major stakeholders and a workshop for FFRM staff and board members. An analysis of
the outcomes of the workshops will be undertaken and processing of the draft Strategy within the
FFRM Executive and Board.
FFRM will seek assistance from the Contractor to provide local experts on strategy processes. They
are expected to provide advice and guidance to FFRM in this process. However, it is important to note
that FFRM will remain the owner of the objective and the process to achieve it and will be responsible
for delivery of the expected results.
The strategic planning process will begin with identification of the members needs through eight
regional one-day workshops to which representatives of the members associations of FFRM will be
invited as well as representatives of potential associations and individual farmers. Some of these
farmers may be members of associations and others may not. All in all 20-25 farmers are expected to
participate in each workshop. The workshops will be held in each of the regions of Macedonia (one
workshop will be organized in Skopje, four in the regional offices of FFRM, and the other three either
in cooperation with the municipalities or in the facilities of some of the member associations of FFRM).
Representatives from the FFRM Board and executive staff will participate in the workshops, while the
events will be facilitated by the experts. The experts will motivate the participants to express their
needs and expectations while explaining that the importance of the Strategic Plan for the organization
in providing the requested services.
The political, economic, social and technological factors which influence the work of the organization
and the farmers in RM, need to be analyzed (using for example the PEST analysis methodology). This
will be done through organizing a two-day workshop with the major stakeholders, which will be
planned and facilitated by the two experts. The workshop will be attended by 25-30 participants
(farmers, government representatives, researchers, FFRM Board and staff members and media). This
workshop will not only picture the external working environment of the organization, but will also help
the FFRM to understand how it is perceived by the various stakeholders, and where it is that the
organization can find its allies in (for example) lobbying and advocacy, and where and who are the
opponents of the organization.
The results (the identified needs and desires of members as well as the outcomes of the stakeholders
workshop) will be analyzed and categorized by topic by the experts together with FFRM staff. The
policy and development unit of FFRM shall provide their analysis of the farming sector and the factors
that affect the work of FFRM, as well as the internal values of the organization.
A workshop to scan the internal values of the organization will be organized by the FFRM and will be
attended by FFRM staff and Board members. Here, the experts will derive the opinion and perception
of the Board and staff members of what are the strengths and weaknesses of the organization, what
are the values of the team, and the values of the organization.

27

The outcomes of these workshops will be analyzed by the external experts together with the FFRM
staff (policy and development unit and executive director) with the aim of producing a draft document
to be presented at a two-day workshop which will be used by the FFRM Board to define the FFRM
priorities for the period for which the Strategy is prepared.
The chosen priorities will have to correspond to the (potential) members needs and expectations, but
also to be realistic considering the internal and external working environment of the organization and
available human and financial resources. The draft needs to motivate and justify the proposed
strategic goals for the organization. The Board will then decide the organizational priorities and
strategies of FFRM.
FFRM will finalize the FFRM Strategy in appropriate format, which will be presented to the FFRM
Board members and staff and they will give feedback, according to which some final amendments will
be made to the Strategy
The final version of the Strategy will be approved by the FFRM General Assembly. After approval by
the General Assembly the Strategy will be disseminated to the members by FFRM HQ and announced
on the FFRM web page

1.2

PREPARATION OF THE ANNUAL WORK PLAN AND BUDGET

The Strategy will serve as the basis on which the annual work plan and budget of FFRM will be
developed. Therefore FFRM will, towards the end of 2011, prepare a work plan and budget for 2012
based on the revised Strategy, aiming to implement and achieve the goals and objectives of the
Strategy.
In the development of the annual work plan and budget, FFRM should be supported by an expert
provided by the Consultant. The expert will be responsible for guiding the FFRM through the process
of operational planning, while FFRM will be responsible for following this process, applying it and
delivering the results from it.
To prepare the work plan FFRM will organize a two-day workshop with its entire staff. The workshop
will be facilitated by the external consultant and will define what will be done, by whom and when. The
results from the workshop will be summarized and put in the appropriate format by FFRM with support
and guidance from the consultant.
The draft annual plan and budget will be submitted to the FFRM Board for revision. The expert will
assist the Board with professional and technical expertise to evaluate if the planned activities will
contribute to the achievement of the strategic objectives that they defined for the year in question.
Once the FFRM Board has approved the work plan and the budget, the Executive Director will present
the final version of the work plant to the entire FFRM staff.

1.3

PREPARE PERFORMANCE MONITORING AND EVALUATION PLAN

The performance monitoring and evaluation plan (M&E plan) is the second mechanism (tool) that will
enable the Strategy document to be actively used and regularly revisited, so that it does continue to
represent the FFRM goals and objectives.
Once the Annual work plan and budget has been approved by the board, the M&E plan will be
developed by the Executive so that the plan can give information on implementation and achievement
of results. The M&E plan will enable the Executive to measure and control the spending of resources
and match them to the results that are being delivered, and thereby also enabling them to report to the
Board and Donors.
To develop the M&E plan, the Executive will be supported by an expert provided by the Consultant.
This expert, together with the FFRM Executive, will prepare the M&E plan. The monitoring plan will
define performance indicators (both in terms of quality and quantity) and sources of verification, a
timeline for delivering the results and to follow the spending/distribution of the resources and the
establishment of basic values, target values to be achieved, actually achieved values, etc.

28

The M&E plan will be presented to the Executive at a half-day workshop which will be organized for
this purpose, and will be facilitated by the expert.
The Executive will prepare quarterly progress reports that will be submitted to the FFRM Board. For
this, the Executive director will be supported by the local expert.
While the Executive will monitor the realisation of activities to ensure that the desired results are
achieved, the FFRM Board will evaluate if, and to what extent, the results that are delivered by the
Executive office contribute to the achievement of the strategic objectives. To do this, the FFRM Board
will be supported by a local expert provided by the Consultant to develop and follow an Evaluation
plan. The Evaluation plan will measure the progress that is made in achieving the strategic objectives,
and based on that measures will be proposed to amend and adjust the Strategy.
The M&E plan will be prepared in annually, after the Strategy is being approved and finalized. It will be
prepared by the local expert. The Evaluation plan will be presented to the Board members for final
comments and approval.

29

2.

OBJECTIVE 2 - DEVELOPMENT OF FFRM ORGANISATION AND ROUTINES

FFRM is aware of scope for development of its internal procedures and routines as well as
organization and competences. A Systems-Based Audit was conducted in September 2010 pointed to
short-comings and recommended amendments. FFRM is committed to follow these recommendations
but realizes its needs for external assistance and support in so doing. Therefore the Sida support will
to some extent be used for such developments.
FFRM should be assisted by the Team Leader provided by the Consultant who will support and guide
the organization through the change process where the Board and Executive will adopt and implement
any necessary measures. In addition to the Team Leader, FFRM will also be supported in this process
by international and local short term experts provided by the Consultant.
The recommendations from the System-Based Audit will be used for organizing the development work
and guide FFRM in what needs to be done. The Audits recommendations in these regards can be
summarized to the following:

Develop, document and steadfast a financial management system according to international


practices acceptable to all major donors, which guarantees a correct accounting of the use of
funds and facilitates an effective management of the organization in broader terms. Therefore
the system will include:

a.
b.
c.
d.
e.
f.

financial monitoring including recording, reporting and analysis of cost incurred,


budget execution, control and reporting,
expenditure (including segregation of project funds and coding, accurate recording of costs),
bank and cash management (including bank reconciliations and segregation of donor funds),
procurement and
authorizations;

Organizational issues including:

a. Distribution of responsibilities,
b. Raising operational capacities at the Executive level,
c. Raising governance and financial capacities on the board (including procedures for the Boards
work),
d. Documenting organisational policies and procedures;

Raising reporting capacities;

Raising human resource management capacities and apply such skills in the organization.

The objective of the second component is the establishment of an effective and efficient organization
adapted to needs and the environment using suitable procedures, routines and instruments to achieve
its goals

2.1

STRENGTHENED FINANCIAL M ANAGEMENT

FFRM realizes its needs for a financial management system that provides the organization, its Board
and Executive as well as external donors and other stakeholders, with essential and accurate
information. These needs may be for the purpose of taxation, accounting of donor funds,
organizational planning and follow-up purposes or other tasks connected to management of the
organization.
The financial management system will need to be developed in all respects with the assistance and
guidance by experts provided by the Consultant. The Team Leader and short term experts will need to
provide knowledge and skills in a number of different subjects to assist FFRM to make the necessary
organization changes and distribution of responsibilities to implement a revised financial management
system.

30

The experts will guide the FFRM through the process of defining the procedures and implementing the
systems. However, as with the other processes that will take place within the project, it is the FFRM
that is ultimately responsible, owns the process and will deliver the results from it.
Once the procedures are developed, the experts will work with the FFRM staff and Board to implement
them at all levels of the organisation. This process will require close mentorship and support by the
experts and also training of the Board and relevant staff members in procedures and application of
them in their daily work.
Additionally, experts will advise the FFRM to select and purchase financial management software,
which will be used for all recording, analyzing and financial reporting purposes. It is proposed that
FFRM will procure software according to the experts advice and that adjustment of the software to the
FFRM environment and training of staff on the software will be the responsibility of the software
supplier and will be included in its price.

STRENGTHENED ORGANIZATIONAL CAPACITIES OF FFRM

2.2

The Audit highlights certain areas that need addressing to raise FFRMs organizational capacities,
thus improving the organization to make it better able to achieve its goals.
These areas include changes to job descriptions and responsibilities, training in subjects to be
identified by FFRM and establishing and documenting organisational policies and procedures. As with
other components, FFRM will assume responsibility for activities and the achievement of expected
results.
The work will include an analysis of the FFRM Statute and other documentation defining the roles and
responsibilities of the FFRM Board and staff members. Based on compiled and analyzed information
an international expert will prepare a proposal to distribute roles and responsibilities within the FFRM.
The proposal will be presented to the Board and the Executive for discussion. The proposal needs to
justify the reasons for the changes. The proposal will be amended according to comments from the
Board and the Executive and finalized, after which it is to be approved by FFRM.
Any necessary changes to the FFRM Statutes will be made and approved by FFRM. The proposed
statutory changes will aim to strengthen the role and capacity of the FFRM Board in strategic planning
and evaluation, while tasking the Executive with the actual implementation. The Board will be given
the know-how and tools to govern and manage the organization, including monitoring and evaluation
of achieved results.
The new distribution of roles and responsibilities will make it necessary to develop the following
documents:

Strategic planning procedures Defining the methodology for Strategic planning, including a
1
Template for a plan .
Operational and budget planning procedures Defining the process and practices of
preparing the operational plan and budget, including templates of work plan and budget.
Procedures for monitoring and evaluation Defining the process and methodology for
preparing monitoring and evaluation plan, including a Template for a plan; and
Communication and documenting procedures Defining principles of archiving and organising
the document flow in and from the organization.

The strategic plan procedures will be developed in parallel with the revision of the FFRM Strategy. The
experts responsible for the Strategic planning process will also develop and deliver the Procedures for
Strategic planning (including a Template for a Plan and clear division and assignment of
responsibilities for the Strategic planning process) to the FFRM Board and the Board will approve their
final version.

Implemented in parallel with the project component on Revision of the FFRM Strategy

31

The Operational and budget planning procedures will be prepared before the operational planning and
budget process for 2012 takes place. The experts will deliver the Procedures to the FFRM Executive
office for revision and approval. Once these procedures are approved the experts will continue to
support the Executive director to prepare and deliver the operational plan and budget for 2012 (see
activity 1.2) to the FFRM Board.
The Procedures for monitoring and evaluation (including budget) will be prepared before the
development of the Performance and Financial monitoring plan for 2012, by the Executive office and
the Evaluation Plan by the FFRM Board (see activity 1.3). The experts will deliver the Procedures to
the FFRM Board and Executive office for revision and approval, and once these are approved, the
experts will continue to support the implementation of the Plans (see activity 1.3).
The communication and documentation procedures will define the document control principles of the
organisation (at all levels). These procedures will be prepared by the experts and presented for
revision to the Executive and Board members and once they are finalised they will be approved by the
Board members and become rules that safeguard the organisations data security and principles of
work.
To raise the level of competency the experts will hold trainings for selected members of the Executive
and the Board on subjects such as:

Operational competency, including business and financial planning and monitoring financial
performance including how a system to do this can be designed and will function.
Governance and board member roles and responsibilities.

While being prepared in 2011, all procedures will be implemented more intensively the following year,
during which the Board and Executive will be provided with mentorship and support in the process to
assure that these practices are integrated in the daily work of the organisation.
As understood from the above, FFRM plans to be guided and supported by experts provided by the
consultancy firm. The team leader will be crucial in the planning and implementation of different
activities and provision of advice and guidance.

2.3

HUMAN RESOURCES M ANAGEMENT

The work to develop the Human Resource (HR) capacity within FFRM will be organized along the
same principle as the work under sub-component 2.2 above. FFRM will assume full responsibility for
the sub-component, its activities and reaching its objectives, while using external support provided by
the Consultant. Therefore the work will be very much cooperation between FFRM Executive and
Board and the external experts. The team leader will be crucial on this sub-component, providing
advice and guidance on implementation and managing the capacity development.
FFRM needs a robust organization in which the staff feels secure and the roles and responsibilities are
clearly defined (with job descriptions) and distributed. Recruitment procedures need to be established
applying transparency and fairness and providing the best possible competence to the organization. In
short a human resource policy should be established and adopted including an FFRM Code of
Conduct.
An expert will participate in a workshop with the management of FFRM to provide the topics making
up the framework of a human resource policy and lead discussions around these issues with the
participants. Staff members should be able to provide their views for inclusion in the process.
The expert will produce a draft HR policy based on the conclusions from the workshop and present it
to the Executive for comments and approval. The staff should be given opportunity to comment on the
draft.
Once the Strategic plan is finished and the priorities and objectives of the organisation are known, the
human resources needed to achieve these aims will be determined. The procedures for human
resources will define the minimum necessary personnel to deliver the Strategic objectives, the

32

responsibilities the assigned people at different positions will carry and the qualifications they need to
fulfill those responsibilities.

33

3.

OBJECTIVE 3 - DEVELOPMENT OF PROJECT CYCLE MANAGEMENT AND ACCESSING


DONOR FUNDS

FFRM has a great need to develop the capacity of their project management that includes all aspects
of identifying, managing, monitoring and reporting of projects, i.e. project cycle management.
A reason for this is applications for and implementation of donor funded projects. Donors have high
requirements regarding project cycle management and FFRM utilises donors finance for many of its
activities. Another reason for an improvement in project cycle management is that many of FFRMs
other activities may be best implemented in project form.
In addition FFRM sees the need to better understand the goals, procedures and requirements. of
donor organizations.
Therefore the objective of the third component is an FFRM which is able to manage projects according
to modern principles and able to enjoy donor funding

DEVELOPMENT OF PROJECT CYCLE MANAGEMENT

3.1

A project contains several different parts, for example needs assessment, stakeholder identification,
financing, project design, staffing, implementation, monitoring, reporting and feeding back of lessons
learned. Useful methods for several of these project parts are the logical framework approach (LFA)
and results based management (RBM) principles. FFRM has already received some training in Project
Cycle Management. It is important in order not to repeat the same level of training again that the
Consultant evaluates the level of knowledge in the FFRM and provides more advanced training to the
relevant FFRM staff
All the different parts of a project have aspects requiring special understanding and experience. FFRM
is planning to draw upon the experience of an international project cycle expert to develop its
capacities in these regards. FFRM is intending to document and establish its approach to and
procedures for project cycle management using the knowledge and skills provided.
This means that not only will specific techniques be learnt by individual staff members, but the
organization will establish a system for project cycle management, including distribution of roles and a
responsibility, defining which FFRM staff member (or the Board) is responsible for which action in
connection with projects that FFRM is working on. For the organization to successfully use projects as
a way of achieving different goals, the organizations disparate parts need to carry out different
functions that complement each other.

Some of the aspects which need to be addressed in this sub-component are:


Relationship between a project and the organizations strategy
Relationship between a project and the organizations executive and board
Logical Framework Analysis
Results Based Management
SWOT analysis
Needs identification
Stakeholder analysis
Project design/Indicators
Risk analysis
Budgeting/Budget management/Financing
Monitoring/evaluation
Reporting
Feeding lessons learnt into system

Selected FFRM staff and Board members will go through a 3-day practical training held by the expert
on the above subjects. In addition to the training, which should be organised to provide the
participants with both technical and practical skills, the expert will also support the FFRM in

34

preparation of an actual project proposal. The expert will make short term interventions facilitating the
workshop, providing training, advice and guidance in the implementation of this sub-component.

ACCESSING DONOR F UNDS

3.2

In order for an organisation such as FFRM to be more successful when applying for donor funds it
should know the donor organisations. There are a variety of donors and types of funding available to
organisations such as the FFRM, and even though they have certain similarities, they come with their
own criteria and requirements. Therefore the external experts will support the FFRM by to identify all
possible donors and sources of funding.
It is a responsibility of the Consultant to ensure that knowledge of the various programmes, sources of
funding and donors is continuously transferred to FFRM and to develop FFRMs capacities to relate
successfully to donors and access funds from them. Whilst not excluding other sources it is essential
that better knowledge of the funding provided by the European Commission is established.
Three different training programmes are planned:

An expert from the consultancy firm and a trainer from LRF (a Swedish Partner Organisation
of the FFRM) will be selected course leaders. Selected FFRM staff will be trained by the
expert from the consultancy firm in two-day training on donor funding.
An expert supplied by the consultancy firm in agreement with FFRM, will train staff members
in a one-day seminar on the LEADER programme of the IPA so as to make FFRM able to
access LEADER funds.
One staff member will be selected to attend a course on funding from the European
Commission which is organized by various organisations such as some EU institutions or
centres such as Europa Media.

The experts will provide the participants with training materials and FFRM will itself document and
archive the knowledge gained so as to be able to apply it at any time in the future. However as donor
criteria may change the document control procedures need to allow such knowledge to be updated
regularly or at least when plans are made to apply for such funds.
In addition to the training provided by the Consultant they will also work on the preparation of
applications for funding.

35

4.

OBJECTIVE 4 - PROMOTING F ARMERS INTERESTS IN THE REPUBLIC OF MACEDONIA

This component consists of two main parts the continued implementation of FFRMs promotion of
farmers interests in RM such as lobbying their interests and providing services to individual members
and farmers as well as capacity development in a few selected subjects which will provide for FFRM
achieving better results. It is possible that LRF could be a strategic partner to FFRM in this objective.
Therefore the component has the objective of FFRM achieving the goals of its Development Strategy.
This component will be separately funded by Sida other than for the elements below that are the
specifically described as the responsibility of the Consultant.

FFRM DAILY OPERATIONS

4.1

2011 2012 will be a period of capacity development in and for FFRM, but the organizations activities
need to continue to be carried out to the members benefit. Therefore the forth component is the
organization and implementation of these. The activities will be based on the FFRM Development
Strategy and some of the main activities will be:

Lobbying and advocacy for the interests and rights of its constituents;
Information exchange and communication with the members including the preparation of the
FFRM magazine Moja zemja, maintaining the FFRM web-site, organizing press conferences
and press releases, preparing the data-base of the FFRM members (thereby fulfilling
Macedonian law), and using the SMS system for wide and instant information sharing with
members;
Participating in the development of the direct subsidies programme and the rural development
programme of the Ministry of Agriculture and lobbying for the farmers interests to be best
represented in the programmes;
Participating in various committee meetings (committee for agricultural lands, IPARD
monitoring committee i.a.), participating in workshops for amending or drafting of laws and bylaws related to agriculture and rural development, and networking;
Supporting the members through specific services that will strengthen their farming business,
such as with applications for subsidies and the rural development programme, applications for
IPARD, cooperation with local governments, researchers, experts and other relevant
stakeholders, organizing training and educational workshops for the members, farm
accounting systems, governance systems and practices for agricultural associations, farm
management, management of the public policy cycle, and forms of farmers organisations;
Organizing the FFRM General Assembly, organising regional Board meetings, FFRM Board
meetings, international conference with BAAN members, promote the International Rural
Womens Day, meeting of the members of the young farmers network and of the women
farmers network.

These activities will be implemented by FFRM staff and Board members in their entirety.
FFRM will retain its HQ in Skopje with seven staff and the four regional offices with one staff member
in each. The office in Brussels will be closed at the end of 2010. The number of Board members will
be reduced to cut costs and to achieve a more focused Board.
The Swedish Farmers Organisation, LRF, representatives will be invited to attend the FFRM
Assembly, the International day of rural women, the BAAN conference, and at the Annual meetings of
the women and young farmers networks as key speakers.
During 2011 the FFRM Strategy is planned to be revised (component 2. above), and therefore it is
planned that the workings of FFRM will adjust to the revised version as soon as possible. However, it
is not expected to take place before the end of that year.

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4.2

DEVELOPMENT OF L OBBYING AND ADVOCACY CAPACITIES

Lobbying and advocacy are at the core of FFRM activities and a need for strengthening the
organizations capacities in this regard have been identified.
This capacity development should aim at developing FFRM abilities to analyze the environment and
focus planed lobbying and advocacy, network for successful advocacy and introduce new lobbying
and advocacy tools. Thereby these activities efficiency and effectiveness will be improved to the
benefit the members and the farming sector in general in RM.
Capacity development will be implemented through a seminar and on-the-job training for selected
members of the FFRM Executive and Board. It will be provided by an international expert on the
subject in short term interventions during the latter half of 2011 and first of 2012. Strategic cooperation
with LRF related to these issues, shall be maintained.
A main aim of the sub-component is to make FFRMs lobbying and advocacy more pro-active,
abandoning the re-active approach in these terms.

4.3

DEVELOPMENT OF CAPACITY IN RELATION TO THE MAGAZINE MOJA ZEMJA

FFRM has developed the magazine Moja Zemja over the past years in cooperation with LRF into a
successful tool for communication between FFRM and its members and the farming sector in general.
However, the magazine still has scopes for editorial development and is still generating financial
losses. Therefore FFRM needs to develop capacity in business planning. An LRF trainer is planned to
hold two workshops and provide on-the-job advice (coaching) regarding the development of the
business plan for the Moja Zemja magazine. The main goal of the business plan should be to make
the magazine profitable.
The main goal of the sub-component is to increase the circulation of Moja Zemja. LRF has
successfully trained the editorial staff for several years concerning development and it is expected that
LRF will continue to be active in this. While waiting for the magazine to become financially sustainable
FFRM has requested financial support to Moja Zemja from Sida.

5.

LOGISTICS AND TIMING

The operational base for the project is Skopje. Internal travel within Macedonia will be required. The
intended commencement date is January 2011. The contract will not have a fixed period of
implementation as the availability of the funds from Sida ceases at the end of 2012. The contract will
st
therefore end on 31 December 2012. All inputs must be completed before this date although they can
be invoiced after the end of the contract period.
FFRM will provide facilities within their office premises for the successful implementation of the project.
Office equipment (computers etc) will be provided by FFRM who will also provide the necessary
human resources (plus key responsible persons) to support and interact with the Consultant on a daily
basis
The Consultant is expected to provide a sound backstopping system of services and to put down in
the technical offer the mechanisms of backstopping.
A Project Director from the Consultants headquarters or their permanent representation in Macedonia
shall be appointed for the whole duration of the project. The Project Director will have the overall
responsibility for the smooth and timely implementation of the project and the efficient use of project
funds. The Project Director must be an efficient senior manager with experience from similar
assignments.
Backstopping costs are considered to be included in the fee rates.

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6.

STAFF

The Consultant shall employ a team fully qualified for the provision of the requested services. The
team, as a whole, shall include experts familiar with Macedonian and EU regulations, requirements
and practice.
The project language is English. All the team members assigned by the Consultant must be able to
communicate effectively in English.
The staff activities will be shown on a work plan included in the Tenderers Technical Proposal.

6.1

KEY EXPERTS

All experts who have a crucial role in implementing the contract are referred to as key experts.
Dynamic, results oriented and resilient individuals who can communicate with an informed Client are
the hallmarks of the experts required.
The consultancy firm will provide a team leader who should be an organizational development expert.
The team leader will provide expertise, advice and guidance to all components and be the link
between the consultancy firm and FFRM. This means that the team leader is not a component in
itself but is expected to provide inputs in relation to all components.
It is expected that the Team Leader, Key Expert 1, will provide day-to-day management of the project
as a whole, ensuring synergy of all its components, activities and stakeholders and will also engaged
on concrete activities related to the project objectives.
Key Experts 2, 3 and 4 will be mainly working on the activities related to Objective 1, Objective 2 and
Objective 3 respectively. There are inputs reserved under the reimbursement budget to pay for inputs
by experts from LRF to participate in training under Objective 4.
The CVs of these four key experts shall be provided in the technical proposal in the format defined in
Form 3B above. The profiles of the key experts for this contract are given in Appendix 1 to these terms
of reference
The time input of the key experts is expected to be 100% in Macedonia.

6.2

NON KEY EXPERTS

CVs for experts other than the key experts are not examined prior to the signature of the contract.
They should not be included in tenders.
The Consultant shall select and hire these other experts as required according to the needs. The
selection procedures used by the Contractor to select non-key experts shall be transparent, and shall
be based on pre-defined criteria agreed with the Project Manager of FFRM, including professional
qualifications, language skills and work experience. The findings of the selection panel shall be
recorded. The selection of experts shall be subject to a no objection approval by FFRM.
All experts must be independent and free from conflicts of interest in the responsibilities accorded to
them.
All non key experts will have as a minimum requirement a university degree; at least 3-5 years work
experience, be fluent in English, and be experts with proven experience in their specific fields.
The time input of the non-key experts is expected to be 100% in Macedonia

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7.

INCEPTION REPORT

An Inception Report shall be submitted 1 month after the commencement date. The report shall clearly
set out a detailed work plan for the provision of each activity and identify the non key experts required.
The report will list and comment on any developments that have taken place since these Terms of
Reference were drafted and which might have an impact on project design and relevance of activities
to be developed under it. The inception report shall contain an updated logical framework matrix .The
main body of the report will not exceed 15 pages. Additional information will be presented in annexes.
If there are proposed changes to the original Terms of Reference due to changes of circumstances
after the award of contract these are to be discussed and agreed with Sida and FFRM before
submission of the inception report.

8.

BUDGET

The total budget for the contract is SEK 2,000,000

8.1

FEE BUDGET

The fee budget is SEK 1,590,000. The inputs proposed by the Consultant must include the following
inputs as a minimum.
Expert
Key Expert 1
Key Expert 2
Key Expert 3
Key Expert 4
Non Key Experts

Role
Team Leader
Strategy Expert
Organisational Development
Expert
Project Cycle Management
Expert
Local or International Experts

Minimum inputs
8.5 man months
80 man days
50 man days
27 man days
To be determined by the Consultant but
expected to be a minimum of 15
International and 100 local man days

The Consultant shall state the actual inputs they will provide within this budget and demonstrate their
use in a work plan that will be included in the technical proposal.

8.2

REIMBURSABLE EXPENSE BUDGET

The Provision for reimbursable expenses covers the ancillary and exceptional eligible expenditure
incurred under this contract. It cannot be used for costs which should be covered by the Consultant as
part of its fee rates. Its use is governed by the provisions in the General Conditions and the notes in
Annex V of the contract.
The Provision for incidental expenditure for this contract is SEK 410,000. This amount must be
included without modification in the Budget breakdown.
Any subsistence allowances to be paid as part of this contract must not exceed the per diem rates
published on the Sida Web site at the start of each such mission.

9.

PAYMENT

The payment terms are set out in the draft contract in Section 5 of the Tender Dossier. All invoices will
be paid by Sida but must also be submitted to FFRM for their no objection before payment.

39

APPENDIX 1 J OB DESCRIPTIONS FOR KEY EXPERTS

Key expert 1: Team Leader


The team leader will be in post for a minimum of 8,5 months over the 24 months contract duration. The
team leader will be based in FFRMs main office in Skopje. The expert will be responsible for overall
delivery of contract outputs, and for quality control of contract implementation. The Team Leader is
expected to have a key role in all technical aspects of the contract. The team leader will refer to the
project manager of the FFRM.
The Team Leader will:

Assist the FFRM in the preparation of all project outputs.


Assist the FFRM in organising the project, including stakeholder involvement.
Assist the FFRM in coordination of the expert activities.
Assist the FFRM in reporting and monitoring to SIDA.

Qualifications and skills


In addition to education to a minimum of Bachelors degree and preferably training in

Economic and business skills


Organisational development skills

The expert will be fluent in written and spoken English


General professional experience
In addition to high managerial skills, high quality reporting and monitoring skills and good
communications skills the expert will demonstrate

At least 10 years of relevant professional experience, minimum two years of relevant


experience in Western Balkan countries or new EU Member States.
Minimum two project references in the last five years related to the subject matter of the
current contract.
General experience demonstrating broad knowledge and very good understanding of the civil
society environment.
General experience demonstrating sound knowledge of the European integration process.

Specific professional experience

The team leader must have extensive experience from international projects related in new EU
Member States and/or Western Balkan countries.
The team leader must have experience with functioning of the NGO,
The team leader must have extensive project management experience (including experience
from the coordination of teams of experts)
The team leader must have experience in capacity building and in supporting delivery of
outputs by beneficiary staff.

40

Key expert 2: Strategy Expert


The strategy expert will be in post for a minimum of 80 working days over the 24 month contract
duration. The strategy expert will be responsible for strategic support to the FFRM, including
stakeholder involvement and overall delivery of contract outputs. S/he is expected to have a key role in
all technical aspects of the contract.
The consultant will:

Assist the FFRM and the team leader in the preparation of Objective 1 outputs.
Assist the FFRM and the team leader in organising the all phases/steps for strategy
preparation (project), including stakeholder involvement.
Assist the FFRM in whole technical support and process of preparation of the strategy.
Assist the FFRM in leading workshops and summarizing
Assist the FFRM in preparing the organisations sustainable strategy

Qualifications and skills


The expert shall have a minimum of a bachelors degree in economics or management and must have
fluency in written and spoken English
General professional experience
In addition to high quality analytical and document drafting skills he will have:

At least 8 years of relevant professional experience


General experience demonstrating broad knowledge and very good understanding of the Nongovernmental sector and of the EU civil society.
General experience demonstrating sound knowledge of the situation with the farmers
associations in the Western Balkans and the European integration process

Specific professional experience

The strategy expert must have extensive international experience related to the agriculture in
new EU Member States and/or Western Balkan countries.
The strategy expert must have extensive strategic skills and thorough experience with
preparation of strategies and programs.
The strategy expert must have experience in supporting delivery of outputs by beneficiary
staff.
Communication with the farming community

41

Key expert 3: Organisational Development Expert


The expert for the organisational development will be in post for 50 working days over the two year
contract duration. The expert will be responsible for organisational development support to the FFRM,
including stakeholder involvement and overall delivery of contract outputs. The expert is expected to
have a key role in all technical aspects of the contract.
The consultant will

Assist the FFRM and the team leader in the preparation of all Objective 2 outputs.
Assist the FFRM and the team leader in development of the functional financial system within
the organisation.
Assist the FFRM and team leader in improvement of the organisational structure and the clear
distribution of responsibilities
Assist the FFRM in creating the package of client oriented services
Establishing of the Quality Assurance system in the organisation

Qualifications and skills


The expert shall have a minimum of a bachelors degree and must have fluency in written and spoken
English
General professional experience
In addition to high quality analytical and document drafting skills he will have:

At least 8 years of relevant professional experience


General experience demonstrating broad knowledge and very good understanding of the Nongovernmental sector and of the EU civil society.
General experience demonstrating sound knowledge of the situation with the farming civil
society sector in the Western Balkans and the European integration process
Experience in capacity building

Specific professional experience

The expert must have extensive international experience related to the development of the
NGO organisation.
The expert must have experience in Financial and Human Resources Management
The expert must have extensive organisational skills and thorough experience with
preparation of organisational systematisation and staff titling and job defining (job description)
The strategy expert must have experience in supporting delivery of outputs by beneficiary
staff.
Experience of communication with a farming community

42

Key expert 4: Expert for Project Cycle Management


The expert for the Project Cycle Management will be in post for a minimum of 27 working days over
the two year contract duration. The expert will be responsible for support of the FFRM to access donor
funds and overall delivery of contract outputs. S/he is expected to have a key role in all technical
aspects of the contract.
The consultant will:

Assist the FFRM and the team leader in the preparation of all Objective 3 outputs.
Assist the FFRM and the team leader in delivering training.
Assist the FFRM in preparation of project applications

Qualifications and skills


The expert shall have a minimum of a bachelors degree and must have fluency in written and spoken
English
General professional experience
In addition to high quality analytical and document drafting skills he will have:

At least 10 years of relevant professional experience


General experience demonstrating sound knowledge of the situation with the farming civil
society sector in the Western Balkans and the European integration process
Experience in capacity building

Specific professional experience

The expert must have extensive international experience related to the Project Cycle
Management.
The expert must have an extensive knowledge of various EU and other international donor
funding.
Training skills

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SECTION 5 STANDARD FORM OF CONTRACT

DRAFT CONTRACT FOR CONSULTING SERVICES


SMALL ASSIGNMENTS
TIME-BASED PAYMENTS

CONTRACT

THIS CONTRACT (Contract) is entered into this [insert date of contract signature], by and between
the Farmers Federation in the Republic of Macedonia (the Client) having its principal place of
business at Gigo Mihajlovski St No.3, 1000 Skopje, Republic of Macedonia and [insert Consultants
name] (the Consultant) having its principal office located at [insert Consultants address].

WHEREAS, the Client wishes to have the Consultant performing the services hereinafter referred to,
and
WHEREAS, the Consultant is willing to perform these services,
NOW THEREFORE THE PARTIES hereby agree as follows:
1. Services

i.

The Consultant shall perform the services specified in Annex A,


Terms of Reference and Scope of Services, which is made an
integral part of this Contract (the Services).

ii.

The Consultant shall provide the personnel listed in Annex B, Cost


Estimate of Services, List of Personnel and Schedule of Rates to
perform the Services.

iii.

The Consultant shall provide the services in the manner described in


their Technical Proposal included as Annex C unless agreed otherwise
with the Client.

2. Term

The Consultant shall perform the Services during the period commencing
[insert start date] and continuing through 31st December 2012 or any other
period as may be subsequently agreed by the parties in writing.

3. Payment

A.

Ceiling
For Services rendered pursuant to Annex A, the Terms of Reference,
the Client through Sida shall pay the Consultant an amount not to
exceed a ceiling of [insert ceiling amount]. This amount has been
established based on the understanding that it includes all of the
Consultants costs and profits as well as any tax obligation that may be
imposed on the Consultant. The payments made under the Contract
consist of the Consultant's remuneration as defined in sub-paragraph
B below and of the reimbursable expenditures as defined in subparagraph C below.

44

B.

Remuneration
The Client through Sida shall pay the Consultant for Services
rendered at by the experts included in the technical proposal at the
rate(s) per working day given in the financial proposal in accordance
with the rates agreed and specified in Annex B, Cost Estimate of
Services, List of Personnel and Schedule of Rates.

C.

Reimbursables
The Client through Sida shall pay the Consultant for reimbursable
expenses, which shall consist of and be limited to:

D.

(i)

International air travel (least cost economy return to/from


Skopje), accommodation in the Republic of Macedonia the
Republic of Macedonia, and per diem subsistence in Kosovo.

(ii)

The cost of experts provided by the Swedish Farmers


Federation (LRF)
Payment Conditions
Payment shall be made by Sida in SEK not later than 30 days
following submission of invoices in duplicate to the Coordinator
designated in paragraph 4.
Interim payments will be made at monthly intervals up to a maximum
of 90% of the contract value.
The balance of the Contract Amount will be payable on completion of
the contract

4. Project
Administration

A.

Coordinator
The Client designates Ms Marija Gjoseva-Kovacevic as the Clients
Coordinator; the Coordinator shall be responsible for the coordination
of activities under the Contract, for receiving and approving invoices
for payment, and for acceptance of the deliverables by the Client.

B.

Timesheets
During the course of their work under this Contract, including field
work, the Consultants employees providing services under this
Contract will be required to complete timesheets or any other
document used to identify time spent, as well as expenses incurred, as
instructed by the Project Coordinator.

C.

Records and Accounts


The Consultant shall keep accurate and systematic records and
accounts in respect of the Services, which will clearly identify all
charges and expenses. The Client reserves the right to audit, or to
nominate a reputable accounting firm to audit, the Consultants records
relating to amounts claimed under this Contract during its term and any
extension, and for a period of three months thereafter.

5. Performance
Standard

The Consultant undertakes to perform the Services with the highest standards
of professional and ethical competence and integrity. The Consultant shall
promptly replace any employees assigned under this Contract that the Client
considers unsatisfactory.

45

6. Confidentiality

The Consultants shall not, during the term of this Contract and within two years
after its expiration, disclose any proprietary or confidential information relating
to the Services, this Contract or the Clients business or operations without the
prior written consent of the Client.

7. Ownership of
Material

Any studies, reports or other material, graphic, software or otherwise, prepared


by the Consultant for the Client under the Contract shall belong to and remain
the property of the Client. The Consultant may retain a copy of such
documents and software.

8. Consultant Not to
be Engaged in
Certain Activities

The Consultant agrees that, during the term of this Contract and after its
termination, the Consultants and any entity affiliated with the Consultant, shall
be disqualified from providing goods, works or services (other than the
Services or any continuation thereof) for any project resulting from or closely
related to the Services.

9. Insurance

The Consultant will be responsible for taking out any appropriate insurance
coverage.

10. Assignment

The Consultant shall not assign this Contract or Subcontract any portion of it
without the Client's prior written consent.

11. Law Governing


Contract and
Language

The Contract shall be governed by the laws of Sweden and the language of
the Contract shall be English.

12. Dispute
Resolution

Any dispute arising out of this Contract, which cannot be amicably settled
between the parties, shall be referred to adjudication/arbitration in accordance
with the laws of the Clients country. In the case of a Contract entered into with
a foreign Consultant, Any dispute, controversy or claim arising out of or
relating to this Contract or the breach, termination or invalidity thereof, shall be
settled by arbitration in accordance with the UNCITRAL Arbitration Rules as at
present in force.

FOR THE CLIENT

FOR THE CONSULTANT

Signed by ____________________

Signed by ____________________

Title: ________________________

Title: ________________________

46

LIST OF ANNEXES
Annex A:

Terms of Reference and Scope of Services

Annex B:

Cost Estimate of Services, List of Personnel and Schedule of Rates

Annex C:

The Consultants Technical Proposal

47

Place and date SECTION 6

UNDERTAKING BY SIDA TO PAY FOR CONSULTING SERVICES

UNDERTAKING BY SIDA TO PAY FOR CONSULTING SERVICES REGARDING THE


CONTRACT BETWEEN

NAME OF CLIENT hereinafter referred to as the Client

and

NAME OF CONSULTANT hereinafter referred to as the Consultant

This undertaking refers to the contract for consulting services between the Client and the
Consultant dated STATE DATE, hereinafter referred to as the Contract.

All words and expressions in this undertaking shall be interpreted in accordance with the
definitions set forth in the Contract, unless such interpretation is obviously contrary to the
purpose of this undertaking. In case of discrepancies between the Contract and this
undertaking, this undertaking shall prevail.

SIDAS UNDERTAKING

Sida has no objection to the Contract and hereby undertakes to make payments according to
the Contract within the Ceiling Amounts stated the below.

Ceiling Amount for Fees:

SEK 1 590 000

Ceiling Amount for Reimbursable Costs:

SEK

410 000

Sida will not pay amounts exceeding the Ceiling Amounts.

CONDITIONS

The following conditions shall apply for Sidas undertaking.

48

1. A valid agreement shall be in force between Sweden and the Country, under which
sufficient funds are made available to permit requested payment. Should such agreement
be terminated, Sida shall immediately inform the Consultant thereof.
2. The Contract shall be in force and Sida shall have given any required no-objection and
approval, as provided for in the Contract.
3. Invoices shall be made in accordance with the provisions of the Contract and be sent to
Sida NAME AND ADDRESS OF RESPONSIBLE OFFICER AT Sida.
4. The Client shall send to Sida, to the above stated person, the approval of the invoices.
Sida shall pay the invoices within thirty (30) days of receipt of the approval of the Client. If
the Client does not approve an invoice, or does not inform Sida within the time period
stated in the Contract of whether it approves the invoice or not, Sida shall immediately
inform the Consultant thereof. Should Sida, without due cause, not make payments in
due time, the Consultant is entitled to request interest on arrears according to the
Swedish Interest Act (Rntelag 1975:635)
5. Payment by Sida shall not be construed to mean that Sida is of the opinion that the
invoiced amount is in conformity with the Contract. It is the responsibility of the Client and
the Consultant to implement and interpret the Contract. However, Sida reserves the right
to withhold payments if Sida is convinced the Consultant is in breach of the Contract.
Sida also reserves the right to reclaim any amounts paid in case of the Consultants
misuse of funds or otherwise material breach of the Contract. Any such claim shall be
settled in accordance with the provision on dispute settlement procedure in the Contract.
6. This undertaking shall be finally withdrawn [date six months after the termination of the
Contract] and shall no longer be valid after that date.
7. This undertaking shall be governed by the substantive laws of Sweden without regard to
its conflict of laws rules.

For and on behalf of Sida

.
Signature
.
Name clarification and title
.
Place and date

49