CCPS SOW_Updated November 2021.docx

SECTION C – DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1. Scope The Government of the United States of America, via the Millennium Challenge Corporation (MCC), and the Solomon Islands Government (SIG) expect to sign a Threshold Program Grant Agreement (Grant Agreement) in 2021 totaling USD $20 million to support a four-year program with the objective of implementing policy and institutional reforms that lead to a reduction in poverty through economic growth in Solomon Islands. The four-year timeline for this program is expected to begin in December 2021. The Solomon Islands Threshold Program (“The Program”) consists of two projects: the Accessing Land for Tourism Investment Facilitation (ALTIF) Project and the Forest Value Enhancement Project (FoVEP).

In order to implement these two projects, MCC is seeking a Cross-Cutting Program Support (“CCPS”) contractor to execute four cross-cutting programmatic activities, and one optional activity related specifically to the ALTIF project. There is expected to be a degree of synergy across the four activities, meaning that none of the four activities will be fully independent or siloed from one another. The optional activity will be executed by MCC at a later date if deemed appropriate. The four programmatic activities, the additional optional activity and program closure are described as follows:

· Facilitated Governance Reform (FGR) Support: The required facilitated governance reform support involves creation and management of a highly participatory problem-solving process which cuts across both the ALTIF and the FoVEP projects. It will involve coordinating across both projects, addressing issues that arise, and adapting solutions to fit the local context. Problem Driven Iterative Adaptation (PDIA) is one facilitated governance reform approach that may be appropriate for this activity, but MCC is receptive to similar approaches. The objective of this activity is not to provide solutions, but rather to facilitate teams of local actors to work together, identify solutions, and make progress towards addressing the complex problems that inhibit meeting the overall program objectives. MCC expects the contractor to be able to provide or procure technical expertise on an as needed basis and when local teams clearly articulate needs and demand. (See Section C.5.1.)

· Active Program Monitoring Hub Support: In addition to recording outputs and monitoring reform progress as part of the FGR efforts described above, the contractor will also serve as a hub for active program monitoring of the overall objectives of the Program. Specifically, the contractor will review the Monitoring and Evaluation (M&E) plans submitted by MCC’s ALTIF and FoVEP implementing partners and integrate them into a single M&E Plan for submission to MCC and will report quarterly on key performance indicators to be defined therein. Moreover, the contractor will establish an active, collaborative approach to monitoring the larger results of the Program, most notably in relation to the reform objectives of the ALTIF and FoVEP FGR Activities. (See Section C.5.2.)

· Meeting and Administrative Support: The required meeting support will be associated with the planning and execution of meetings for (i) the Advisory Council which will be comprised of senior Solomon Islands leadership to provide cross-governmental coordination for the Program (meeting annually, with some additional ad hoc meetings, as needed); and (ii) the Solomon Islands Futures Circle which will be comprised of influential non-governmental Solomon Islanders whose participation would support the overall objectives of a successful MCC engagement in Solomon Islands (with bi-annual meetings, as well as ad hoc meetings, as needed). Aside from organizing meetings for these two groups, they will be a need to organize public outreach events or meetings in support of the Program objectives on an ad hoc basis. The contractor will also administer domestic and international travel for Solomon Islands officials and program participants to support capacity building and participation in MCC College events. (See Section C.5.3.)

· Communications Support: The required strategic communications support aims to ensure that the Solomon Islands public is well and accurately informed about the objectives, progress, and achievements of the Program. (See Section C.5.4.)

· Optional Activity – Disbursement of Blended Finance Funding: Disburse blended finance funding when identified as necessary and appropriate to support an investor and transaction under the ALTIF project. (See Section C.5.5.)

· Optional Activity -- Program Closure: MCC anticipates a period of up to 90 days for the Contractor to complete tasks associated with program closure. (See Section C.5.6.)

A more detailed description of the services that compose the CCPS contract is provided in Section C.5. Organizations are encouraged to consider subcontracting and teaming arrangements if necessary to fulfill all requirements.

C.2. Program Background The proposed Program seeks to assist the SIG in addressing two major constraints to economic growth: inability to access land for investment in the tourism sector and ineffective natural resource management in the logging sector. The Program will address these constraints through two projects: the Accessing Land for Tourism Investment Facilitation (ALTIF) Project and the Forest Value Enhancement Project (FoVEP). The objective of the ALTIF Project is to address the land access and investment facilitation issues that have prevented Solomon Islands from realizing its potential in tourism, one of the country’s main growth opportunities. The objective of FoVEP is to generate more reliable, sustainable benefits from Solomon Islands’ forest resources.

C.2.1. Accessing Land for Tourism Investment Facilitation (ALTIF) Project C.2.1.1. Background Tourism provides one of the main opportunities for job creation in Solomon Islands. Solomon Islands’ tourism industry, however, remains in a fledgling state, made up mostly of small family and community run operations catering to guests seeking a backpacker or eco-adventure type experience. Growing this sector faces several challenges. Securing land for investment is a critical challenge. Investors must gain both formal license from the government to use registered land as well as agreement from neighboring communities that their use of land is legitimate (social license). A poor investment climate and lack of capability among key government institutions creates impediments for new investors seeking to enter the country. Additionally, during the COVID-19 pandemic, tourism globally has been in decline, posing additional challenges to the tourism sector. Substantial recovery and growth of tourism in the Pacific is expected in 2022.

To address these constraints the ALTIF project will have three activities. First, a land activity will identify registered land parcels that have potential to attract tourism investment and assist investors to negotiate secure access to that land while maximizing local community benefits (through social license agreements). Second, an investment facilitation activity will engage the investor community to promote investment opportunities, vet potential projects for suitability, and facilitate interaction with the SIG through financial close.

The third and final activity within the ALTIF project is the Facilitated Governance Reform (FGR) component. The objective of this activity is to provide a governance structure for the ALTIF Project that builds capabilities of the SIG and facilitates the implementation of reforms that are identified during implementation of the overall ALTIF project. The approach will employ facilitated governance techniques, such as those of the Problem Driven Iterative Adaptation (PDIA) approach developed at Harvard University for building government capability (Note: The Problem Driven Iterative Adaptation approach to facilitated government reform is an example of an approach that contractors may use to achieve the reform objectives. MCC encourages contractors to propose other approaches to facilitated government reform if they are more appropriate to the situation and can better achieve the stated objectives.). The outcome of this activity will be to strengthen the ability of the SIG and community stakeholders to achieve the desired outcomes of the other two activities in a way that promotes country engagement, ownership, and sustainability of the project outcomes.

C.2.1.2. Implementation Arrangements For the three activities to be conducted under the ALTIF project, MCC expects to engage three organizations to implement the project (See Section C.2.1.3). The community-facing activities are expected to be implemented by an organization with extensive experience working with communities in the Solomon Islands on issues related to land and natural resource management, community governance and decision making, and gender equality and youth initiatives. The land identification and investment transaction support work are expected to be undertaken by a public international organization entity with expertise in tourism investment promotion. A third organization, the subject of this procurement, will collaborate with the other program implementers while facilitating task forces and working teams of government officials and/or relevant stakeholders.

C.2.1.3. ALTIF Facilitated Governance Reform (FGR) Activity – Participating Organizations The ALTIF project will support the government to establish a Tourism Investment Task Force composed of high-level Solomon Islands government and/or tourism officials to oversee the project. The Task Force will convene quarterly to set priorities, coordinate the work of government ministries/ agencies, and solve problems that rise to their level. For issues that are identified as a priority by the Tourism Investment Task Force, the Task Force will also nominate or assign officials to participate in working teams to address the problems. These working teams will operate under the authority of the Task Force and will meet regularly (weekly or bi-weekly) to make progress on the identified issues and to solve complex problems. While the working teams are likely to evolve, initially at least two teams are expected to be formed – one focused on land and community-facing issues and another focused on the investment process and investor-facing issues. Working teams will be composed of government officials and additional stakeholders as appropriate.

C.2.2. Forest Value Enhancement Project (FoVEP) C.2.2.1. Background The Solomon Islands forest sector accounts for more than half of Solomon Islands’ total export value and provides more than 20 percent of the government’s tax revenue. However, mismanagement of the sector leads to underreporting on as much as US USD $100-150 million worth of logging exports and undermines the shared prosperity that should result from the sustainable use and equitable sharing of benefits derived from the country’s natural resources. The current status of forest sector regulatory enforcement creates disincentives for effective reforms, constrains the generation and equitable sharing of forest sector revenue at the local and national levels, and has been insufficient to prevent environmental damage caused by unsustainable logging practices. In this context, the Forest Value Enhancement Project (FoVEP) seeks to generate more reliable, sustainable benefits from Solomon Islands’ forest resources by (i) attenuating negative environmental impacts associated with extractive forest management practices, (ii) increasing and more equitably sharing the community and national revenues from forest resources, and (iii) achieving a more balanced regulatory and enforcement regime between logging and non-logging uses of forests.

The FoVEP project consists of two activities. The first activity will facilitate community-based forest and land management supported by a market-based Payment for Ecosystem Services (PES) program in participating project locations (“PES Activity”). The second activity will facilitate a multi-stakeholder policy and institutional reform (PIR) process utilizing a facilitated governance reform approach such as PDIA (“FoVEP FGR Activity”). The anticipated result of the PES Activity is the incorporation of at least 6,000 hectares of forest in validated PES programs and corresponding social, environmental and financial benefits in participating jurisdictions. These benefits provide an important foundation for the policy and institutional goals of the FoVEP FGR Activity as PES project site representatives are expected to be active participants in the reform teams structured to address policy and institutional reform issues. The PES program locations will provide a link between alternative forest management solutions at the local scale (PES Activity) and opportunities to improve the scalability and institutionalization of those solutions at the provincial or national level through policy and institutional reform and mobilization of political constituencies supportive of forest sector reform (FoVEP FGR Activity).

C.2.2.2. Implementation Arrangements MCC will implement the two FoVEP Activities through two distinct organizations or Program Implementers. (See Section C.3.) For the PES Activity, MCC has initiated discussions with an international non-governmental organization to develop an implementation partnership responsible for the PES components and associated tasks. MCC expects to procure a second organization (the subject of this procurement) to facilitate the policy and institutional reform process of the FoVEP FGR Activity. This organization will coordinate closely with the PES Activity implementation partner but will operate as a distinct entity to facilitate the task force and working teams at each of the three proposed levels of governance engagement. This organization will serve as the primary link between the Solomon Islands Government and the FoVEP project. (See Section C.2.2.3.) Given the anticipated need for technical assistance and support at each level of governance engagement, the CCPS contractor may act as prime contractor for any additional sub-contractors, consultants, or services necessary to fulfill the FoVEP FGR Activity objectives.

C.2.2.3. Facilitated Governance Reform Activity – Participating Organizations The facilitated governance reform process under the FoVEP project will operate at three levels. A FoVEP Task Force will serve as the SIG oversight entity for the FoVEP project and will be responsible for authorizing and supporting the performance of each reform team in alignment with the objectives of the overall FGR process. The second and third levels of the process will consist of the following working groups: a forest governance accountability working group convened at the national level to promote stakeholder engagement, participatory research and civil society engagement for effective forest sector reform opportunities; and forest management working groups convened in each sub-national jurisdiction participating in the FoVEP PES Activity to identify and address structural constraints to improved forest regulation at the sub-national level. Site selection for PES program locations will be determined during program implementation but are not expected to involve sites in more than two provinces; the FoVEP FGR process will therefore facilitate 1-2 forest management working groups at the provincial level, one civil society working group at the national level, and the FoVEP Task Force.

C.3. Program Implementation and Evaluation Partners In order to implement the overall Program, MCC expects to engage six organizations as Program Implementation and Evaluation Partners to implement and evaluate the two projects referenced above.

C.3.1. Implementation Partners

· One organization will support facilitated governance reform (FGR) processes to improve policy development and institutional problem-solving capacity in both the land/tourism and forestry sectors, under the ALTIF and FoVEP projects. In addition, this organization will provide program monitoring, meeting and administrative support, and communications services required by the Program to ensure that stakeholders and the public at large are informed about program results and to facilitate meetings associated with program governance. (This organization is the focus of this procurement.)

· The land identification and investor-facing activities conducted under the ALTIF project are expected to be implemented by an organization with experience and expertise in tourism investment promotion. (It is currently anticipated that this entity will be a Public International Organization (“PIO”).)

· The community-facing activities to be conducted under the ALTIF project are expected to be implemented by an organization with extensive experience working with communities in Solomon Islands on issues related to land, stakeholder engagement, community governance and decision making, and gender equality and social inclusion.

· A fourth organization will design and implement the Payment for Ecosystem Services activity in participating communities under the FoVEP project. (It is currently anticipated that this entity will be an International Non-Governmental Organization.)

C.3.2. Evaluation Partners

· A fifth organization is expected to conduct a high-level Data Quality Review of any data systems which are critical to guiding program implementation. The CCPS contractor is expected to only have minor interaction with this organization.

· Finally, an organization will be commissioned as an independent evaluator of the Program, assessing the degree to which the Program was able to attain the targeted outcomes. The CCPS contractor is expected to interface with the independent evaluator in order to ensure the design of the evaluation incorporates a sound understanding of the Program’s logics and objectives, particularly in relation to the FoVEP and ALTIF FGR activities.

C.3.3. Visual Crosswalk The diagram in Attachment J.1. Project Activities and Partners provides a visual crosswalk between project activities and implementation and evaluation partners.

Program implementation will require close coordination among these six Program Implementation and Evaluation Partners. Elements and specific activities of each project, and the Program as a whole, will overlap and implementing contractors/partners will need to cooperate and coordinate as they complete the tasks associated with their activities.

C.4. Roles and Responsibilities MCC & SIG Responsibilities: The MCC and SIG, along with the contractor, play critical roles in completing the activities of the Program. The MCC and SIG roles are as follows:

1. Millennium Challenge Corporation (MCC): MCC is responsible for oversight of the contractor, including the following specific responsibilities:

a. Contract and supervise the contractor;

b. Conduct quality reviews of all products and deliverables (work plan, reports, etc.);

c. Facilitate public dissemination efforts to inform decision-makers on learning generated by the contractor if necessary;

d. Determine the budget;

e. Provide both operational and technical inputs into the project and its deliverables; and

f. Organize monthly check-ins (via virtual meeting or in person) to check progress.

2. Solomon Islands Government (SIG): The SIG and country stakeholders are responsible for building local ownership and commitment to the Program, and conduct quality control of activities, including the following specific responsibilities:

a. Build buy-in and ownership of the project activities;

b. Review and comment on the progress of the activities being implemented by the Contractor, including reports, deliverables, workplans, etc.;

c. Facilitate and cooperate in obtaining all letters of introduction, permits, consents, and approvals necessary for the successful and timely performance of all aspects of the project that is being implemented by the contractor;

d. To the extent available, provide in a timely manner such other documents, data, or information as may be requested from time to time by the contractor;

e. Ensure a qualified representative of the Government with the relevant technical expertise is available to assist the contractor implement program activities and, as a capacity building measure, assign qualified personnel to work with the contractor on project activities;

f. Inform the contractor of and facilitate access to relevant development partner, industry, and technical meetings in the contractor’s field;

g. Participate in regular tripartite meetings (which may be conference calls) with the contractor and MCC every 30 days, or at such intervals as may be requested, in order to review implementation progress and any issues associated with the contractor’s fulfillment of the project;

h. Ensure that any applicable ministries, agencies, or other entities of the Government required for the successful implementation of the Project activities enter into such further agreements or memoranda of understanding as may be requested by MCC to specify the responsibilities of such Government entities with respect to the project objectives; and

i. Facilitate contractor collaboration with local organizations.

j. Manage social media for the Program.

a. Contractor Responsibilities: The Contractor is responsible for the overall implementation of the stated scope of work, including all tasks and deliverable as defined in Section C.5 Tasks, Section F.3 Deliverables, and Sections F.4 Reporting Deliverables.

C.5. Tasks

C.5.1. Facilitated Governance Reform (FGR) Activity

· Task 1: Create FGR Operations Manual: The contractor will develop the “FGR Operations Manual” which will detail the facilitated governance reform (FGR) processes that will be suitable for the context and goals. The approach outlined in the document should be produced through collaboration with SIG, and SIG approval of the document will be requested through each respective project Task Force. Input and collaboration from other implementing partners (for example, the PIO as referenced in Task 2) may also be critical. The document should articulate an approach to FGR that is agreed with all partners and outlines aspects including the following:

· Details of the Task Force meetings including frequency, location, and membership of the task force will be established, although these can be adapted through the program lifecycle as appropriate.

· A process for periodically assessing working group performance, including measures to address under-performing working groups or lack of participation.

· A process to track and demonstrate satisfactory performance of FGR tasks associated with working group meetings, coaching and facilitation, including progress and performance indicators and reporting methods (See Section C.5).

· A process for approval and provision of technical assistance funding (Task 8, 13) that ensures funding is used cost-effectively to address important bottlenecks and is demand driven by SIG. Deliverables from the technical assistance should be articulated as part of the approval process.

· A process for approving travel needs of individuals (e.g., SIG officials, Task Force or working team members) that are engaged in multiple activities under ALTIF and FoVEP, (to be funded through Task 21) that ensures travel is necessary and appropriate.

· A process to ensure compliance with applicable policy and regulatory requirements, including MCC Gender Policy, MCC Environmental Guidelines, and MCC fiscal standards.

· Task 2: Develop a four-year Stakeholder Engagement Plan that includes a communications strategy to provide public information in Solomon Islands related to the progress, objectives, and results of the FGR Activity. The Stakeholder Engagement Plan will also be provided to MCC for further coordination. Conduct Pro-active Communications relevant to the FGR Activity and, as needed, the contractor is expected to cooperate with MCC and other implementing partners/contractors to implement the Stakeholder Engagement Plan.

C.5.1.1. ALTIF Project Based upon the organizational framework described in Section C.2.2.3. Facilitated Governance Reform Activity – Participating Organizations, the contractor will facilitate the work of both the Task Force and working teams. These teams will enhance the ability of the SIG to have engagement, oversight, and ownership in the ALTIF project. The teams will drive policy and institutional reforms that can streamline the investment process. This will require continued problem identification and finding practical solutions to address them. The contractor will facilitate this through, for example, employing tools that help teams to break down problems, find entry points for action, brainstorm to identify practical solutions, and provide basic task management to ensure progress.

The following assumptions should be used for the operations of the Tourism Investment Task Force and working teams:

For Tasks 3-8 below, the Contractor shall assume the following estimates for the sequence, start date, and location of required meetings and associated deliverables:

· Tourism Investment Task Force: Quarterly meetings in Honiara; Years 1-4.

· Investment facilitation working group: Weekly or bi-weekly meetings depending on current workflow needs; Years 1-4.

· Land identification working group: Weekly or biweekly meetings depending on current workflow needs; Years 1-4.

Note these working groups are notional; the exact working groups to be established under the ALTIF project will be co-determined by the task force in response to current needs of the Program.

The contractor will conduct the following tasks associated with the ALTIF FGR Activity:

· Task 3: Coordination across other ALTIF Project Activities and Implementing Partners: Other project implementers (as described in Section C.3. Program Implementation and Evaluation Partners) will play important roles in identifying problems and helping craft solutions. For example, the PIO partner conducting land identification and investor-facing activities will have significant expertise in outreach to investors and tourism investment as well as in-depth local knowledge of the context in Solomon Islands. However, the PIO will be focused on facilitating specific transactions, rather than on building the governance capabilities and implementing governance reforms that can improve the overall investment process into the future. Yet the PIO’s work and expertise will help to identify key bottlenecks and prioritize actions for governance reform teams to be facilitated by the contractor. Thus, it will be important for the contractor to be aligned with other implementors as well as the Tourism Investment Task Force.

· Task 4: Coaching for the Tourism Investment Task Force: While some problem identification and solution development has already been done, additional attention to problem definition and solution brainstorming will likely be necessary as new issues arise during the life of the project. The contractor will facilitate workshops to break down problems as necessary, using tools such as Ishikawa diagrams and other approaches as appropriate to find targeted solutions.

· Task 5: Coaching for ALTIF Working Teams: The contractor will convene and facilitate regular (weekly or bi-weekly) meetings to complete work planning, assess team progress, identify impediments, and facilitate problem solving as necessary. Regular check points are critical to ensuring that impediments are identified as soon as possible, and that rapid iteration and adaptation strategies can be deployed to overcome them. Thus, it is important that the contractor regularly records progress as identified in the next bullet. While the contractor is not expected to provide day to day support to working-level team members, in some cases the contractor will provide support to individual team members between team meetings when necessary to move the project forward or address particularly challenging obstacles.

The exact activities and issues to be addressed by various working teams will be identified through the work of the task force and will evolve over the life of the Program. Illustrative examples are facilitating the SIG to build the following capabilities:

· Create and implement a procedure for tendering leases on publicly held lands.

· Improve SIG’s ability to budget and execute travel for SIG officials, especially as related to the travel needs for investment facilitation.

Some challenges may require additional outside expertise or other capabilities that the working level team does not currently have. The contractor will make these resources available to the team as described in Task 8.

· Task 6: Communication between Task Force and Working teams: Ensure that actionable information from each working-level team flows up to the Task Force as necessary, and that the priorities and decisions from the Task Force are clear to working teams.

· Task 7: Record Progress: The contractor will initially provide a Monthly Progress Report of the ALTIF FGR process described in Tasks 3-8. After 6 months, this report will be provided as a Quarterly Progress Report. Through the monthly/quarterly report, the contractor will maintain well-organized documentation on the progress of Tasks 3-8. Specifically, the contractor will maintain well-organized documentation of working-level team meetings, take meeting minutes of Task Force meetings, and documentation of issues and progress made between meetings. At a minimum, this report will include: (1) key tasks identified, (2) impediments, (3) decisions made, (4) actions taken, (5) results of actions, and (6) technical assistance progress results and/or proposals. The contractor will use this information to update key aspects of the problem definition and/or program logic when necessary. This report will support working team progress and task force decisions. The report will also be delivered to MCC staff to provide MCC with routine progress reports on the FGR process. Information from this report will also be used for the Active Program Monitoring Hub (Section C.5.2). The contractor shall maintain supporting documentation not included in progress reports, such as meeting minutes and participation lists for all activities, and shall make them available, if necessary, upon request by MCC.

· Task 8: Provide Technical Assistance Resources to Teams, including Additional Technical Expertise as Needed: Working teams within the SIG may encounter a variety of challenges in the course of their work. Upon approval from MCC, the contractor will make resources available to working level teams in order to overcome obstacles that arise. These resources may come in the form of targeted training, data collection, studies, etc. Additional, on the ground, technical experts may also be funded through this task if necessary. As an example, technical assistance resources may be in the following areas (not an exclusive list): expertise in streamlining investment procedures such as establishing a single window; legal or other expertise needed to help structure investment transactions -- including expertise on structuring the use of blended finance funding that may be available to support the investment; investor education on issues specific to Solomon Islands. Note that while technical expertise to identify and design a blended finance transaction is covered under this task, actual disbursement of blended finance funding falls under the optional Disbursement of Blended Finance Funding activity.

Any additional resources must be focused on addressing key impediments to progress. The contractor should seek to minimize the use of technical expertise whenever possible in favor of fostering problem solving within the SIG working teams and avoid unnecessary dependence on technical assistance. In accordance with Task 1, developing the FGR Operations Manual, the contractor will be expected to develop a process for approving technical assistance that will help ensure such assistance does not substitute for locally driven problem solving. As part of this process, the specific deliverables and timelines for each piece of technical assistance will be articulated. For a case where additional technical expertise becomes necessary, an example of the process could be as follows: the contractor will facilitate the team to articulate the need for technical expertise and present its request to the Tourism Investment Task Force for review and concurrence. Then MCC will make a determination for final approval and the contractor will work to make the resources available to the working teams.

ALTIF technical assistance will not exceed USD $1,770,000 over the four-year program term. The contractor should view this amount as an upper limit, and actual expenditures may be significantly less. MCC will determine an appropriate value for technical assistance each year of the program depending on demand from the Tourism Investment Task Force and the suitability of other implementing partners to provide the needed technical assistance. The technical assistance will be administered according to the procedures to be established in the FGR Operations Manual (Task 1).

C.5.1.2. FoVEP Project The contractor will perform similar tasks as described above for the FoVEP project. Based upon the organizational framework described in Section II.B.3. (Facilitated Governance Reform Activity – Participating Organizations), the contractor will initiate, facilitate, and support the FoVEP Task Force, a national civil society forest governance accountability working group, and two provincial-level forest management working groups. The contractor will use a facilitated governance reform methodology to support each working group identify, develop, and incrementally test and evaluate practical solutions to address FoVEP project objectives. This will require continued problem identification and finding practical solutions to address them combined with a limited amount of highly-focused technical assistance. The contractor will facilitate this through, for example, employing tools that help teams to break down problems, find entry points for action, brainstorm to identify practical solutions, and provide basic task management to ensure progress.

The following assumptions should be used for the operations of the FoVEP Task Force and working teams:

For Tasks 9-14 below, the Contractor shall use the following estimates for the sequence, start date, and location of required meetings and associated deliverables:

· FoVEP Task Force: Quarterly meetings in Honiara; Years 1-4.

· Civil Society Working Group: One meeting every other month in Honiara; Years 2-4.

· Technical Forest Management Working Groups: monthly meeting (in addition to ad hoc meetings as needed) in 2 participating provincial capitals; Years 2-4.

The contractor will perform all tasks described under Section C.5.1.1 to address FoVEP-specific reform issues as follows:

· Task 9: Coordination across other FoVEP Activities and Implementing Partners (as described in Section C.3 Program Implementation and Evaluation Partners). The FGR contractor will serve as the primary point of coordination between FoVEP implementation partners, including the SIG FoVEP Task Force and the Activity 1 (PES) service provider. By accomplishing the activities described below, the FGR contractor will facilitate the exchange of information between the Activity 1 service provider, each level of the FGR process, and the SIG FoVEP Task Force. Representatives from FoVEP Activity 1 shall participate in each of the three levels of FGR working groups and will play important roles in identifying problems and helping craft solutions. The FGR contractor will remain in close coordination with the FoVEP Activity 1 implementation partner and the SIG FoVEP Task Force to facilitate information exchange, identify and implement opportunities to support cross-activity FoVEP objectives, and serve as a link between each level of the FGR process.

· Task 10: Coaching for the FoVEP Task Force: The contractor will convene and facilitate quarterly meetings of the FoVEP Task Force to complete work planning, assess team progress, identify impediments, and facilitate problem solving as necessary. While some problem identification and solution development has already been done (see list below under Task 14 for preliminary priorities), additional attention to problem definition and solution brainstorming will likely be necessary as new issues arise during the life of the project. The contractor will facilitate workshops to break down problems as necessary, using tools such as Ishikawa diagrams and other approaches as appropriate to find targeted solutions. Through these activities, the FoVEP Task Force will seek opportunities to identify, scale or support policy or institutional reforms in alignment with FoVEP objectives and the work of each FGR working group.

· Task 11: Coaching for FoVEP Working Groups: The contractor will convene and facilitate regular meetings to complete work planning, assess team progress, identify impediments, and facilitate problem solving as necessary in the national-level civil society working group and two provincial-level technical forest management working groups. The civil society working group will seek opportunities for stakeholder engagement, participatory research and constructive engagement in forest sector reform opportunities and will meet on an estimated bi-monthly basis. The provincial-level forest management working groups will identify and address constraints preventing implementation of economically viable PES methods and improved enforcement of forest sector regulations in participating project jurisdictions. The contractor will provide coaching and support to both levels of FGR working groups, but is not required to be present for all provincial-level working group meetings as long as methods are in place to monitor progress and provide necessary support. Regular check points are critical to ensuring that impediments are identified as soon as possible, and that rapid iteration and adaptation strategies can be deployed to overcome them. Thus, it is important that the contractor regularly records progress as identified in the next task.

· Task 12: Communication between Task Force and Working Groups: Ensure that actionable information from each working group flows up to the Task Force as necessary, and that the priorities and decisions from the Task Force are clear to each respective working group.

· Task 13: Record Progress: The contractor will initially provide a Monthly Progress Report of the FoVEP FGR process described in Tasks 9-14. After 6 months, this report will be provided as a Quarterly Progress Report. Through the monthly/quarterly report, the contractor will maintain well-organized documentation on the progress of Tasks 9-14. Specifically, the contractor will maintain well-organized documentation of working-level team meetings, take meeting minutes of Task Force meetings, and documentation of issues and progress made between meetings. At a minimum, this report will include: (1) key tasks identified, (2) impediments, (3) decisions made, (4) actions taken, (5) results of actions, and (6) technical assistance progress results and/or proposals. The contractor will use this information to update key aspects of the problem definition and/or program logic when necessary. This report will support working team progress and task force decisions. The report will also be delivered to MCC staff to provide MCC with routine progress reports on the FGR process. Information from this report will also be used for the Active Program Monitoring Hub (Section C.5.2).

· Task 14: Provide Technical Assistance Resources to Teams, including Additional Technical Expertise as Needed: Each level of working group may encounter a variety of challenges in the course of their work. Upon approval from MCC, and in accordance with the technical assistance funding procedures defined in the FGR operations manual, the contractor will provide or procure highly targeted technical assistance resources to working teams in order to overcome obstacles that arise. These resources may come in the form of targeted training, specific technical expertise, data collection, research studies, etc. (See preliminary prioritization of technical assistance needs below). Any such resources must be highly focused and address a key impediment to progress. The contractor should employ techniques to minimize the use of these resources in order to foster problem solving within the working teams and avoid unnecessary reliance on technical assistance. The contractor will be expected to develop a procedure for incorporation in the FGR operations manual to ensure that such technical assistance does not substitute for local problem solving. For example, in the case where additional outside technical expertise becomes necessary, the contractor will facilitate the team to articulate its needs for such assistance using a standard process, subject to review by the FoVEP Task Force and approval by MCC. This approach ensures that additional resources are available to each working group, while at the same time ensuring local demand and ownership of the solutions.

Any provision of technical expertise or assistance will be demand-driven based on the prioritization of problems and iterative solutions proposed by each reform team. The contractor may propose a phased funding mechanism to guide or incentivize the use of technical assistance/support advisors, studies, data collection, training, or other assistance to meet the FoVEP Activity objectives, as needed and requested by high performing reform teams, subject to MCC approval. For example, annual funding limits may be established to facilitate prioritization of opportunities and manage expectations for such resources. Technical assistance will not be provided to working groups which reflect little or no engagement and commitment to change, as evidenced by the performance assessments of each respective reform team.

The Contractor shall assume a total allocation of USD $810,000 for FoVEP FGR technical assistance, encompassing all technical assistance needs of the FoVEP task force, civil society and provincial-level working groups. The technical assistance funds shall be administered according to the procedures to be established in the FGR Operations Manual (Task 1) and allocated between each of the three levels of FGR working group in Years 2-4. Technical assistance funding will begin in Year 2 of the contract to ensure the Operations Manual is complete, working groups are established, and existing capabilities are utilized prior to the use of technical assistance resources.

The exact activities and issues to be addressed through the tasks above shall be identified and prioritized by participants in each level of the working group process, with input from the FoVEP Task Force. Based on consultation during project design and the preliminary identification of problems and potential solutions, policy and institutional reform opportunities, as well as associated technical assistance, shall be within the following parameters:

· Support PES project designation, management and monitoring (e.g. natural resource accounting, operationalization of PES modalities, support for protected areas trust fund)

· Support for logging sector reform, monitoring and enforcement (e.g. support for georeferenced cadastral databases of forest concessions and related designations, mechanisms for monitoring and enforcement, information sharing, legal assessment)

· Support for the identification or implementation of pathways toward broad-scale harmonized forest management (e.g. supporting analysis to identify and implement opportunities to diversify forest sector benefits and improve regulatory enforcement, including approaches to scale and balance PES or other community-based forest governance approaches with national or provincial management.)

· Research and learning activities, including participatory action research, data collection or analysis, and the dissemination of such research in support of FoVEP objectives, especially those managed by the civil society working group.

In accordance with Task 1, the FGR Operations Manual will outline the process for approving technical assistance. As part of this process, the specific deliverables and timelines for each piece of technical assistance will be articulated.

C.5.2. Active Program Monitoring Hub Activity The CCPS contractor is expected to consolidate performance monitoring information in order to fully understand the Program’s objectives and, eventually, to deploy active monitoring efforts to track how the Program’s various efforts are contributing to the established reform objectives.

Note: while the contractor will play a role in ensuring certain aspects of MCC and the Government’s broader accountability requirements, the CCPS contractor will have no responsibility for, or authority over, other implementing partners’ responsibilities. Rather, the CCPS contractor will be expected to maintain strong collaboration as the contractor’s work will complement that of other implementers.

In effect, the CCPS contractor is expected to play an active leadership role as a “hub” for program monitoring, most notably carrying out the following tasks across both ALTIF and FoVEP:

· Task 15: Theory of Change and Performance Mapping: The Contractor will be expected to review existing Program Logic and Theory of Change documents as a basis for meeting with Program implementors, making any necessary adaptations/revisions to match the current status of program design. Work with implementing partners and contractors to review and develop indicators which measure outputs/outcomes in the aforementioned theory of change. Define the performance indicators to be monitored along with their baselines and targets. Ensure that monitoring indicators are relevant to project management needs and that critical risks and assumptions are tracked, as appropriate.

· Task 16: Compilation of Threshold-wide M&E Plan: Work with each Program Implementation Partner described in Section C.3 to compile a Threshold-wide M&E Plan, in accordance with MCC’s Policy for Monitoring and Evaluation and in coordination with MCC and relevant stakeholders (Note: MCC’s policy can be found at https://www.mcc.gov/resources/doc/policy-for-monitoring-and-evaluation). The goal of this M&E Plan is not to prescribe rigid performance indicators but rather to understand and document the respective reform objectives of each Program Implementation Partner and help ensure that the iterative reform efforts under Tasks 1-14, above, FGR Activity’s implementation has have an all-of-program coherence across both ALTIF and FoVEP’s FGR Activities. Related to the following two tasks, one of the critical functions of the Threshold-wide M&E Plan is for the CCPS contractor and each Partner to collaboratively specify their plans for delivery and compilation of program monitoring information, including but not limited to each Partner’s regular program implementation reports, indicator tracking tables, and other deliverables relevant to the active monitoring of Program’s implementation.

· Task 17: Field Monitoring and Observation: The CCPS contractor will establish a program of proactive field monitoring and observation through which to more actively gain an understanding of the Program’s implementation and the broader constraints to building the capabilities of the Solomon Islands Government in relation to the Program’s identified problems and desired domains of reform.

· Task 18: Quarterly Reporting: Produce a quarterly program monitoring report which compiles both the qualitative observations and challenges in implementation of the Program as well as observed progress on key performance indicators as defined in the aforementioned M&E Plan.

As stated above, the CCPS contractor will not oversee nor have authority over the Program’s other Program Implementation Partners. The goal of this exercise is not one of oversight or rigid performance management, but rather to ensure that the FGR activities are able to take advantage of a fuller understanding of broader program’s activities, which each respectively aim to empower the ALTIF and FoVEP FGR Activities’ reform objectives.

C.5.3. Meeting and Administrative Support Activity

· Task 19: Selection and Formation of the Futures Circle: The Futures Circle will be comprised of influential non-governmental Solomon Islanders whose participation would support the overall objectives of a successful MCC engagement in Solomon Islands. The CCPS Contractor will:

· Develop selection criteria for selection of appropriate individuals for Futures Circle participation using the concept papers to be provided by MCC. Provide draft selection criteria to MCC for comment and review. Finalize the selection criteria.

· Using the final selection criteria, develop a list of suggested candidates to serve on the Futures Circle and provide the preliminary candidate list to MCC for comment, review, and finalization.

· Develop preliminary meeting schedule and plan for the four-year term, in coordination with MCC.

· Support the MCC RTD in selecting and inviting individuals to serve on the Futures Circle, including developing materials required for membership and invitation to the Futures Circle. Formalize final list of Futures Circle members.

· Task 20: Meeting and Event Support: The CCPS contractor will provide meeting support to conduct the planning and execution of: (i) one annual Advisory Council meeting; (ii) two Solomon Futures Circle meetings each year; and (iii) other meetings or events, which may include kickoff, promotional and…