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Financial Inclusion and Entrepreneurship Scaling (FInES) Project

Republic of Malawi

Project Implementation Unit

TERMS OF REFERENCE FOR

CONSULTANCY SERVICES FOR PROVISION OF BUSINESS DEVELOPMENT

SERVICES TO DELIVER CAPACITY BUILDING TRAINING PROGRAM TO FIRMS

DEFINED UNDER SUBCOMPONENT 2.1

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Contents

Financial Inclusion and Entrepreneurship Scaling (FInES) project .............................................................. 1

I. Introduction ........................................................................................................................................... 3

II. Objective of the consultancy ............................................................................................................... 3

III. Justification . .................................................................................................................................... 5

IV. Description of SubComponent 2.1 of the FInES project .................................................................. 6

V. Scope of Work ....................................................................................................................................... 8

Phase 1: Preparation and planning ......................................................................................................... 8

Phase 2. Program Image, Website, Communication, establishing partnerships ................................. 10

Phase 3: Baseline Survey ....................................................................................................................... 14

Phase 3 Deliverables: ............................................................................................................................. 20

Phase 4: National screening of applicants with regional coverage .................................................... 20

Phase 5: Component 2.1 Intervention ................................................................................................... 21

Phase 6. Connecting firms with finance ................................................................................................ 25

VI. Phase 7: Grievances and Redressal Mechanism .......................................................................... 26

VII. Phase 8: Monitoring and Evaluation ............................................................................................. 27

VIII. Technical Selection ............................................................................ Error! Bookmark not defined.

IX. Selection ............................................................................................. Error! Bookmark not defined.

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I. Introduction

The Government of Malawi has obtained a credit from the International Development Association

(IDA) which is aimed at increasing access to financial services, promote entrepreneurship and

capabilities of MSMEs in Malawi including addressing Covid-19 implications. The project is

designed to be implemented over a period of 5 years with the entire amount financed by an IDA

loan from the World Bank (WB).

The project is seeking to support firms in the short and medium-term to weather the impacts of the

COVID-19 pandemic, and in the medium and longer-term, to create a critical mass of growth-

oriented firms, boost job creation and enhance economic growth contribution by the private sector.

The project will make financial resources available through a credit line to ensure Micro, Small and

Medium Enterprises (MSMEs) continuously supply essential goods and services to the economy and

to mitigate the risk of failure/bankruptcy. In addition, the project will facilitate opportunities for

MSMEs that have potential for high growth to thrive and grow over the medium-to-long term by

providing training, particularly for women-owned businesses, followed by initiatives to connect

trained firms with market opportunities. Finally, the project is also expected to address some of the

market failures that limit the supply of affordable finance and develop solutions for a more

conducive business environment for dynamic business creation, including building capacity of

institutions and business development thereby sustaining the lending and investment.

This procurement is to support the delivery of Subcomponent 2.1 of the project which forms part of

the broader Component 2; Scaling Entrepreneurship and Building Firm Capabilities. This component

will facilitate the building of firms’ capabilities, with measures to enhance the quality of business

support provided by BDS providers; Component 2 comprises subcomponent 2.1, direct support to

entrepreneurs and subcomponent 2.2, support to the ecosystem including SMEDI.

Other components comprise:

Component 1: Liquidity Enhancement for MSMEs (which aims at increasing the supply of wholesale

financing to the project’s PFIs and scaling lending and/or investments to MSMEs.

Component 3: Enhancing the Enabling Environment for Supporting the Financial Inclusion and Growth

of Entrepreneurs; this component will finance activities to increase use of digital financial services

(DFS) for MSMEs; improve the effectiveness of the credit reference, movable asset registry, and

business insolvency framework and systems; and increase financial literacy and consumer protection.

Component 4: Project Implementation Support; Funds under this component will be used to meet the

costs of the Project Implementation Unit (PIU) in its capacity as the implementing entity, including

costs related to fiduciary and safeguards aspects and monitoring and evaluation (M&E)

For the implementation of Subcomponent 2.1, the Government of Malawi is seeking to commission

a Service Provider (which may be a consortium) responsible for all aspects of delivery of firm

capabilities covered under this subcomponent. The Service provider should establish a working

relationship with Small and Medium Enterprises Development Institute (SMEDI). This working

relationship is to enable SMEDI to understudy the service provider to ensure sustainability of the

three-pronged training approach post project life cycle.

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Through Subcomponent 2.1, the project will provide training to entrepreneurs and firms, using a

three-stage approach. This training will encompass the development of psychological and technical

skills, followed by measures to connect trainees with market opportunities. Firms’ capabilities will be

enhanced through a graduated approach, with firms that show significant improvements in terms of

their level of awareness and capabilities qualifying as ‘transformative’ enterprises rather than

‘subsistence’ enterprises and moving to the subsequent stages of the program. Concessional loans

will be provided to qualifying firms through Malawi Agricultural and Industrial Investment

Corporation (MAIIC) supported under Subcomponent 1.2, who complete the entire training and

graduate from the program to incentivize participation in the entire programme.

A critical expected outcome of this project is to encourage the participation of women-owned

businesses1. Training programmes will be customized to meet the needs of women-led firms, with

an emphasis on personal initiative skills training in the first stage of the program. Some of the other

topics that may be covered in the life skills training modules are likely to include a combination of

socioemotional skills training and information related to gender-based violence (GBV), returns to

education, job readiness, financial literacy, and cross-cutting topics, such as nutrition and civic

engagement.

Subcomponent 2.1 intervention will lead to increased employment through (i) increased capabilities

for the participating firms enabling their competitiveness and growth; (ii) Connecting firms with

market opportunities to help them with steady demand; (iii) overcoming market failures that lead

to lack of financing available for more entrepreneurial ventures, limited tenor and affordability by

linking firms with financing through component 1 where successful completion of trainings could act

as intangible asset of firms. This means helping potential and existing entrepreneurs to develop

the right business models, skills, networks, and to access financial services and markets – all essential

in building or expanding businesses that generate income, create job opportunities, and contribute

towards economic growth.

The Project is hiring a firm or consortium (Consultant) to support the implementation of subcomponent

2.1, including organizing and designing the awareness and communication campaign, evaluating

the applicants, training the applicants, as well as the assessment of participating firms’ skills at each

stage and determining their “graduation”, and technical assistance for connecting them with markets

and taking them through the financing process.

II. Objective of the consultancy

The Development Objective of the Project is to increase access to financial services, promote

entrepreneurship and capabilities of firms in Malawi including addressing Covid-19 implications.

1 Women-owned businesses are defined as those firms where at least one of the owner is a female.

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This consultancy is aimed at improving firm capabilities and enabling these trained firms to access

markets and finance.

The Project is seeking a firm or consortium (Consultant) to implement all phases of the Component

2.1 of the FInES project, in accordance with the objectives and descriptions of these Terms of

Reference (TORs), and in cooperation with the Project Implementation Unit (PIU), and the World

Bank. The Consultant will provide technical support for all aspects of the implementation of the

Subcomponent 2.1, in accordance with the Guidelines for Procurement of Consulting Services under

IBRD Loans and IDA Credits & Grants by World Bank Borrowers.

The work will be conducted in close cooperation with the PIU, the Ministry of Industry, selected key

stakeholders and World Bank staff to ensure training in all aspects of project management relevant

to the different initiatives. The assignment is required to be completed in 36 months’ utmost and will

cost US$3.5 million. The implementation progress of the assignment will be periodically reviewed

every 12 months from commencement of services, unless otherwise agreed in writing with the PIU

and the World Bank.

Based on the Government of Malawi’s request, a part of sub-component 2.1 would link to

subcomponent 2.2. In this linked task, the service provider would engage with the Small and Medium

Enterprises Development Institute (SMEDI) to help build capacity of the agency in delivering the

business services pertinent to firms in Malawi and more specifically those trainings that are delivered

through the different stages of sub-component 2.1. This working relationship is to enable SMEDI to

understand the service provider’s training material, organization and management structure and to

ensure the sustainability of the three-stage training approach post project life cycle. This does not

entail that SMEDI will be involved in implementing the program in component 2.1 but that SMEDI

staff will be trained on specific business development services, be exposed to the organization and

management practices of the service provider. This would allow them to develop capacity beyond

the life cycle of the project. The service provider must express interest in building capacity for

SMEDI and a detailed plan for doing so.

The budget for this task will be $200,000, which will be stretched beyond the envelope of sub-

component 2.1.

III. Justification

The Project requires that company or consortium (Consultant) be hired to implement all stages of

Subcomponent 2.1 of the FInES project, in accordance with the objectives and descriptions of these

Terms of Reference (ToR) and, in collaboration with the Department of SMEs in the Ministry of

Industry, the PIU and the World Bank. The Consultant will provide technical support in all aspects

of the implementation of Component 2.1 of the FInES project, in accordance with the Guidelines for

Contracting Consulting Services under IBRD Loans and IDA Credits, as well as Bank Borrowers'

Grants Worldwide.

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IV. Description of Subcomponent 2.1 of the FInES project

The intervention in subcomponent 2.1 will have three phases:

Stage I: Building firm capabilities – entrepreneurship training

Stage 1 will involve the delivery of entrepreneurship training to a large number to firms such that 1500 of the eligible firms are able to complete this stage of the training program over the life of the project. The entrepreneurship training is intended to give recipients a sound understanding of how to run their business, and to build their self-awareness and confidence.

It is expected that the training would include material on the key aspects of business planning and

management (e.g. business planning, financial management, team building, marketing and customer

relations, logistics and general management), and should include personal initiative training (PIT) as

this has been shown to be more impactful on business growth than training that is only focused on

operations. PIT that is intended to encourage entrepreneurs to seize opportunities and grow. The

activities intended to change the aspirations of entrepreneurs by inculcating a mindset of self-

starting behavior, innovation, identifying and exploiting new opportunities, goal setting, planning

and feedback cycles, and overcoming obstacles. This will encourage firms to adopt better practices;

to practice self-discipline; and to take risks to seize growth opportunities. For an example of PIT

see (Togo). https://www.aeaweb.org/articles?id=10.1257/pandp.20181026

In order to maximize impact, it is expected that the training will have a strong ‘action-learning’

approach and participants will have access to expert coaches/mentors who will be experienced in

entrepreneurship, running businesses and hence be able to provide more practical and hands-on

knowledge to implement the training. The project has specific targets for women entrepreneurs,

and so the training will need to ensure the maximum participation by women led firms. In this context,

these trainings will be customized for women led firms both for content and modality. For example,

the training should include materials relevant for female owners by providing information on

opportunities in sectors usually dominated by males, and topics such as dealing with gender-based

violence. In terms of modality, it could arrange for training the husband or male-head of the family

in addition to the female owner, invite coaching by male- and female role models for inspiration,

the trainings should focus on ensuring that they are mentored into leadership roles of their

businesses.

Eligible applicants for the program in subcomponent 2.1 are expected to be established businesses

at least one-year-old, and with more than four employees. There are be some minimum targets for

women led firms that will be agreed upon during the course of the project.

Participants who ‘graduate’ stage 1 will be eligible for stage 2. This ‘graduation’ will be based

on an assessment of participants including whether they can demonstrate substantial changes in their

mindset and personal initiative, their level of engagement with the training and how they have used

it in their business, and the viability of their business.2 These assessments will be done both prior to

the stage 1 training as well as after the stage 1 training. The assessment toolkit and survey

instrument will be agreed upon and rolled out in consultation with the World Bank.

2 Specialized survey instruments will be deployed to assess the motivation of firms and the impact of the training program on motivation and skills, these will be provided to the Service Provider for utilization.

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Stage II: Diagnostics and action plan preparation

Firms entering Stage 2 will be selected for participation in specific skills development programs

(e.g. management practices, business language, financial literacy, group consulting, digital

upskilling; supply chain management). These needs will be assessed at the conclusion of Stage 1,

and firms will be streamed into the particular course that will address their main impediment to or

opportunity for growth. Towards the end of stage 1, two separate training programs will be

designed in consultation with the World Bank, Ministry of Industry and PIU: One program will be

heavily focused on addressing firm constraints in accessing finance, while the other program will be

focused on addressing impediments in firm’s ability to access markets. Firms will be allocated to one

of the two training programs, based on a fair process, including pre- and post-training assessments

as agreed upon by the PIU, Ministry of Industry and the World Bank. Both groups of firms will

receive one-on one consulting in addressing problems relating to their business practices and

management skills. Although a concrete plan on this stage is not needed as part of this procurement

process, however, demonstrated experience in enhancing firm capabilities through similar programs

is necessary.

The objective of this phase of training is to deepen the capabilities within participant firms, addressing key impediments/opportunities for growth and identifying those participants that would benefit from Stage 3 and/or access to finance offered through the MAIIC.

These applied skills programs will be more focused than the general training of stage 1, and will

incorporate core content on two main areas, access to finance and access to markets. They are

expected to include a mixture of group and individual support, again with a strong action learning

methodology.

Firms that demonstrate improved capabilities because of the Stage 2 training programs will be

offered support in Stage 3. This ‘graduation’ from stage 2 to stage 3 will also be based on an

assessment of participants including whether they can demonstrate substantial improvements in their

technical skills for the type of trainings and coaching they received, that is, their level of

engagement with the training and how they have used it in their business, and the viability of their

business.3 These assessments will be done both prior to the stage 2 training as well as after the

stage 2 training. The assessment toolkit and survey instrument will be agreed upon and rolled out

in consultation with the World Bank.

Stage 3 will support the development of market linkages by enabling the SMEs to interact with

potential buyers.

Once firms are equipped with better capabilities, they will be offered support to grow their markets

by establishing linkages with buyers. The objective of this element is to drive the market expansion

and penetration of participants, resulting in higher sales in new markets.

3 Specialized survey instruments will be deployed to assess the technical skills of firms and the impact of the training program on their technical skills.

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The exact methodology of this offering will be developed by the Service Provider, in consultation

with the World Bank, the Ministry of Industry and PIU, during the implementation of Stages 1 and

2. Although a concrete plan at this stage is not needed as part of this procurement process,

demonstrated experience in enhancing firms’ access to market opportunities (e.g. through various

instruments such as networks) is necessary. A general outline of the range of possible interventions

should be provided. Potential tools include supplier development activities with large local or

international buyers, international marketing and networking, brand building, and the provision of

market intelligence.

Eligible participating firms in subcomponent 2.1 will be able to apply for concessional loans through

MAIIC (supported through component 1). The service provider is expected to provide a detailed

progress report of all the firms successfully completing stage 3 of the program. This report will be

sent to the MAIIC for accelerated provision of financial access.

V. Scope of Work

This section sets out the work to be done and expected outputs from the Consultant related to each

stage in the subcomponent 2.1 of the FInES project.

Phase 1: Preparation and planning

The Consultant will develop detailed plans and strategies for the successful implementation of the

program. Close communication between the Consultant, the Ministry of Industry, the PIU, and the

World Bank will ensure that the program is coordinated and thought through. A monitoring and

evaluation plan will be developed that will collect data along the way and enable following the

applicants. PIU, the Ministry of Industry and the World Bank may also perform due diligence

directly or collect additional data outside of this contract.

An understanding of Malawi’s private sector and potential sources of firm growth is critical for

designing a program that responds to the demand for jobs. Attention to specific constraints of

companies led by women or located in regions with less economic activity should be considered at

this stage.

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During the initial planning phase, the main tasks will be to finalize and operationalize the design

of subcomponent 2.1 in accordance with the program objectives and description provided in the

Terms of Reference. Also, the Consultant should develop an implementation plan for each stage of

screening and selection, including transparent and objective criteria for eligibility and the

preliminary and final rounds of selection. The approach should be cost-effective and reduce the

risk of fraud.

The Implementation Plan will include:

• Analysis of potential areas for business growth in Malawi, based on the results of an

assessment of the constraints faced by companies and on their growth potential, in order to

guide awareness campaigns and other efforts to obtain good applications.

• A comprehensive collection of relevant training modules and materials, including training

materials related to personal initiative skills, business creation, management, financial

literacy, accessing financial markets, product markets, reaching out to buyers/demand

opportunities, expansion of businesses, and relevant soft skills.

• Development of training materials and others as necessary.

• Timeline of activities.

• Subcomponent 2.1 organization plan.

• Logistics plan, physical space, necessary equipment, and other arrangements.

• Instructor recruitment and selection plan and instructor onboarding and training plan.

• Plan for screening firms, selection criteria, and onboarding and training.

• Application forms, instrument for baseline survey, materials, and online application platform.

• Definition of eligibility and performance criteria geared towards their financial viability

and profitability, quality of applicants’ firms; their projected jobs impact; their capacity to

leverage additional resources. The selection will ensure gender balance (50/50) and

inclusiveness metrics of participation of all provinces. The consultant must ensure that a total

of at least 3,500 eligible firms must apply for the program. Eligibility criteria should be as

specific as possible and tied closely to the program and must be agreed upon with the PIU

and the World Bank.

• Plan of implementation for various regions in Malawi that may be impacted by COVID-19,

natural disasters, and conflict. This can influence ways of successfully completing awareness

campaigns, partnerships with local organizations, trainings (assess if possible, electronically),

coaching, internships, and in extreme cases even disbursements of loans.

Phase 1 deliverable:

o 1.1 Operations Manual of the Subcomponent 2.1 and relative templates and forms. The

Operations Manual covers all aspects of program design, outreach, communication, logistics,

and monitoring plan. The Manual must include a clear governance model, integrating lessons

learned from other firm training programs in similar country contexts, and locally, and clear

guidelines on compliance with the project’s environmental and social safeguards, which

should be reflected in the selection criteria. The implementation schedule should explain the

resources and processes that will be used for each phase and activity, as well as list potential

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risks or challenges during implementation. The Operations Manual should also clarify upfront

the screening criteria, information on selected candidates, and disbursement arrangements.

Additionally, it should include first drafts of all forms and templates used for the pre-

selection and screening of participants in the program. Deadline: 4 months after start of

contract.

Phase 2. Program Image, Website, Communication, establishing partnerships

Phase 2a. Program Image, Website, Communication

This phase will include developing the program's image, establishing partnerships, and

implementing a pilot program. There will be overlap in the calendar of these activities with phase

1.

The Consultant will at this stage develop the brand, image, and values of subcomponent 2.1. All

communication and marketing material must be developed at this stage. The name, brand and

image must highlight the strengths of the program and it’s potential. Some of these activities may

be subcontracted (during implementation) by the Consultant to specialized companies.

All the communication strategy including the use of media, social networks, and traditional methods

of communication will be developed. A country roadshow plan, or workshops with or led by partners

should be developed. The communication strategy must be coordinated with the PIU, Ministry of

Industry and the World Bank. The participation of PIU members at regional and national level, and

of other members of local Governments, should be included in the communication plan.

The strategy may include different elements, such as: billboards announcing subcomponent 2.1;

banners on partner institutions, as well as in other relevant places (universities, banks branches, etc.);

traditional advertisement (television, radio, newspapers, etc.); social media (Facebook, Instagram,

WhatsApp, twitter, YouTube); leveraging on media; awareness campaigns led by central

government and district-level authorities; use of influencers on social media; engaging people via

telephone; organizing entrepreneur’s Week in towns, rural areas, etc.; workshops and presentations

of the program in partnership with ecosystem actors (hubs, incubators, co-working spaces, chamber

of commerce etc.); and other relevant institutions (universities, schools, NGOs, banks, etc.).

The main objective of the communication and awareness strategy is to attract candidates to the

program. In particular, the specific objectives of the communication are:

• Organize training and awareness events with strategic actors, based on the Operations

Manual;

• Present the benefits of participating in subcomponent 2.1 intervention;

• Explain the objectives, conditions of access to the program, eligible activities and estimated

timelines;

• Communicate about where to find information, points of receipt of forms, and of receival of

applications in each district;

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• Inform potential candidates about the possibility of receiving guidance;

• Provide communication materials to partners for dissemination; and

• Produce digital content (videos, images, radio clips, etc.)

The communication and dissemination strategy aim to publicize the products, activities, potential,

results and opportunities resulting from the execution of subcomponent 2.1 intervention, as well as

to open communication channels that provide the future sustainability of the program's image. The

dissemination and communication actions will accompany the entire process of implementing the

program. These actions will be as comprehensive as possible, so that messages reach the largest

number of potential beneficiaries. For this purpose, different communication channels will be used

according to the profile of the target audience to which they are intended.

All communications and advertising should direct candidates to a simple and secure website

dedicated to subcomponent 2.1 intervention where interested candidates can register. The

Consultant will be responsible for conceiving and designing the website4 in a simple way and testing

it with users. The website should not only be the main place to obtain all information related to the

subcomponent 2.1 of the FInES project, through which candidates can submit their applications.

Registration booths at partner locations, mobile Apps can also be developed to ensure maximum

participation. The website, however, must disclose the screened and participating firms at each

stage of the program. This information should also be made publicly available.

Applications will be submitted using a form. The Consultant must develop the application form that

must be approved by the PIU and the World Bank. The application form will be available on paper,

as well as through an online system (with scroll-down options where applicable). The Consultant will

be responsible for identifying a way to introduce paper applications into the final database. The

Consultant must indicate a proposal for the documents needed (e.g.: Identity Card) to be attached

to the application.5

Phase 2a deliverables:

o 2a.1 Communication Plan, Brand, and Website. The Consultant must present a detailed

communication plan with details on awareness strategies. The Consultant must design a

website with a unique associated brand and with the identity of subcomponent 2.1. The

Communication Plan, Name, Brand, Image, information pack, Website must be approved

by the PIU and the World Bank. Deadline: 6 months after the start of the contract.

o 2a.2 Application Form. The Consultant must prepare an application form that is simple, but

complete enough to collect sufficient information to know about the firm, as well as to have

the contact details of the candidate and people who know him / her. The form must be

available to fill out online and on paper. The Consultant must indicate a proposal for the

4 With the possibility of subcontracting the technical design of the website as well as the necessary software for its management. 5 Applicant companies do not have to be registered at the application stage (some may be just business ideas), but they must register before receiving cash grants from the program.

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documents (eg: Identity Card) to be attached to the application. Deadline: 6months after the

start of the contract.

Phase 2b. Establishing partnerships to publicize the program

The Consultant will establish multi-level partnerships with strategic actors / partners at the district,

and national level. Partnerships may be formal or informal. They should focus on entities with the

capacity to support subcomponent 2.1 communication and awareness efforts. Formal partnerships

should include a memorandum of understanding. In the Proposal to submit following this Terms of

Reference, costs of mobilizing these partnerships may be considered.

Potential partners may include national state agencies, city, town and district entities, as well as

private sector or business support partners (incubators, accelerators, banks, microfinance institutions,

SACCOs, NGOs, representatives of the private sector, sectorial associations, female business

associations, donor programs, EDM, telecommunications companies, companies with sales outlets

such as petrol stations, etc.).

Within the scope of the communication efforts and support through information sessions and

application forms, there will be different levels of involvement with the partners who will participate

in the communication strategy. For example:

Level 1:

Level 1 partners will be those who will commit to supporting the dissemination of

subcomponent 2.1 of the FInES project, but without the distribution of application

forms.

Level 2:

Partners classified as level 2 partners will be those who will serve as delivery

points for application forms but will not provide a space for holding information

sessions or accessing other resources.

Level 3:

Partners classified as level 3 partners will be those who will serve as points of

collection and delivery of application forms and will also support candidates to

submit applications online. They will support the holding of information sessions

and access to databases of potential candidates. They will also support access to

other resources such as radio, spaces on advertising posters, firm training

programs’ social networks, etc.

Phase 2b deliverables:

o 2b Memorandum of Understandings (MoUs) signed as evidence of Partnerships. The

Consultant will prepare a report on the partnerships established in the context of project

preparation. The report will be supported by the MoUs signed. Specifically, the report

should demonstrate how the consultant will work with existing national SME promotion

agencies. The total number of formal and informal partnerships must be approved by the

PIU and the World Bank. The report should then be updated with lessons learned in terms

of the ability to recruit candidates through these partners. Deadline: 6 months after the start

of the contract.

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Phase 2c. Applications from women entrepreneurs

The Consultant will be responsible for mobilizing women entrepreneurs to apply for subcomponent

2.1 intervention. Several studies indicate that women are less likely to apply and participate in

programs like this, even when they have the competences to do so. The Consultant will work with

associations of women entrepreneurs, NGOs and others, at national and regional level, in order to

increase information about the program, including getting information that at least 40% of the

eligible participants will be women-led companies to encourage high participation.

The Consultant will also work with government and donor-supported programs working on female

entrepreneurship to identify potential groups of companies led by women who may be interested

in participating in the program. Beneficiaries of other World Bank Group or donor programs

including Agriculture Commercialization and Growth Accelerators among other will be included in

this additional mobilization effort.

Various methods of mobilization such as the use of role models will be encouraged at this stage.

Phase 2c deliverables:

o 2c Report on the mobilization process of women entrepreneurs. The Consultant will

prepare a report explaining the number of women who have been contacted to submit

applications, the agreements that were established with female business associations or

sector support organizations, and the expected results of that effort (against the project

milestones). The report should have a profile/list of all agreements signed with women in

addition to the submission of copies of the same. (6 months after the start of the contract).

Phase 2d. Communication and advertising

The Consultant will be responsible for the communication and dissemination campaign including, to

the extent necessary, subcontracting a communication and marketing company, advertisements, etc.

These costs must be included in the financial proposal for this contract. A national awareness raising

campaign will result in applications from at least 3,500 eligible Malawian firms to subcomponent

2.1 program intervention. Promotion of subcomponent 2.1 of the FInES project will be done

nationally and locally, through broadcast media and business networks as established in the

communication strategy developed in 2a.

The Consultant will coordinate, monitor, and organize communication and advertising campaigns,

with a view to ensuring at least 3,500 high-quality candidates, of which at least 40% and 20%

are women-led firms. Applications will be made on paper and online using the form approved in

the first phase. All paper applications must be entered in the database in order to have a complete

list before selection. The Consultant may develop partner support methodologies for candidates to

submit their application online.

After receiving the applications, the Consultant must identify the eligible applications according to

objective data received in the application. These must include (i) be a Malawian national with an

Identity Card attached to the application or other relevant form of identification; (ii) be in operation

for at least one year; (iii) have at least 4 employees; (iii) have the form fully filled out.

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Phase 2d deliverables:

o 2d Applicants database. Database of all submissions received at the end of the application

period. Identification of eligible applications using objective criteria. The database should

be accompanied by a report outlining the achieved deliverables and the information pack

(adverts) developed and used. Deadline: Launch of subcomponent 2.1 intervention is

expected to occur 12 months after the start of the contract. Applicants database must be

available by 9 months after the start of the contract.

Phase 3: Baseline Survey

Once the applicant database is prepared and available the consultant must immediately implement

the baseline survey for at least 3,500 of the eligible participants. If the number of eligible

applicants is substantially greater than 3,500, the PIU and the World Bank can provide the list of

firms to be surveyed, based on a fair assessment process. The consultant may sub-contract another

company for the survey if the skills to deliver is not available in-house. In case, the consultant can

implement the survey, in-house, the team working on implementing the survey should not work on

implementing any stage of the subcomponent 2.1 interventions.

The consultant will be responsible for the following during this phase:

3a Plan for data collection:

Team composition

i. Number of enumerators

ii. Number of field-supervisors

iii. Number of data managers

iv. Qualifications and training of all data collection staff

v. Capabilities to conduct the interviews in local languages

vi. Proficiency in the electronic data server/software recommended by the PIU and the

World Bank

vii. Plan for recruitment of enumerators, supervisors, managers, if any

3b. Baseline survey instrument

i. Preparing a baseline survey instrument, in both the local language and in English, to collect key

variables according to the specifications of the PIU and the World Bank. Key variables expected

to include, but not limited to:

o address and contact information

o location

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o main industry detailed (5-digit classification)

o main product (5-digit classification)

o sales revenue (main product versus others)

o employees (gender, full-time, temporary, unpaid/paid)

o Input usage (details)

o Registration status

o Industrial licensing (and problems thereof)

o Part of an economic zone (details)

o Receive government support (details): tax exemption, import of raw materials and

other well-known government schemes

o Part of agri-business value chain (details)

ii. Collecting information for some of the variables for the last 2-3 years, in consultation with the

PIU, Ministry of Industry and the World Bank. Examples include, sales revenue and total employment

in 2020, 2019, 2018.

iii. Programming an electronic version of the questionnaire using a software approved by the PIU

and the World Bank.

iv. The electronic version of the questionnaire should match exactly the final version of the final

questionnaire approved by the Project’s Technical Working Group.

3c. Training procedures

i. Preparing a detailed training plan including the manual and presentation in consultation with the

Ministry of Industry, PIU, the Ministry of Industry and the World Bank that will explain the strategy

for asking the questions, with methodology and definitions that will clarify the terms and questions

in the survey instrument. The training manual should include a review of the structure of the

questionnaire, the principles of efficient interviewing, how to fill-in the questionnaire, important

definitions and an annotated mock questionnaire with comments and examples.

ii. Preparing the delivery methodology and timelines for training, including the number of days,

number of enumerators/trainers. At least two days of training should be accommodated prior to

the pilots and three days for the main interview.

ii. Preparing guidelines for data collection including the following but not limited to:

o A number of visits attempted per firm before considering a respondent as a ‘no

answer’ or ‘refusal’ (a minimum of 3 firm visit attempts with at least 2 of them in

different days should be planned before considering a respondent as a ‘no answer’

or ‘refusal’)

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o A template for contacting firms and recording the outcome of the contact. The

template will be developed in consultation with the PIU and the World Bank

3d. Data quality checks, as agreed upon with the PIU and the World Bank

Implementing various forms of checks to detect programming errors, surveyor errors, data

fabrication, poorly understood questions, and other issues.

i. Spot checks: Preparing plans for spot check explaining the procedure for conducting occasional

spot-checks of the interviewers’ adherence to data collection protocols and confirming quality of

data collection and entry. A minimum of 15% of spot checks to a random sample of interviews

should be planned.

ii. Preparing a back-check plan acceptable to the PIU, the Ministry of Industry and the World Bank.

A minimum of 20% (half of them face-to-face) check-backs to a random sample of the respondents

to confirm the validity of the data is required. Back-checks require an auditor to re-ask a portion

of a completed survey, as a safeguard against enumerators falsifying data.

iii. The PIU and World Bank will also use its right to conduct its own checks on 5 to 15% of the

interviews (independent of the check-backs conducted by the survey firm) with the interim data

received with the weekly reports, as well as validate the completeness and logic of completed

questionnaires. If the survey results do not meet the requirements in terms of integrity of data, the

PIU will reserve the right to request a repetition of the work or the option of not paying for the

work completed (being reimbursed for any initial payment).

-- Travel and logistics: The consultant must share a detailed plan for the site visits, including the

location details, broad team details, number of enumerators and so on

-- Detailed timelines of work indicating each of the steps starting from training the enumerators to

the final delivery.

-- Data transmission protocols

-- Data collection and maintenance: The Consultant is responsible for providing tablets for data

collection, downloading all necessary materials to the tablets, storing and maintaining tablets, and

ensuring data transmission occurs at least daily (from tablets to servers). The data collection plan

should include the available infrastructure to carry out this project.

3e Pilot testing

Pilot testing with approximately 20 respondents. The piloting should adhere to the following

conditions:

i. Train the staff involved in pilots for at least 2 days. Members from PIU, the Ministry of

Industry and World Bank will be informed of the training location and time, with the option

to connect via video conference, if possible.

ii. Pilot testing under real conditions.

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iii. Monitoring of time per question and module for estimation of average time per

questionnaire.

iv. Firms in the sample cannot be interviewed in the pilot. In consultation with the PIU, the

Consultant will be responsible for selecting firms in Lilongwe area to be included in the pilot.

v. If the Consultant or its enumerators identify problems with the questionnaire, these should

be reported back to the PIU and the World Bank. Modifications will be made to the

questionnaire from the lessons learnt from the pilot.

3f. Recruitment of the team (data managers, supervisors, and enumerators)

i. Recruiting a sufficient number of qualified enumerators and field supervisors.

ii. The number of enumerators and supervisors should be approved by the PIU and World

Bank.

iii. The Consultant is responsible for all compensation of the interviewer teams, including per

diem and transportation.

3g Conduct interviewer training and field test

--Scheduling and organizing training of interviewers for the survey. A comprehensive general

training should be given to supervisors, interviewers and data entry agents. The supervisors should

receive supplementary training as needed. A minimum of three days should be scheduled for

training. The training should include:

i. Thorough review of each question of the questionnaire(s) in order to fully understand the

purpose of the survey.

ii. Individual and group exercises to be accustomed to the practice of asking and filling

questionnaires. This part of the training should include in-class demonstrations and real time

exercises – the interviewers will administer the full questionnaire to a small number of firms

(outside the study sample) in a field test.

--Make adjustments to questionnaire and translated version based on enumerator training. A

minimum of two days should be given after training for these adjustments in the questionnaire before

starting the interviews.

--Provide indicators of success of the baseline data collection field test including evidence that:

i. Interview teams correctly select, sample and interview firms

ii. Interview team members understand their roles.

iii. Interview team members understand, and correctly follow, interviewing protocols.

-- Inform the PIU, the Ministry of Industry and the World Bank of the training location and time, with

the option to connect via video conference, if possible.

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3h. Successful implementation baseline data collection

--The Consultant will be responsible for successfully reaching out to the 3,000 of the eligible

applicants of subcomponent 2.1 in accordance with the approved Outreach strategy and for

collecting the key variables according to the approved plan for data collection and the approved

questionnaire for all firms. The following guideline should serve as reference:

i. The consultant must strictly follow the approved outreach strategy, data collection plan and

questionnaire.

ii. The contact details for the eligible applicants will be collected according to the approved

outreach strategy.

iii. Each survey interview will take on average 20-25 min.

iv. The respondent of the questionnaire must be a manager, owner, or an official spokesperson

of the company.

v. The consultant will interview every possible eligible applicant with a minimum of 3,500 firms.

Firms that have hard refusals will be recorded, along with their contact details and the

number of times the firm was reached. These firms will not be eligible to apply for the

subcomponent 2.1 program intervention. The PIU and the World Bank can use this

information to contact the non-interviewed firms.

vi. All the outcomes of the firm contact – interviews, no interviews (refusals, reasons for refusals

etc.), scheduled interviews must be recorded in a contact template prepared in consultation

with the PIU and the World Bank. Non-respondents will not be eligible to apply for the

subcomponent 2.1 program intervention.

vii. As much as possible, the interview will be conducted on a private space at the respondent’s

business.

viii. A minimum of 5 firm visit attempts with at least 3 of them in different days should be planned

before considering a respondent as a ‘no answer’ or ‘refusal’.

3i. Weekly reports on successful interviews and entered data

i. Provide every week of raw (i.e. unchecked) data to the PIU as it has been entered in the

tablets.

ii. Provide every week contact template report, along with the summary of the progress on

data collection

iii. Conduct spot-checks, back-checks high-frequency checks daily or every other day to check

for data irregularities and fix them through call backs

iv. Provide every week a report on the discrepancies observed between the initial surveys and

the back-check surveys, and actions taken to address the discrepancies.

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v. Providing reports every week informing on the progress of the work (including the number

of interviews completed), any notable difficulties or deviations from the standard plan, and

any other notable occurrences.

vi. Report on real-time validity checks upon receipt of each enterprise’s data.

3j. Compile a digital database of all data collected

a. Submitting a database of all applicants of subcomponent 2.1 of the FInES project, including

contact information and key variables collected in interviews, in a format agreed upon with

the PIU, Ministry of Industry and the World Bank.

b. The survey firm should ensure that data is maintained and stored in a manner so that no

external individual or institution can identify any specific firm or individual in the data.

Names and address information should only be made available to the PIU, Ministry of

Industry and the World Bank team.

3k. Final clean database with summary report

a. Conduct cleaning and archiving of data of the surveyed firms

i. Identifying incomplete interviews and replacing them with additional firms such that the total

number of completed interviews are not less than 3,500.

ii. Call backs on incomplete interviews to complete the missing information such that the total

number of completed interviews are not less than 3,500.

iii. Identifying redundant observations and rectifying them such that the total number of unique

completed interviews are not less than 3,500.

iv. Spotting any inconsistencies (should be minimum at this stage) and making call backs to

rectify them

v. Ensuring all components are correctly linked – datasets can be merged cleanly

vi. Ensuring all variables are named according to the approved questionnaires, labels

represent question texts, response options are coded and labelled as in the approved

questionnaire.

vii. The cleaned datasets should also include an English and the local language translation of

textual responses such as "other, specify", “main product” etc.

3l. Summary report

i. The report should cover the overall organization and execution of the work of this

component’s tasks, as well as on the organization of the output files.

ii. The report should include analysis of the data collected including the following but not

limited to

o Number of firms in the database

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o Summary statistics on the key variables in table and graph format

o Key sectors that may have the potential for development of a program for

industrialization process (based on summary statistics)

iv. The report should include the final version of the questionnaire and survey manuals.

Phase 3 Deliverables:

3.1: Baseline Survey Inception report outlining the methodological approach, work schedule,

deliverables and data collection tools. This should include a survey protocol. (4 months after

contract signing)

3.2: Baseline Survey Training report outlining the key issues and the results of the pilot survey. It

should also highlight how the pilot has helped in improving the tools and methodological

approach. The report should include the survey manual (protocol). (5 months after contract

signing)

3.3: Draft baseline survey report with the all required annexes such as transcripts and field

notes based on observation and database for peer review. (8 months after contract signing)

3.4: Final Baseline Survey Report with clean dataset, final survey manual and final data

collection tools. (8 months after contract signing)

Phase 4: National screening of applicants with regional coverage

The Consultant will review, through a systematic and possibly semi-automated process, all

applications received. The Consultant may use internal screening teams (internal evaluators) in this

first pass. Candidates' names, contacts and location cannot be viewed by internal evaluators. The

Consultant should use standard screening criteria approved by the PIU and the World Bank.

A total of 3,500 eligible applications are expected whose baseline surveys have been completed.

About 2,250 candidates will be selected in the first phase. At least 40% of the selected candidates

in this first phase must be women-owned firms.

Phase 4 deliverables:

o 4.1 Initial screening criteria. The Consultant must submit for the approval of the PIU, Ministry

of Industry and the World Bank the criteria and the process for screening candidates in the

first application phase. Mechanisms to ensure the participation of women led companies and

at the regional level must be ensured. Deadline: at the end of the applicant database phase

(expected to be 11 months after the start of the Contract).

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o 4.2 Dataset of 3,500 screened and eligible candidates. The data should be available in

a database with administrative information on the applicant, contacts, gender, location,

proposal, and technical scores of each candidate properly defined. Each of these applicants

must have completed the baseline survey. Deadline: Due at the end of the national selection

phase (expected to be 12 months after start of the contract).

Phase 5: Subcomponent 2.1 Intervention

During a 24-month period, the Consultant will have completed training to 2,500 firms nationwide

through various stages of the program, starting with stage 1.

The training should in principle be located in the main business cities, with a considerably higher

number of applications expected in the Lilongwe, Blantyre and Mzuzu. The proportion of companies

by various locations should be used as a reference for preparing the budget in response to this

ToR.

The 2,250 screened and selected candidates, with at least 40% women-led firms will be invited to

participate in the training through phone calls, letters and emails (if available). Information can be

reinforced by focal points. All eligible applicants (at least 3,500 firms) will be administered a pre

skill-assessment test to evaluate their growth potential. The selection of 2,250 candidates from a

pool of eligible applications of at least 3,500 firms will be coordinated by the World Bank and

government team using a fair process including assessments on capacity to graduate from each

stage to the next.

The length of the training will be pending the proposal of the Consultant to the PIU and the World

Bank. Each program applicant will go through a pre-assessment on their ability/skills for the training

that will be taught during the course of each stage of the program that they qualify to enter. 2,000

firms will go through stage 1 of the program and must complete training of stage 1. The consultant

can feed more than 2,000 firms into stage 1 of the program if firms are expected to drop out of

the course. These, 2,000 firms will go through the funneled approach of program, where the

graduation to each subsequent stage is subject to screening and assessment criterion proposed by

the consultant and agreed upon with the PIU, Ministry of Industry and the World Bank. Using a fair

criterion, the list of 2,000 firms participating in stage 1 of the program will be provided by the

World Bank.

At least 1,000 firms are expected to graduate from stage 2 of the program. Graduation into stage

2 of the program will be determined using a fair process including the pre- and post-screening

assessments, as agreed upon by the World Bank. Using a fair pre- and post-training assessment

criterion, the final list of 1,000 firms graduating from stage 1 to stage 2 will be provided by the

World Bank in collaboration with the Ministry of Industry.

At least 500 firms are expected to enter stage 3 of the program through the funneled stages and

another 250 firms directly enter stage 3 of the program, without going through stages 1 and 3. In

total, at least 750 firms will complete stage 3 of the program. Using a fair assessment, the final list

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of 250 firms directly training under stage 3 will be provided by the World Bank. Using a fair pre-

and post-training assessment criterion, the list of 500 firms graduating from stage 2 to stage 3 will

be provided by the World Bank in collaboration with the Ministry of Industry.

In order to minimize the likelihood of female applicants dropping out of the training sessions, special

coaching sessions will be offered to women during the full process and special childcare

arrangements may be offered for those needing them to participate in the business plan training

sessions.

The Consultant will, in collaboration with the PIU the Ministry of Industry and the World Bank team,

develop a training program for all stages: 1, 2 and 3. The program will include both theoretical

and practical material. Stages 1 and 2 will involve intensive mentoring and coaching by expert

coaches with extensive entrepreneurial experience. The program may be prepared in advance but

should be flexible to facilitate adjustments to take into account implementation adjustments. The

changes will be based on assessments, targeted interviews with participants and feedback from

other ecosystem actors. Topics, themes and activities to be covered in the program are as follows

(please note, this list is tentative and subject to change taking into account the Consultant’s proposal):

Trainings in stage 1 must include the personal initiative skills training program implemented, for

example in Togo. It must also include modules such as introduction to entrepreneurship, which aims

to develop entrepreneurial traits and behaviors, emphasizing the socio-emotional skills needed to

successfully seize business opportunities to grow the business. Such training can include:

o Examples of successful start-ups; best practices for entrepreneurs, assessing the

entrepreneurs’ skills and interests;

o Practical application of a business idea;

o Building strong entrepreneurial teams and recruiting collaborators;

o Organization and accounting for firms in start-up or mature phases;

o The Consultant is encouraged to incorporate elements of “personal initiative” training and

other type of socio-emotional skills training.

The training will include a module on Gender Based Violence (GBV), and will be delivered by one

or more appropriate identified trainer/s. These trainings are expected to last for 4-months.

The Consultant will provide manuals and information packets in addition to the information provided

in the training. The Consultant will provide materials for taking notes during the training. The common

model will include a methodical document containing the title of the modules, a blank area for note

taking and a box at the bottom of the page that summarizes the essence of the concepts taught.

The Consultant will provide all materials and documents to be distributed in class.

The Consultant will identify and recruit appropriate trainers to deliver all the training courses and

according to shortlisted teams’ needs. The CVs of each trainer should be approved by the PIU, the

Ministry of Industry and the World Bank.

At the end of the training, the applicants will be assigned to a mentor who will visit their business

sites to ensure that the firm implements the trainings imparted in the classroom. This mentoring and

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coaching will continue for the next 4-month period. After the end of the stage 1 program, the

applicant will go through an assessment to record the changes in their ability/skills relating to the

training material that is taught during this stage. These assessment tests will be used as a criterion

for their “graduation” into the subsequent stage. Pre and post-training assessment scores will be

strictly confidential and available for viewing only to the PIU, the Ministry of Industry and the World

Bank.

Firms entering Stage 2 will be selected for participation in specific skills development programs

(e.g. management practices, business language, financial literacy, group consulting, digital

upskilling; supply chain management). These needs will be assessed at the conclusion of Stage 1,

and firms will be streamed into the particular course that will address their main impediment to or

opportunity for growth. Towards the end of stage 1, two separate training programs will be

designed in consultation with the World Bank, the Ministry of Industry and PIU: One program will

be heavily focused on addressing firm constraints to access finance, while the other program will

be focused on addressing impediments in firm’s ability to access markets. Firms will be allocated to

one of the two training programs, based on a fair process, including pre- and post-training

assessments as agreed upon by the PIU, the Ministry of Industry and the World Bank. Both groups

of firms will receive one-on one consulting in addressing problems relating to their business practices

and management skills. Although a concrete plan on this stage is not needed as part of this

procurement process, however, demonstrated experience in enhancing firm capabilities through

similar programs is necessary.

The objective of this phase of training is to deepen the capabilities within participant firms, addressing key impediments/opportunities for growth and also identifying those participants that would benefit from Stage 3 and/or access to finance offered through the MAIIC.

These applied skills programs will be more focused than the general training of stage 1, and will

incorporate core content on two main areas, access to finance and access to markets. They are

expected to include a mixture of group and individual support, again with a strong action

learning methodology.

In stage 3 of the program, each company will be associated to a Business Advisor hired by the

Consultant who will provide one on one consulting on connecting the firms with market opportunities.

Trainers from the other stages can be mobilized for this work. Business advisors should be sufficient

in number to cover the 500 companies at a time, scattered across the country, and should include,

if possible, a similar proportion of women and men.

Each Business Advisor must be available on average ten times during the period of one year, mainly

on a face-to-face basis. Stage 3 can be customized and include:

o Meetings with small groups of buyer firms, role models and advise companies on an

orientation to action (principles of personal initiative as defined by Frese and Glaub);

o Development of networks among entrepreneurs;

o Support in the establishment of partnerships with buyer firms and the interaction with other

existing programs;

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o Field trips to visit companies and presentations/talks by experienced entrepreneurs who

can serve as an example to stage 3 firms;

o Participation in periodic or tailored business fairs, with appropriate support and follow up

to increase access to market for firms;

o Workshop on Gender Based Violence (GBV) and gender biases in the context of

entrepreneurship;

o Possible workshop – for the companies that may benefit from it - on block chain technology

and its many applications and uses. This training course should include two components:

training and building awareness and understanding of block chain technology among

shortlisted teams and a more detailed course delivered by the World Bank team.

The list of coaches, business advisors and trainers must be approved by the PIU and the World

Bank.

Phase 5 deliverables:

o 5.1 Stage 1 training curriculum. Training content for stage 1: Deadline: expected to be 13

months after the start of the contract.

o 5.2 Stage 2 training curriculum. Training content for stage 2: Deadline: expected to be 13

months since the start of the contract.

o 5.3 Stage 3 Training materials for each stage of the interventions. Content and plan for

connecting firms with buyers for 250 firms directly entering stage 3: Deadline: expected to

be 13 months after the start of the contract.

o 5.4 Developed Trainers profiles. Bio and CVs of trainers. Deadline: expected to be 13

months after the start of the contract.

o 5.5 A report outlining the following; Identification of buyers, network events,

workshops, role models, etc. and other practical information related to the intervention

in stage 3. Deadline: expected to be 13 months after the start of the contract.

o 5.6 Evidence of the implementation of the training according to the plan. The Consultant

must present acceptable evidence to the PIU of the implementation of the training through

signed lists of the participants, photographs of the training, evidence of space rental, case

studies of trained beneficiaries at each stage, training evaluation forms, etc. Deadline: Stage

1trainings are expected to end 18 months after the start of the contract. Stage2 trainings are

expected to end 29 months after the start of the contract. Two deliveries of stage 3

interventions are expected to end 36 months after the start of the contract.

o 5.6 Developed CVs and bios of business advisors and trainers in all stages: Deadline:

expected to be 13 months after the start of the contract.

Phase 6. Sub-component 2.2: Training for SMEDI

The service provider must submit a detailed plan for capacity building of the staff of SMEDI in areas of

training that are complementary to sub-component 2.1In particular, the service provider will work

collaboratively with MOVE GGMBH Entrepreneurship Training Institute in Berlin, to provide training

to SMEDI (and firms where applicable). This collaborative training plan by the service provider

PIU and the World Bank:

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- A proper plan for training with timelines;

- Monitoring of capacity building of SMEDI staff;

- Minimum level of SMEDI staff trained;

- Minimum level of effort in hours of training; and

- Areas of training (complementary to sub-component 2.1).

An additional budget for this task will be allocated to the amount of $200,000.

Phase 6 deliverables:

o 6.1 Training curriculum for SMEDI. Training content for stage 1 to be shared with SMEDI

officials, as agreed with the PIU and the World Bank: Deadline: expected to be 13 months

after the start of the contract.

o 6.2 Trainers profiles. Bio and CVs of trainers. Deadline: expected to be 13 months after the

start of the contract.

o 6.3. Coordinator profile. Bio and CVs of the main coordinator who will be interacting with

SMEDI on a regular basis (weekly or twice a week) to answer their questions on the

procedure or assisting with the training logistics.

o 6.4 Report on the capacity building (Evidence of the implementation of the training

according to the plan). The Consultant must present acceptable evidence to the PIU of the

implementation of the training through signed lists of the participants, photographs of the

training, evidence of space rental, case studies, etc. Deadline: Trainings must follow the

stages of the program. Stage 1 training is expected to end 24 months after the start of the

contract. Stage2 trainings are expected to end 36 months after the start of the contract. Two

deliveries of stage 3 interventions are expected to end 42 months after the start of the

contract.

o 5.6 CVs and bios of business advisors and trainers in all stages: Deadline: expected to

be 13 months after the start of the contract.

Phase 7. Connecting firms with finance

The 750 firms in stage 3 of the program (250 firms entering stage 3 directly and 500 firms funneled

through the program) will benefit from capital infusion in the form of a concessional loan from

component 1 of the project, in an amount that corresponds to their identified growth plans up to a

pre-defined ceiling.

An assessment by their contracted buyer or mentor will serve as a basis for defining the final value

of the loan. However, PIU and the World Bank can set the limit for the maximum concessional loan

value. These 750 firms will receive, each one, loans up to that amount, depending on the assessment

of the Ministry of Finance (Financial Inclusion), PIU, Ministry of Industry and the World Bank.

The loan will be disbursed in tranches (not more than 3), based on investment needs with pre-

defined goals to be achieved before the next tranche is released. If companies do not reach

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intermediate goals, including being in operation (having sales) and achieving certain defined

objectives including if applicable of job creation, they do not receive the final tranches.

The loan could cover either capital expenditures or operating expenditures. They may relate to

early stage aspects (including for example prototyping, market research, developing a minimum

viable product (MVP), customer feedback); and making investments into business growth and

development (including for example, buying equipment, taking business development services such

as training).

The use of the funds is limited to non-black listed items and should be agreed upon between the

Consultant and the business coach, with a no-objection by the PIU and the World Bank.

After the selection of the firms eligible for concessional finance through component 1, a due

diligence process will be undertaken by the authorities responsible for component 1 to ensure that

the proposed projects and costs are aligned and based on actual prices. The financial review of

the proposed projects will result in a list of milestones and triggers of disbursement, as assessed by

the PIU, the Ministry of Industry and the World Bank. The eligible firms will have the opportunity to

follow up on, and refine, their action plans developed in their business plan stage. Business coaches

will be engaged in this stage to assist the firms to refine their plans and make adjustments if required

by the due diligence process and as recommended by the coach.

Firms have to register and obtain the necessary licenses to operate in Malawi. The Consultant should

advise companies not yet formalized in this process. The cost of registration and licenses can be

deducted from the concessional loan amount, as agreed by MAIIC - it will not be paid separately

by the program.

Phase 7 deliverables:

o 7.1 Report on the firms recommended for concessional loans. A report and Database of

firms recommended for loans, with their project cost estimates, budget categories, payment

triggers, disbursement schedule and case studies from recommended firms. Deadline: It is

expected to be completed 19 months after the start of the contract for firms directly entering

stage 3 of the program and month 36 for firms entering stage 3 through the funneled

approach.

VI. Phase 8: Grievances and Redressal Mechanism

The Consultant will develop and implement a Grievances and Redressal Mechanism (GRM)

according to best practices in order to ensure that candidates, partners and others can file their

complaints and that the complaints are dealt with in the most appropriate way. The grievance

system must be made available in a transparent way in various media (paper, electronically, etc.).

The GRM should add but be interconnected with the overall Project GRM.

The GRM must ensure that complaints received are promptly reviewed in order to respond in a

timely manner to the needs of subcomponent 2.1 of FInES. The Consultant must develop a process

27

to properly respond to complaints. This process, as well as how people can complain requires

approval from the PIU and the World Bank.

Communities and individuals affected by subcomponent 2.1 of FInES project may also submit their

complaint to the Independent Inspection Panel, which determines whether there has been damage,

or could occur, as a result of the World Bank's non-compliance with its policies and procedures.

Phase 8 deliverables:

• 8.1 Grievance and Redress Mechanism manual. The Consultant will propose a Grievances

and Redress strategy that allows easy access, fair and confidentiality to those who complain

and clearly outline it in the manual. The Consultant will present evidence of the

implementation of this strategy. Deadline: Expected to happen 6 months after the start of the

contract.

• 8.2 Grievance Redress Mechanism Performance Report. The Consultant will prepare a

performance report outlining the success factors, challenges and lessons learnt. The success

factors shall be supported by evidence reported through the key performance indicators

(Table 1). Deadline: At the end of each year of the contract, expected at 12 months, 24 months

and, 36 months.

Table 1.Key Performance Indicators for GRN

Indicator Frequency

Number of complaints/ grievances registered Quarterly

Percentage of grievances resolved or addressed Quarterly

Percentage of grievances resolved within stipulated time period; Quarterly

Percentage of complainants satisfied with resolution and grievance

redress process

Quarterly

Percentage of project beneficiaries reporting grievances by type of

complaint uptake

Quarterly

Percentage of beneficiaries who consider that the GRM provide a fair

redress process to their grievances

Quarterly

VII. Phase 9: Monitoring and Evaluation

The Monitoring and Evaluation (M&E) system for sub-component 2.1 of FInES project will be aligned

with the overall objective of increasing employment and performance and growth for firms and

other Malawians. The Consultant will develop a rigorous Monitoring plan and mechanism for

tracking project activities over the course of the program lifetime and in line with subcomponent 2.1

of FInES project, and regular information on beneficiary businesses and implementation of the

training skills imparted through the program. The Consultant is expected to identify existing sources

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of data as well as methods for collecting necessary data. The Monitoring plan should adhere to the

“SMART” principles for maximum efficacy and efficiency.

Program targets: Overall, the project targets at least 1,000 women owned firms to graduate from

the training

- Minimum 3,500 applicants to subcomponent 2.1 of FInES project;

- Minimum 2,250 candidates receiving subcomponent 2.1 of FInES project intervention;

- Minimum 2,000 firms completing stage 1 training under subcomponent 2.1 of FInES project;

- Minimum 1,000 firms completing stage 2 training under subcomponent 2.1 of FInES project;

- Minimum 750 firms receiving stage 3 intervention under subcomponent 2.1 of FInES project,

with 250 of these firms receiving the training directly without going through stages 1 and 2

- Minimum 750 firms receiving concessional loans for business development;

- Minimum 40% firms are women-owned in stage 1 of the program;

- A network of professionals created to support the ongoing needs of trained supplier firms,

with a website, brand, and at least two annual events of information sharing and

networking.

Based on the quality and the strength of the intervention, the total number of firms trained at each

stage can be reviewed and revised based on the mutual agreement of the Consultant with the

World Bank. The Consultant will closely monitor progress of the program and its participants

according to this Monitoring Plan. The Consultant should maintain a consistent and high participation

rate and record attendance at every session of the training program. If absent, the Consultant

should immediately contact the missing participant to determine the reasons for his/her absence.

This will be done in a motivational approach so that the person can participate in other days or

with other cohorts. Implementation reports will be shared with the PIU, Ministry of Industry and the

World Bank at the midpoint and end of the program.

If considered useful by the PIU, Ministry of Industry and the World Bank, the Consultant will

collaborate with them on impact evaluations on specific components/for specific groups.

Phase 9 deliverables:

o 9.1 End of activity Report. The consultant shall provide an end of activity report. This is a

report generated after completing a series of assignment that have a specific output. In this

case an example of an activity such as awareness campaign on availability of application

forms, training of participants, development of a website etc.

o 9.2 Quarterly Report. The consultant shall submit an implementation progress report

outlining the achievements against the work plan. The report should highlight the milestones

achieved and provide reason for non-achievement.

o 9.3. Biannual Report. The consultant shall submit an implementation progress report

outlining the achievements against the work plan. It will also highlight the adjustment of work

plans based on the progress achieved. The report should highlight the milestones achieved

and provide reason for non-achievement.

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o 9.4 Annual Report. The consultant shall submit an implementation progress report outlining

the achievements against the work plan. It will also highlight the adjustment of work plans

based on the progress achieved. The report should highlight the milestones achieved and

provide reason for non-achievement. This report should include identification of emerging

issues, lessons learnt and recommendations on emerging issues.

o 9.5 Mid-term report. The mid-term report will highlight key issues in implementation such as

achievements of deliverables against agreed milestones, push and pull factors and early

findings and lessons. It should be a brief overview of key activities undertaken by the

Consultant, a summary of the program and services delivered, highlighting ongoing or new

challenges, and achievements, and include data on attendance, participation, and

performance for all participants for all sessions. The goal of the mid-term report is to flag

any issues that should be remedied before the program ends. Deadline: Due after the

program start, expected to occur 18 months from the start of the contract.

o 9.6 Final report. A comprehensive report on subcomponent 2.1 of the FInES project activities

and outcomes will give a review of the program implementation, pointing to the reach and

coverage of the publicity and outreach phase, reflections on the nature and quality of the

applicants, the experiences and perspectives from delivery of training. The final report will

include data from the M&E. The goal of the final report is to document the experiences and

lessons of the Malawi’s subcomponent 2.1 of the FInES project, informing the ongoing project

as well as future interventions. Data on all program outputs and outcomes as described in

this TOR, covering the cohort from start to finish. Deadline: at the end of the program,

expected at 36 months after the start of the contract.

VIII. Mid-term assessment and contract renewal

The service provider will follow the guidelines provided in these terms of reference under the

supervision of the PIU, the Ministry of Industry and the World Bank. The contract for sub-component

2.1 deliverable by the service provider will be for a period of 36 months, covering a budget for

a partial set of activities as agreed upon with the service provider in consultation with the PIU, the

Ministry of Industry and the World Bank. Upon successful completion of the deliverables for sub-

component 2.1 due within the first 36 months of the program, the contract for sub-component 2.1

deliverables may be extended for up to a maximum of 18 months for an additional budget for

completion of the final report and the final set of deliverables.

The total budget for sub-component 2.1 for the duration of the project is $3,500,000, while that of

sub-component 2.2 for the service provider for training SMEDI will be approximately $200,000.

The financial proposal for the service provider being sought for this particular phase of the

assignment (36 months) must therefore be limited to the activities that will be undertaken in that

period.

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A mid-term review of the service provider will be carried out on the quality and timelines of the

deliverables provided within the 18 months after commencement of the contract. The service

provider will be assessed on the quality and strength of the following deliverables, but not limited

to:

o Operations Manual of the Subcomponent 2.1 and relative templates and forms.

o Communication Plan, Brand, and Website and application form

o Effectiveness of Partnerships developed during outreach

o Level of mobilization process of women entrepreneurs against the agreed milestones

o Baseline Survey Report and Firm Database of at least 3,500 applicants

o A comprehensive database of the 3,500 screened and eligible candidates for

various stages in accordance with the guidelines provided in this terms of reference

and in consultation with the PIU and the World Bank.

o Training Plan with a comprehensive training curriculum for all stages, in collaboration

with an MOVE GGMBH Entrepreneurship Training Institute identified above in Phase

6. Sub-component 2.2: Training for SMEDI, as applicable and in consultation with

the World Bank

o Training Reports for every stage outlining the Implementation approach and

detailed outcomes against agreed milestones in line with the guidelines provided in

this terms of reference and in consultation with the PIU and the World Bank.

o Decision by the client based on readiness of local BDS provider’s capability to

continue with the process, after consultation with the World Bank, and guided by on

assessment by an independent consultant.

The assessment of the quality and timeliness of the output delivered by the service provider will be

carried by either a task force established within the project or an external consultant recruited by

the PIU. The feedback and assessment of the firms trained under various stages of the program will

also be taken into consideration when making an assessment for the service provider

IX. General expected contractual deliverables

The following are the expected contract deliverables drawn from the phases of the main

document.

DELIVERABLE EXPECTED TIMELINE

Inception report 4 weeks from the contract effectiveness

Operations manual 4 months from contract effectiveness

Baseline inception report 4 weeks from the contract effectiveness

Baseline Survey Training report 5 weeks from the contract effectiveness

Communication Plan, Brand, and Website. 6 months from contract effectiveness

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Application Form 6 months from contract effectiveness

Memorandum of Understandings (MoUs)

signed as evidence of Partnerships

6 months from contract effectiveness

Report on the mobilization process of

women entrepreneurs

6 months from contract effectiveness

Grievance and Redress Mechanism manual 6 months from contract effectiveness

Six months progress report – Highlighting

progress of implementation on all activities

planned under all phases during the first 6

months

6 months from contract effectiveness

Draft baseline Survey Report 8 weeks from the contract effectiveness

Final Baseline Survey Report

8 weeks from the contract effectiveness

Applicants database 9 months from contract effectiveness

Initial screening criteria 11 months from contract effectiveness

Dataset of 3,500 screened and eligible

candidates

12 months from contract effectiveness

Annual progress report - Highlighting progress

of implementation on all activities planned

under all phases during the first 12 months

12 months from contract effectiveness

Stage 1 training curriculum 13 months from contract effectiveness

Stage 2 training curriculum 13 months from contract effectiveness

Stage 3 Training materials for each stage of

the interventions

13 months from contract effectiveness

Developed Trainers profiles. 13 months from contract effectiveness

A report outlining the following;

Identification of buyers, network events,

workshops, role models, etc. and other

practical information related to the

intervention in stage 3

13 months from contract effectiveness

Training curriculum for SMEDI 13 months from contract effectiveness

Trainers profiles 13 months from contract effectiveness

Coordinator profile. 13 months from contract effectiveness

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1.1 CVs and bios of business advisors and

trainers in all stages

13 months from contract effectiveness

Midterm progress report - - Highlighting

progress of implementation on all activities

during the first 18 months

18 months from contract effectiveness

Developed CVs and bios of business

advisors and trainers in all stages

22 months from contract effectiveness

2nd Annual progress report 24 months from contract effectiveness

Report on the capacity building for SMEDI

(Evidence of the implementation of the training

according to the plan).

30 months from contract effectiveness

Evidence of the implementation of the training

of MSMEs according to the plan

30 months from contract effectiveness

Report on the firms recommended for

concessional loans

30 months from contract effectiveness

Grievance Redress Mechanism Performance

Report

30 months from contract effectiveness

Draft final report 30 months from contract effectiveness

3rd Annual progress report 34 months from contract effectiveness

Final report - An end of assignment report 36 months from contract effectiveness

X. CONTRACT MANAGEMENT AND REPORTING

The Consultant will report to the project’s PIU Manager but will be expected to liaise closely with

the Ministry of Industry and other stakeholders.

Reports and all contractual deliverables will be submitted to PIU and will be approved by the

Project Steering Committee

XI. CONSULTANTS’ CAPACITY

The Consultant must demonstrate relevant and sufficient experience and capacity in managing

entrepreneurship, training. The consultant should have local team members and demonstrate how it

will transfer knowledge to local team members. The following experience and capabilities will be

assessed:

• Experience (at least 10 years) in designing, implementing and monitoring of

entrepreneurship programs, trainings of entrepreneurs, or other related, in a developing

country context, preferably in sub-Saharan Africa;

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• Experience in managing large scale training programs as well as networking workshops

and events is an advantage;

• Experience in implementing large-scale programs of similar nature;

• Experience in the management of awareness campaigns and application processes;

• Experience in Malawi or in consortium with companies with that experience is an advantage;

• Capability to engage and transfer knowledge to the local partner;

• Strong understanding of the operational and economic environment of low-income countries,

with a preference for relevant experience working with local entrepreneurial ecosystem

actors such as hubs and incubators, particularly in Sub-Saharan Africa.

The Consultant team should comprise the following minimum members:

1) Project manager with a minimum of 10 to 15 years of experience in large scale training

programs for businesses and/or investment (e.g. in venture capital, angel investment, etc.),

and/or management consulting, and/or strategy and business operations, and/or coaching

and mentoring firms as part of acceleration programs, and/or the creation and launching

of firms, preferably in sub-Saharan Africa and/or similar regions. The project manager must

possess at minimum a Master’s degree in Business Administration and Management or in a

related field.

2) Specialist(s) in entrepreneurship, with a minimum of 5 years’ experience in training,

mentoring and supporting firms, managing incubation programs and other firm support

programs, and/or the creation and launch of firms, preferably in sub-Saharan Africa

and/or similar regions. Specialist in entrepreneurship must also possess at minimum a

Bachelor’s or Master’s degree in Business Administration and Management or in a related

field. International certifications n SME training methodologies (Start Your Business, Improve

Your business, Grow Your Business) will be an added advantage.

3) Specialist in local entrepreneurship, with a minimum of 5 years of experience in Malawi

in training, counseling and support for firms, management of incubation programs and other

support programs for firms, and / or in the creation and launch of firms. The local

entrepreneurship specialist must also have at least a Bachelor's or Master's degree in

Business Administration and Management or in a related field. International certifications n

SME training methodologies (Start Your Business, Improve Your business, Grow Your Business)

will be an added advantage.

4) Communications and marketing specialist, with a minimum of three years’ experience in

communication/marketing. Preference is given for experience with image and branding,

social media, and with startups and entrepreneurial networks. The

Communication/Marketing Specialist must have at least a bachelor’s degree in

communication, digital marketing or related area

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5) Specialist in environmental and social safeguards, with a minimum of 5 years of

experience in Malawi with a minimum of 5 years of experience. The Specialist will be

responsible for the management and mitigation of social and environmental impacts

resulting from the implementation of the project.

The local partner must have the following qualifications:

a) Experience (at least 5 years) in designing, implementing and monitoring of entrepreneurship

programs, trainings of entrepreneurs, or other related, in Malawi;

b) Must have presence in all regions of Malawi to ensure that the built capacity can be utilized

post FinES project;

c) Experience in managing large scale training programs as well as networking workshops

and events is an advantage;

d) Experience in the management of awareness campaigns and application processes;

e) Experience in consortium with international firms is an advantage;

The team conducting the baseline survey should include the following main members:

i. Team Leader, with a minimum of 10 years’ international experience in data survey firms,

and/or research organizations, preferably in sub-Saharan Africa. The Team Leader must

have at least a Master’s degree in Business Administration and Management, Economics,

Statistics, Finance, or a related field.

ii. Team Supervisor, with a minimum of 4 years’ experience in data collection, preferably in

Malawi. The Team Supervisor must have at least a Bachelor’s degree in Business

Administration and Management, Economics, Statistics, Finance, or a related field.

iii. Data Management Specialist, with a minimum of 5 years’ experience in data management,

databases, survey design in computer assisted personal interviews, preferably in Malawi.

The Data Management Specialist must have at least a bachelor’s degree in Information

Technology, Statistics, or other relevant field.

iv. Knowledge Management Specialist, with a minimum of 5 years’ experience in capacity

building, preferably in data statistics. The Knowledge Management Specialist must have at

least a bachelor’s degree in Communications, Business Administration and Management,

Statistics, or a related field.