Tor Value Chain Analysis (april 2011) - word versionxa.yimg.com/kq/groups/22137872/1409857683/name/201… · Web viewTerms of Reference for Export Value Chain Analysis . Sustainable

Terms of Reference for Export Value Chain Analysis

Sustainable Home Decoration & Home Textiles Asia

1. Introduction

CBI is aiming at an increase of its integrated activities within the Home Decoration & Home Textiles sectors. It therefore has decided to further research the possibilities for support to this sector in Indonesia, Bangladesh, Pakistan and The Philippines. The principal aim of this value chain analysis is to assess whether or not a more integrated CBI intervention in a (number of) sub-sectors of the Home Textile & Home Decoration sector in Indonesia, Bangladesh, Pakistan and The Philippines is possible, feasible and will contribute significantly to export growth and if so identify and define the opportunities using a business case model methodology. Sustainability aspects are herewithin key.

These Terms of Reference provide the basic framework for conducting a value chain analysis prior to programme design for the Sustainable Home Decoration & Home Textiles programme. Period of implementation 1st of February till 31st

of May 2012.

2. Background

The Centre for the Promotion of Imports from Developing Countries (CBI) contributes to sustainable economic development in developing countries through the expansion of exports from these countries. It does this by offering an integrated approach of different intervention types targeting SME exporters from developing countries, European importers, business support organisations (BSOs), policy influencers and governmental authorities.

CBI’s new integrated programmes carefully select value chains based on (1) opportunities to unleash export potential, (2) the ability of CBI to tackle bottlenecks in the export value chain, (3) the demand for CBI products by value chain actors and (4) the possible significant contribution of the programme to sustainable economic development.

4 distinct but interconnected value chains will be analysed under the framework of this TORs in preparation to the formulation of a possible:

∞ HD Indonesia - EU∞ HT Indonesia - EU∞ HT Bangladesh - EU∞ HD Philippines – EU (some prior research has already been done)

ToR Value Chain Analysis: Home Textiles Indonesia, Bangladesh, The Philippines, 2012

The home textile industry consists of many different sub-sectors, however only a few will be relevant for the selected countries of the CBI Sustainable Home Decoration & Home Textile programme. Based on a desk-study of the potential in the EU market complemented by a first feedback from the field (target country and EU) the most potential combination of market category and material will be selected. The following product groups1 will at least be analysed:

Home Textiles- Blankets and travelling rugs- Bed Linen- Table Linen- Bathroom and kitchen linen- Bedspreads- Embroidery- Carpets and other textile floor coverings (knotted, woven, tufted, felt or other)- Other furnishing articles (including cushion covers)

Home Decoration- Woodware- Paperware- Glassware- Ceramics- Metalware- Plasticware - Wickerwork (Bamboo, rattan, rush and leaf)- Candles- Artifical flowers, foliage and fruit- Christmas articles

3. Purpose

The outcome of the value chain analysis should provide interested third parties with information on the dynamics of the specific value chains and on how they could contribute to the further development of the chains. Furthermore, the outcome of the value chain analysis will serve as input for a ‘business case’, which is the detailed programme plan describing CBI’s service delivery in a value chain to be accepted by the board. This business case requires and in-depth analysis of the value chain.

The objective of the export value chain analysis is firstly to:

(1) To give a realistic indication of the EU export potential; (2) To give a realistic indication of the sustainable economic

development potential (profit, people, planet)(3) Regional analysis of country economic and export vibrancy

And from those sectors scoring positively on at least point 1 and 2:

1 This list is not complete, additional subsectors or segmentation can be proposed


(4) To visualise the value chain(s) in order to get a better understanding of the value chain(s), e.g. its dynamics, stakeholders, opportunities and bottlenecks;

(5) To assess whether a CBI intervention will contribute significantly to export growth;

The following aspects are considered important herewithin:

OwnershipBesides the use of the VCA’s as a basis for the programme design it should also serve as a basis for stakeholder dialogue in the home textile and home decoration value chain(s) of the selected countries. Importance is given to the active involvement of stakeholders along the value chain during the analysis phase, both desk as well as field study phase, in order to secure ownership.

SustainabilityThe value chain should at least identify and take into account environmental as well as social issues (4 CRS focus areas of CBI: human rights, environment, labour rights and fair operating practices) for decision making on choice of sub-sector(s). Furthermore, sustainability is seen as an intrinsic part in all activities proposed for implementation and/or even as main objective of the programme.

CooperationAs CBI its core competences lie in export promotion, cooperation with other national and/or international organisations working in complementary areas as that of CBI is found to be important. Identification of opportunities for cooperation in the value chain is there with part of these terms of reference.

In the case where substantial potential is established in the countries mentioned above, an integrated programme will be developed for the Asian region. This means that per country integrated activities can have somewhat different focus with regard to e.g. sub-sector(s), however, they will be in line with the overall framework and focus of the regional programme.

4. Expected Results

a. First quick scan based on desk and first field research in EU and target country, based on which selection of sub-sectors is brought down to maximum of 4 (groups of) sub-sectors per country (including preliminary results on b-m)

b. Clear description of the c and the opportunities these markets hold for companies within the value chain(s) of selection. This includes, at least:

o Volume of current demand for the (quality of) products in the researched value chain

o Opportunities for growth, and conditions for export growtho Requirements for the product to realise export growth

c. Export potential, linked to demand on EU/EFTA marketsd. Sustainable economic development see annex 2 e. Regional development potential (division of sectors over different areas of

target countries)


f. Prepare a complete value chain map showing who are the chain stakeholders (actors, supporters and influencers) in the value chain(s) (see annex IV).

g. The number of potential participating companies2 in a country, per chosen sub-sector(s) and their experience with exporting, level of quality standards, and interest in exporting to the EU;

h. Identify the main bottlenecks along the export value chain(s) that hinder exports. In other words: why export currently is not reaching its full potential?

i. What service provider(s) or institution(s) is/are in the position and/or show the potential capacity to remove the bottleneck(s)?

j. Describe what opportunities exist in the chain(s), in terms of possible improvements that lead to significant increases in export volume. This should relate to the demand in the market on the one hand, and the possibilities that exist within the chain on the other hand.

k. What bottlenecks can be solved by CBI modules and what are other national and international organisations doing in the value chain(s) that show potential for cooperation/an integrated approach? (e.g. lack of market information)

l. Risk assessment. Considering the bottlenecks along the value chain(s), the estimated level of risk that the envisaged CBI outcome (increased exports) could not be reached. The analysis should at least answer the following two questions for all the identified bottlenecks:

o Are the bottlenecks critical (i.e. the programme would fail to improve exports if the bottlenecks are not removed as planned)?( y/n)

o What is the risk that these bottlenecks will not be removed on short-term (High-Medium-Low)?

m. Stakeholder analysis. Considering the variety of actors that have a stake in or are interested in developing the value chain a mapping of the different stakeholders is required. It is recommended to analyse the stakeholders using a stakeholder assessment grid (see annex 3).

n. Baseline data regarding the envisaged outcome are necessary as point of reference to monitor and evaluate the results. This concerns both outcome and output baseline data. See Annex 6 of this format ToR for implementation details.

o. A business case, providing amongst others a background, justification, programme design (including result chain) defending how the existing CBI modules can be used to alleviate the bottlenecks identified in the value chain within a time span of 3-5 years in cooperation with (a) partner organisation(s) and create considerable impact.

5. Methodology

For this in-depth value chain analysis, the contractor will be working jointly with local experts, referred to as the research team. The expected project management model is depicted below.

2 CBI is currently developing a module for SMEs who have potential for export to the EU, however, would need more/longer support than provided in the existing export coaching module. A business development module is being developed. More information can be obtained through programme manager.


Figure 1 – Model: project management research team

The contractor will have a parallel role of being the expert on the European market and coordinating the local experts in the three selected countries, therefore being the lead researcher. For each country a local expert will be subcontracted by the contractor. In addition, the lead researcher writes the Terms of Reference (ToR) for the home textiles and home decoration experts in the respective countries. The local experts are also selected and approved in close consultation with the Programme Manager. It is a requirement that local contractors are consulted.

The contractor shall apply the following research methodologies:

Desk reviewThe desk research includes a research into the supply and demand side of the home decoration and home textiles export value chains. The contractor will collect all relevant studies and materials already produced by CBI and other donors, NGOs and/or research institutes in the recent past, and detail the outcomes of these studies, as a starting point to map the value chain and to reveal the main constraints. Detailed information on the demand side, among other sources, can be collected from CBI market intelligence products. However, it is also expected that European stakeholders are consulted for a further indication on potential of the different sub-sectors and trends in the coming years.

Furthermore, leading exporters, BSO’s, government agencies and other key stakeholders in target countries should already be consulted at this stage as well for their input on local experiences, policies etc. Total list for stakeholders in target countries will be drawn up in consultation with Programme Manager. Finally, also CBI sector experts are to be consulted as well as relevant programme officers.

The first identification of sectors is based on the analysis and the combination of information from, amongst others, thus the following sources:

- Export trade statistics (including destination market statistics);- Primary interviews with key stakeholders at EU market and in target

countries- Existing studies and reports from other national or international bodies

Coordinating Researcher/contractor

on the EU market

Local expert in Indonesia

Local expert in Philippines

Local expert in Bangladesh


And the choice will be based on an analysis of combination of following points:(1) indication of the EU export potential; (2) indication of the sustainable economic development potential (see

annex 2)(3) indication on potential impact of CBI assistance to export growth

Prior to the field visit this first selection will need to be discussed with relevant sector experts in CBI’s network and CBI programme managers. This check might still lead to changes in the final selection of sectors and regions to be visited during the sector-study in the field. If that is the case, these changes will be integrated in a revised version of this document.

The results of the desk review are to be summarised in a brief inception report, which will become part of the final analysis. On the basis of the desk review, among other topics, the sub-sectors and the ToR for the local experts are (further) defined with the programme manager. Only after the report has been discussed and approved by the programme manager can the in-depth field research begin.

Field work - data collectionPrimary data collection in the field is undertaken by local experts. They are hired to conduct fieldwork to collect missing data, assess the specific situation and engage with potential stakeholders, collecting their views. The contractors’ primary role is to coordinate the data collection of the local experts to ensure that the right information is gathered. Once all the necessary information is collected, the contractor visits the destinations, compares the value chains of the different countries and analyses the market potential for the exporting countries.

The fieldwork comprises:

Identification of the key chain actors; interviews where possible Interviews with the target companies (exporters); assessing why they are

currently not exporting (sustainable products) and what the constraints in their exporting business are. Their needs (for BSO services, or internal skills) will then be the basis for the rest of the interviews with other chain actors and stakeholders.

Interviews with (EU) importers in order to have a clear understanding about (sustainable) demand

Interviews with other chain stakeholders such as BSOs and ministries, financial institutions, universities, donor organisations

Baseline data collection; statistics on number of chain actors, current exports, employment, market trends, sustainability standards etc.

Based upon the results of the field visit, this preliminary export study will be further developed into an in-depth study on a minimum of three sub-sectors of the four value chains that were selected based on the desk study.

Reporting


Finally, by the end of the analysis of the chosen sub-sector(s) from the four value chains in Indonesia, Bangladesh and The Philippines, CBI receives a final draft and a final report, separate recommendation as well as a presentation. The final report will be based on the annex 1, table of contents. It is required to use models in your report and presentation.

Separately a business case with recommendations on where the CBI can contribute – concerning its expertise - to alleviate the bottlenecks identified in the value chain analysis within a time span of 3 – 5 years (including result chains), is expected.

6. Process & Deliverables

Phase 1

a: Based on these ToR, the research team will draw up a Plan of Action (5 pages maximum). Plan of actions will be sent to the Programme Manager Christa Bouwhuis, cbouwhuis @cbi.eu , cc Rebecca Niles, [email protected], by 16th of January 2012, 12:00 latest.

The Plan of Action will include the proposed approach of the candidate, methodology, indication of experience and available networks in sector and region, a broad timeframe and budget. It will also explain how the involvement of local experts and institutions will be ensured (including overview of own network of local consultants in target countries). The plan of action includes a clear description of the different product groups to be analysed. The plan of action includes the resumes of the research team.3

b: Based on the received proposals4, a maximum of three candidates will be invited to present their Plan of Action. Confirmation hereof will be given by Tuesday 24th of January, 12 hours. This can be done via skype or via realtime presentation in The Hague at the CBI office. Presentations will be held on the 26th of January 2012.

c: Based on the presentations of the different Action Plans the Programme Manager will make a selection of the most suitable candidate for further fulfilment of the research project.

Phase 2: Based on the desk review and first feedback from the field, a revised Plan of Action will be presented. This plan of action includes an inception report presenting first results for the export potential of the different value chains including bottlenecks etc., information gaps and the proposed approach to fill these information gaps and the resumes of the proposed local experts. The revised Plan of Action includes a ToR for the local consultant(s). Based on the desk research, a choice will be made for which sub-sectors in-depth field research will be conducted. The Plan of Action and the team of local consultants will have to be approved by the Programme Manager

3 The resumes are not included in the five pages4 Selection criteria are: compliance to the ToR, resumes of research team, relevant institutional network in target countries and realistic budget. See Annex 7 for score matrix.

mailto:[email protected]



Phase 3: The consultant will deliver a draft final report and business case with the findings and results from the desk as well as field research to the CBI programme manager. After acceptance, the findings of the value chain analysis are validated with the identified key stakeholders in the country. Based on the input of the stakeholders a final report and business case are created. The final report should reflect the comments and suggestions made by the stakeholders.

Phase 4: Final value chain analysis report is made public and effectively communicated to identified stakeholders by the programme manager. The final report is up-loaded on CBI’s intranet and uploaded in the enterprise-development databank.

Deliverables1. A presentation of the plan of action based on the ToR. 2. A revised plan of action and inception report after desk research.3. A value chain analysis draft final, final report and presentation (find the table

of contents in annex 1).4. A business case with recommendations for possible intervention areas within

the field of expertise of the CBI.

7. Resources and Timing

Below is the template to be filled in by the contractor, as an indication of the total time required for this assignment. The work will take place in the period from 1st of February till 31st of May 2012. Total budget available for this research is maximum €45.000,- (excluding travel expenses). Budget for the contractor and local consultants has to be indicated separately, leading to a maximum of €45.000.

The result of the desk study will be a decision making moment in the research process. Based on the findings from the desk study the Programme Manager can decide to continue or discontinue the research process in total or for certain countries and/or subsectors.

Planning

Activity DeadlinePreparation 16th of JanuaryDesk studyPrimary Field researchSecondary Field researchReport writing / presentation DraftReport writing / presentation Final

May 10th, 2012May 24th, 2012

8. Management of Value Chain Analysis


The Programme Manager who is commissioning and approving the work is Christa Bouwhuis, Asia Unit, CBI ([email protected]). Due to the absence of Ms Christa Bouwhuis in December and January, information about the ToR can be obtained from Henrique Hazelaar-Postma ([email protected]) – Sector Account Manager and/or Mrs Rebecca Niles ([email protected]) – Logistical Manager. Please address your communication to all three persons mentioned;

The coordinating expert will coordinate the work of the expert team and make the practical arrangements for the research team;

Advisors to this study are further the, with the Programme Manager, to be discussed list of direct stakeholders ranging from CBI External Experts, other CBI Programme Managers and a sample of representatives from the sector from the target countries (government, BSO, SME). At least the following representatives from partner organizations should be consulted:BangladeshMrs Ferdaus Ara Begum - Additional Secretary(R&P) - Dhaka Chamber of Commerce & IndustryIndonesiaMr Gatot Prasetyo Adjie – Advisor - Director of Export Development Cooperation from Directorate General for National Export DevelopmentFilipijnenMrs Gigi Digal - Manager Project Development Department - Philexport National

9. Research Consultant/Team

The qualifications required for this assignment research consultant/team are as follows:

At least [10] years of practical experience in the field of export development, enterprise development, and development of enterprise support institutions;

At least [5] years of experience in the home decoration & home textile sector; substantial industry experience is an asset.

Has in-depth understanding of the country of assignment; preferably through long-term postings in the country.

Has experience with value chain analysis in developing countries; and has at least conducted one or more value chain analyses before as lead consultant/researcher.

Proven record of international programme/project development experience Proven record in coordinating larger programmes/projects Avail of experience and a network in the target countries Excellent English, written and oral; knowledge of the local language is an

asset. Outstanding inter-cultural communication, networking and coordination

skills

Local experts At least 5 years of practical experience in the field of export or enterprise

development in the Home Decoration & Home Textiles sector. Practical experience in conducting value chain analyses. Strong network within target country Excellent written and oral communication skills.





Excellent written and oral English; knowledge of other local languages is an asset.

(EU) Sector experts At least 10 years of practical experience in the field of export or enterprise

development, and development of enterprise support institutions. At least 10 years of practical European import-related experience in one or

more of the Home Decoration & Home Textiles product groups mentioned above; substantial industry experience is an asset.

A network among European importers in one or more of the Home Decoration & Home Textiles product groups mentioned above.

Preferably experience in target countries.

The consultant has to be independent in his/her assessment of the value chain (-programme); therefore the consultant, by taking on this assignment is excluded from any involvement in the implementation of the programme that is developed on the basis of this assignment.


Annex 1 – Table of contents Value Chain Analysis Report5

1. Introduction (general features and trends of the sector in the selected country)

2. Management summary3. Mapping the value chain (visualize the relations between actors and

stakeholders)a. Chain stakeholders

i. Actors and their functionsii. supporters and their functionsiii. influencers and their functions

b. Flow of products along the chain (types and volumes)c. Profit Margins and Added-Value per function

4. Bottlenecks along the value chaina. What are the market opportunities? For which sub-sectors/products

and from which EU markets is there a demand? b. What are the key bottlenecks preventing exports?c. Are these bottlenecks critical? Are they solvable?d. What sustainability issues are encountered? e. Are these issues critical? Are they solvable?f. Donor scan: which bottlenecks are solved by other donors g. What bottlenecks can be solved by CBI. Would CBI activities in

addition to ongoing activities resolve all identified constraints?h. Visual representation i. Summary: What are the main constraints (cluster constraints to

max 8 key issues).5. Baseline information

a. (Estimated) number of enterprises active in the chainb. Value addition at each step of the value chain c. Currently exported volumes and amounts (Volume and $ exports

(EU/Regional)d. Currently exported volumes and amounts of sustainable produced

home textile products (Volume and $ exports (EU/Regional)e. Trends in supply and demandf. Level of sustainability

6. Business Case6

Amongst others: What modules are needed to ensure that the export value chain performs well?

a. Proposed CBI activities (type and number of modules) to enhance capacity in the import-export link, to achieve competent exporters, effective business support, informed local policy makers and pull marketing (or combinations of these).

b. How much increase in exports is expected to result from the CBI intervention (target and attribution estimation)?

5 In case the study covers multiple value chains chapter 3 & 4 should be repeated for every value chain under investigation. 6 Will be provided by Programme Manager at start of assignment


c. What are opportunities for synergies due to integrated approach/alliances with other organisations actively supporting that value chain?

d. Risk analysis (overview of issues related to CSR, human rights, political stability, other donor activities etc. to be considered when planning activities for the short, medium and long term).

Annex 2 – Criteria of Sustainable Economic Development

Profit Market potentialHigh potential for creation of employmentHigh impact for CBI activitiesHigh spin-off effectAlignment with economic/export policy of target countryFuture sector/trends on world market

Planet Scale of pollutionSustainable use of natural resources

People Rate of employment of womenStatus of health and safety standards No child or forced labour

Rate of corruption


Annex 3 – Documents to be consulted and key informantsA value chain analysis is based on the following sources:

a. Sources and documents Ecorys study (Trade Potential Index) Experiences and lessons learned from evaluation of previous programmes CBI Market surveys for the HDHT sectors (available at www.cbi.eu) International Trade Centre Donor reports present at CBI offices Other relevant documentation and (value chain) analyses, available at

CBI (to be provided to the contracted expert) U.S. Department of State, human rights reports:

www.state.gov/g/drl/rls/hrrpt/2010/index.htm UNEP: www.unep.org UN Division for Sustainable Development:

www.un.org/esa/dsd/susdevtopics/sdt_index.shtml International Labour Organisation: www.ilo.org Friends of the Earth: www.foei.org WWF: www.wwf.org IUCN: www.iucn.org Business & Human Rights Portal: www.business-humanrights.org World Business Council for Sustainable Development:

http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?MenuID=1 International Chamber of Commerce:

www.iccwbo.org/policy/environment/

b. Key informants CBI sector account manager and CBI country account manager (they

should always be contacted) European HDHT importers and other stakeholders in the sector (e.g.

associations, suppliers, consultants, experts) BSOs from CBI target countries CBI local consultants NL Embassy staff EU DG for Trade Participants from previous programmes in the HDHT sector (if applicable) Representatives from European companies PSD partners

http://www.iccwbo.org/policy/environment/

http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?MenuID=1

http://www.business-humanrights.org/

http://www.iucn.org/

http://www.wwf.org/

http://www.foei.org/

http://www.ilo.org/

http://www.un.org/esa/dsd/susdevtopics/sdt_index.shtml

http://www.unep.org/

http://www.state.gov/g/drl/rls/hrrpt/2010/index.htm

http://www.cbi.eu/


Annex 4 – Stakeholder Assessment Grid

Stakeholder management is key to the successful implementation of CBI programmes. Stakeholders are those agencies, organisations, groups or individuals who have a direct or indirect interest in the programme. Managing stakeholders is integral and continuous part of programme management. Stakeholder management must start right from the initial phase of value chain analysis. To effectively manage the stakeholders a stakeholder analysis is required. It is recommended to analyse the stakeholders using a so-called stakeholder assessment Grid.


Annex 5 – Value Chain Map

The value chain study should result in a well-founded analysis of - how the chain looks like- what the key actors, supporters and influencers are- which bottlenecks exist that prevent export growth- who could/can/does resolve these bottlenecks

Schematically, this should result in below example graphic:


Annex 5 – Drafting a Result Chain (7DCED)

The results chain provides the framework on which all programme activities, including impact assessment tasks, are built. It is therefore a vital starting point for all projects. Typically, a results chain will map out several different types of anticipated impact at three main levels:

Market Level - In the value chains and markets involved, including product markets and sometimes also supporting markets for inputs, business services, and/or finance

Enterprise Level - Among participating MSEs

Household Level - In the households associated with participating MSEs (not required for CBI).

Criteria:

A documented result chain is developed for each intervention selected The result chain is thorough, logical and realistic, showing as far as

possible how the selected intervention(s) lead to achievement of development goals

Relevant contributions of other initiatives are mentioned The results chain(s) are sufficiently detailed that changes at all key levels

can be assessed quantitatively and/or qualitatively The programme has clear documentary evidence of research and analysis

that underlies the logic of the steps in the results chain(s) The documentary evidence supports the logic that the changes outlined

are likely to lead to lasting impact Significant assumptions are explicitly identified in the document

7 Measuring achievements in private sector development: implementation guidelines, March 2010, DCED


Annex 6 - How to collect baseline data

Baseline data is required to be able to measure the change the CBI programme has achieved through its interventions. An evaluation of results is generally only useful if there is sufficient information about the state of affairs before the CBI programme took place, in order to compare these baseline data with the data obtained during and at the end of the programme. Therefore, baseline data need to be collected before the programme starts.

CBI programme require two sets of baseline data:

1. OUTCOME baseline:

The outcome of any CBI programme is export growth; therefore, the baseline data for the outcome level has to be the export volume at the outset of the programme. This data needs to be collected from a reputable source, such as trade statistics, or via a survey. Data sources should be sources that are available also at the end of the programme, so that the result is measured in the same way as the baseline.

A complication in reality is, however, that in many cases export grows (or declines) autonomously; in other words if there were no CBI programme exports would grow (or decline). This is the problem of attribution: what part of the observed change at the end of the programme is attributable to the CBI programme and what is “happening by itself”. See attribution tool in the programme manual, Annex 4, for the method applied by CBI.

During the VCA, the following baseline data need to be collected:- Current export levels (as recent as possible)- Past export levels (preferably last five years to estimate trends)- Any information (quantitative or qualitative) that is of importance for the

future development of export (such as sector outlooks, discussions on the anticipated impact of trade regime changes, and the like)

2. OUTPUT baselines:

A typical CBI programme contains several projects that are developed to jointly achieve the outcome, namely export growth in the selected value chain. Projects generate outputs, such as improved BSO service delivery, or higher exports of directly supported companies, or more market knowledge among actors, and the like.

These outputs are non-standard (unlike the outcome), and therefore need to be defined first, which happens in the business case development phase. Here, a result chain defines what the results on enterprise and service market levels are, and hence what change (=output) each project intends to achieve. Once this is clear, the task is to define indicators for outputs, as typically the intended output, e.g. better service delivery, cannot be measured directly. The business case, on the basis of the VCA defines what target values these indictors should have during the programme implementation, i.e. what should the indicators be like so that we can be sure the programme as a whole is “on track”. The indicators at the beginning of the CBI programme are the baseline information for the projects within the programme.



Annex 7 – Score matrix

Value max. score

1. Compliance to ToR 502. Resumes and network of research team 303. Budget 20