“Andhra Pradesh Integrated Irrigation and Agriculture

Transformation Project (APIIATP)”

Hiring of Consultancy services for External Monitoring and

Evaluation (M&E) will be carried out as per “Quality and Cost

Based Selection Method” in accordance with the procedures set out

in the World Bank’s Procurement regulations for IPF Borrowers of

July 2016.

Sd/-24.7.2017

For SPD/APIIATP

REQUEST FOR EXPRESSION OF INTEREST FOR EXTERNAL MONITORING & EVALUATION

EOI No:1 Dt:01 .07 . 2017

Engagement of External Agency for Conducting Monitoring & Evaluation of Andhra Pradesh Integrated Irrigation Agriculture Transformation Project (APIIATP)

Client: Water Resources Department, Government of Andhra Pradesh

Country: India

State: Andhra Pradesh

The Commissioner, CADA, Water Resources Department of Government of Andhra Pradesh has applied for financing from World Bank in the form of a loan or credit toward the cost of the Andhra Pradesh Integrated Irrigation and Agriculture Transformation Project (APIIATP) and intends to apply a part of the proceeds for consulting services for which this Request for Expression of Interest is issued.

The external M&E agency is expected to undertake the following tasks: (i) Concurrent Monitoring, (ii) Mid-term review, (iii) Final Impact Assessment of the Project, and (iv) Final Social and Environmental Management Audit.

The Client now invites eligible consultancy agencies to indicate their interest in providing the Services. Interested consultancy agencies should provide information demonstrating that they have the required qualifications and relevant experience to perform the Services (description of similar assignments, experience in similar studies, availability of appropriate professional staff, etc.). Further information as well as online format for EOI is posted in the project website: www.apmitanks.in

A firm will be selected under Quality and Cost Based Selection (QCBS) procedures, in accordance with the procedures set out in the World Bank’s Guidelines: Selection and Employment of Consultants by Bank Borrowers, May 2004, revised July 2016.

Interested consulting firm may obtain further information at the address given below from 11.00 hours to 17.00 hours IST on all working days.

Expression of interest in physical copy must be delivered to the address below by no later than 5:00 PM, _26_/__07_/__2017____ at the following address:

Yours sincerely, Sd/-01.07.2017 Commissioner, CADA, Office of the Commissioner, CADA, Water Resources Department, Door No. 14-7-29, 3rd Floor, Vysya Bhavan, Namboori Gopala Rao Street, Near Old General Hospital, Hanumanpeta, Vijayawada - 520 003. Andhra Pradesh, India. Telephone No. 0866- 2572746,E-mail :spdwb@apmitanks.in

1 | P a g e

Andhra Pradesh Integrated Irrigation Agriculture Transformation Project

(APIIATP)

Terms of Reference for External Monitoring and Evaluation

during the Project Period (2017-2018 to 2022-2023)

1. Background

Government has proposed Andhra Pradesh Integrated Irrigation and Agriculture Transformation Project (APIIATP) funded by World Bank which would be implemented over a period of 6 years, providing benefits to 2 lakh farming families covering 1.47 lakh Ha of agriculture land in 1,211 tank command areas. The total estimated project cost is Rs. 1,600 Cr. The Project Development objective is to enhance agricultural productivity, profitability and resilience to climate variability in selected tank systems of Andhra Pradesh. The project beneficiaries will include small and marginal farmers, water users associations, farmer producer organizations and other agro-entrepreneurs. During project preparation, specific target areas will be identified and specific intervention will be designed to benefit women and other vulnerable groups.

2. Project Description

The project activities would be grouped into four main components: (i) Improving Irrigated Agriculture Efficiency at Farm Level; (ii) Promoting Adaptive Sustainable Agriculture Practices; (iii) Climate-friendly Market and Agribusiness Promotion; and (iv) Project Management and Capacity Building.

Component A: Improving Irrigated Agriculture Efficiency at Farm Level: This component would improve tank-based minor irrigation to strengthen the integrated farming system (in which growing crops; agro-forestry and rearing livestock co-exist) with reduced water footprints. It will consist of three inter-related sub-components; (i) improving tank system performance and resilience; (ii) inflow hydrology management for improving water productivity and efficiency; and (iii) building synergy with the Primary Sector Mission (Agriculture, Fishery, Horticulture, Livestock and Irrigation). Component A will be supported by information and communication technology (ICT) tools, sensors and remote sensing in two key ways – (i) leveraging Internet of Things (IoT) technologies combined with sensors to remotely capture data and information on various aspects pertaining to minor irrigation systems such as water flows, water quality, and auto management of turnouts, pumps, and regulation of irrigation system operation using a cost effective deployment of wireless sensor networks, and (ii) use ICT and remote sensing products for monitoring and evaluation (M&E). Pilot tanks/cascades for deploying these innovative technologies have to be explored and finalized. In order to incorporate and mainstream these innovative technologies, capacity building would be required through hiring of consultants for

2 | P a g e

selected teams in the PMU and DPUs, to internalize these approaches for the duration of the project.

Component B: Promoting Adaptive Sustainable Agriculture Practices: This component would improve production and productivity of the tank systems, and increase returns to farmers and other water users through better market linkages and promotion of agribusiness. This component will have two sub-components: (i) climate smart diversified agriculture production systems; and (ii) climate-friendly market and agribusiness promotion.

Component C: Climate-friendly Market and Agribusiness Promotion: This sub-component will aim at reducing the ‘road miles’ of goods and services, by bringing the producer and consumer closer for locally produced goods and services, by receiving/ enhancing local farmers markets and developing alternate marketing channels to improve farm level post-harvest management and value addition. The project will support development of farmer producer organizations/ companies anchored in water user associations and facilitate public-private partnerships to enable direct buying arrangements at the local level.

Component D: Project Management and Capacity Building: The objective of this component is to ensure effective project management at the tank/cascade, state and district levels, information support, and communication. It includes monitoring, learning &evaluation (MLE) comprising concurrent and systematic benefit monitoring, periodic evaluation, and impact assessment through an independent M&E agency.

Social Mobilization, Institutional Development and Gender Inclusion The project recognizes that human and institutional development activities are critical to ensure success. The project copiously identifies that tank dependent farming communities have a significant role to play in planning, constructing, operating and maintaining the tanks to draw benefits on a sustainable basis. Furthermore, given that the hydraulic dynamics necessarily bind farmers within an ayacut, collective action/efforts are warranted. Proposed project would build on mobilizing local communities into ‘Water User’s Associations” (WUAs) which would provide a common platform for undertaking a variety of tank management related activities. Mobilization efforts necessarily have to take into cognizance the heterogeneity among local communities. Due representation will have to be provided for the poor and vulnerable sections such as SC, ST, and women. It is also planned to provide technical support for agriculture production and marketing. As such, sub-groups of common interest groups (CIGs) may also emerge from the ‘mother’ WUA. In addition, the project is also embarking upon supporting fisheries in a large way. Therefore, fisher folk also need to have a stake in the management of tanks. There is also a need to explore supplementary and complimentary adjustments to make WUAs more inclusive and accountable. Substantial efforts will have to be made towards building the capacity of WUA, in particular, and the tank community, in general. Agriculture renders women farmers more at risk, especially to climate change, as they often lack the means to cope with the impacts of climate change. Proposed interventions will undertake an analytical enquiry as part of project preparation process to understand and assess the multi-faceted dimensions of gender gaps. Subsequently, strategic and operational design efforts will be

3 | P a g e

made to ensure not only recognizing women from farming households as ‘farmers’ in their own right, but also as leaders in WUA functioning. Accordingly, the project will have to design two-fold interventions. One of them, generic, aimed at sensitizing and building the capacity of the implementers, and the other set of interventions will be specific to WUAs at the tank village level.

Social and Environmental Safeguards There is already an existing SEMF that was developed for APCBTMP. As this project will cover a larger area and more tanks in different sub-basins and different agro-climatic zones, the SEMF needs to be updated by the client. As one of the project components is ‘promoting adaptive sustainable agricultural practices’ which include Integrated Pest Management and Integrated Nutrient Management, it is important to understand the current use of chemical fertilizers and pesticides in the tank command areas through a representative baselines survey and soil analysis.

3. Organization and Implementation structure

The overall responsibility for project implementation and coordination rests with the Command Area Development Authority (CADA) in the Water Resources Department of GoAP. Implementation support is provided by the Departments of Agriculture, Horticulture, Animal Husbandry, Fisheries, Forestry, Rural Development, Ground Water, APSAC and various support organizations and other private service providers. The Commissioner CADA and Secretary Water Resources Department is the overall Project Coordinator. Project implementation is coordinated through a Project Management Unit (PMU) established in CADA. The PMU, headed by the State Project Director of the rank of Special Commissioner, comprises a compact multi-disciplinary team dedicated to the project. Corresponding District Project Management Units (DPMUs) have been established at the district level with smaller multi-disciplinary dedicated teams. The PMU reports to a Project Steering Committee (PSC) chaired by the Chief Secretary and comprises the Secretaries of Water Resources, Finance, Agriculture, Horticulture, Animal Husbandry, Fisheries, and Rural Development, etc., with Commissioner CADA as Convener. The PSC reviews progress of the project every six months and provides strategic directions, guidance on policy matters and resolve conflicts, if any, amongst the implementing agencies.

4. Overall Organization of Project MLE System

Project monitoring, learning and evaluation (MLE) framework has been designed to facilitate (a) results-based management (through timely monitoring, analysis and feedback of relevant indicators); (b) learning for process enhancement (through a mix of participatory assessments, self-ratings and reviews, and special thematic studies); and (c) impact evaluation (through measurement of specific performance indicators, including use of appropriate baseline and controls).

4 | P a g e

The PMU, through its dedicated MLE unit comprising one M&E expert and one research and documentation expert, has overall responsibility for planning and coordinating MLE activities. In this role, the PMU coordinates MLE activities of the three sets of entities that undertake the bulk of the data collection and analysis work: (i) the implementing departments/agencies at the state and district levels; (ii) an independent, external M&E agency (to be engaged as consultant for the duration of the project); and (iii) beneficiaries, primarily WUAs, Fisheries Co-operative Societies and various project-supported farmer interest groups (such as commodity interest groups, PGM groups, women groups, etc,.). The process of participatory MLE by beneficiaries is facilitated by local Support Organizations (SOs), the external MLE agency, the DPU and the PMU as appropriate. The PMU has overall responsibility for developing systems and procedures for appropriate analysis and presentation of the collected MLE data to ensure appropriate use of the indicators for project management and learning. Implementing agencies (line departments, field level project staff and service providers sub-contracted by the project) are responsible for collecting and reporting information on physical and financial input and output indicators as part of their regular implementation work. These data are fed into and assimilated by a computerized MIS designed and set-up by the PMU. The MIS is designed to help consolidate, analyze and use these data for management feedback at different levels, from tank level to block, district and project levels. A structured process of participatory MLE is used to generate complementary information on quality and effectiveness of implementation processes and on project impacts from the point of view of the beneficiaries. Project interventions at the field level are primarily group-based or group-mediated -- through Ex: WUAs, Fishermen Cooperative Societies, Commodity Interest Groups, Tribal Committees, Farmer Producer groups / organization, Marketing groups, Gender Development Groups and Participatory Groundwater Groups. As part of their implementation experience each group would provide feedback – on themes and through media and formats understood and agreed in advance – on their participatory experiences. The facilitating SO or the implementing agency records these self-assessments as well as Quantified Participatory Assessments (QPA), and feeds them into the overall project MLE system. A strong MLE system assists in monitoring sustainability of investments made under the project. Apart from regular monitoring during the implementation phase, a comprehensive Report Card on “WUA Maintenance: OK Card for Tanks System Improvement and Self Reporting for Institutional Aspects” is prepared by each WUA before every season once the WUA takes over the O&M responsibilities of the rehabilitated tank system. This would provide the necessary feedback and help establish the required institutional support system for long term sustainability of community based tank system management in the minor irrigation sector.

5. Objectives of the External MLE Assignment

The external MLE agency will assist in project-wide monitoring learning and evaluation by undertaking the following tasks: (i) data collection and reporting, (ii) Process monitoring, (iii) Impact/ outcome analysis and evaluation, and (iv) technical and capacity building support for MLE to other project-related entities as appropriate.

5 | P a g e

A. DETAILED OUTLINE OF TASKS TO BE UNDERTAKEN BY EXTERNAL MLE

AGENCY

The External MLE Agency MLE is expected to undertake the following tasks: (i) Concurrent monitoring of implementation and outputs resulting quarterly reports of processes, issues, good practices and suggestions, (ii) Six Monthly Performance Assessment reports with measurement of key performance indicators; (iii) a Mid-term Outcome/Impact assessment, (iv) a Final Outcome/Impact assessment of the project, (v) systematic monitoring of project impact (both intended and unintended effects) through repeated monitoring of the same set of households (“panel” data analysis) from the beginning to end of the project, and (vi) two Environmental and Social Management Audits during Mid-term and Final Assessment.

i. Concurrent Monitoring of implementation and outputs The external MLE Agency shall undertake concurrent monitoring through field visits every quarter to 24 tanks by teams comprising at least three subject experts (technical, agriculture, and social/institutional). Processes and issues related to implementation will be studied using appropriate PRA methods (such as focus group discussions and transect walk). Adoption of good practices due to capacity building and institution development activities by the project will be studied and reported. Short videos may be included for dissemination of good practices.

ii. Six Monthly Performance Assessment for measurement of key

performance indicators: Data will be collected from the same set of 48 tanks visited by the 3 member external MLE Agency team. At least 15 households will be surveyed for collecting data on project impact using pre-designed instruments. Production data for the previous annual agricultural season (kharif, Rabi and summer) will be collected for measurement of key performance indicators.

iii. Impact/Outcome Assessments (Mid-Term and Final): Two full-scale impact evaluation studies will be undertaken at mid-point (Mid-Term Assessment Report) and at completion (Final Assessment Report) of project implementation. The studies would include comparative analysis of performance in project areas with those of selected “control sites” in non-project areas. In this context, the MLE Agency shall develop, as appropriate, component-wise performance indicators in consultation with all implementing departments and submit it along with the inception report. The agency shall clarify the methodology to be used for data collection, analysis and presentation (including use of appropriate controls).

a. Mid-Term Impact Assessment: The study would include an impact assessment of the project to date, but also focus on implementation processes and recommend adjustments in the project design and/or implementation arrangements to overcome identified bottlenecks. The Assessment Report would be a comprehensive overall impact assessment including quantitative and qualitative assessment of progress against project development objectives. The assessment will include socio-economic and environmental impacts of the project. The Mid-term Assessment will cover a representative sample of at least 84 tanks and 1260 households and 24control tanks

6 | P a g e

and 360 households. Selected tanks shall include those which have specific interventions such as PGM, Fisheries, Agri-business, Gender Plans, and Tribal Plans.

b. Final Impact Assessment: The study would focus on understanding the outcomes of project interventions and effect of the same on the target population and compare these with the “non-project” situation to assess the effectiveness of the project in terms of physical infrastructure development, socio-economic changes, environmental impacts as well as institutional strengthening and decentralized management of assets by community members through WUA platform. The report will cover both qualitative and quantitative aspects based on the results framework. It is expected that the Final Impact Assessment will cover a representative sample of at least 120 tanks and 2400 households and 24 control tanks and 480 households. Selected tanks shall include those which have specific interventions such as PGM, Fisheries, Agri-business, Gender Plans, and Tribal Plans.

iv. Financial and Economic Analysis: In the context of the Midterm and Final impact evaluation exercises, the MLE Agency shall update the financial and economic analysis of project returns undertaken at the start of the project. The MLE Agency shall also undertake, as feasible, analysis of issues relating to sustainability of project outcomes and impacts.

v. Systematic Benefit Monitoring: The external MLE Agency will undertake detailed monitoring of a selected set of households from beginning to end of the project (“panel” data analysis) to understand the impact of project interventions on, inter alia: (a) production patterns and incomes; (b) access to and efficiency in use of water resources; (c) skill formation as well as (management) capacity for community resource management; (d) distribution of benefits across various categories of land holders and different socio-economic groups. It will seek to capture both intended and unintended impacts of the project interventions. The methodology as well as sample selection for this analysis will be agreed in advance with the PMU. At least 24 tanks and 360 households will be included in this monitoring exercise. The same set of households shall be surveyed every six months along with the concurrent monitoring exercise. The sample shall include at least 30 groundwater/conjunctive water users, as well as non-farming households. The 24 tanks from which the panel of SBM panel is selected shall be included in the Mid-term and Final Impact Surveys. Households dropping out of survey during the project period shall not be substituted.

vi. Environmental and Social Management Audits:

a. Environmental Management Audits: The environmental assessment at baseline shall enable identifying significant issues and the related impacts associated with the interventions such as strengthening and up gradation of tanks, dam safety, improving irrigation efficiency, crop diversification, productivity enhancement through climate resilient/adaptive sustainable agriculture production, technology promotion in fisheries etc. These are fed into a framework which will also detail out associated measures to: (i) enhance positive impacts; and (ii) mitigate negative impacts (if need be) and suggests institutional and implementation mechanisms to ensure the

7 | P a g e

implementation of the measures. The Mid-term Environmental Management Audit shall assess to what extent the expected results have been achieved and if any mitigation measures are needed. The Final Environmental Management Audit shall assess whether the expected outcomes at baseline and mid-term have been achieved and mitigation measures proposed have been implemented.

b. The Social Management Audit: It is well recognized that the project needs to take due cognizance of a number of stakeholders whose profile is not homogeneous, rather, quite diverse comprising a number of sub-groups identifiable on the basis of their differential endowment, gender, ethnicity, different economic groups and other regional features. Therefore, the challenge lies in addressing the requirements of the all the sub-groups, with special attention towards the rural and tribal poor and other normally socially excluded sub-groups. Besides, there are a large number of stakeholders, some internal and others external to the project, who would have varying degrees of influence and impact on project activities and outcomes. This makes it necessary for the project to provide a framework for participation of all key stakeholder groups and enable solicit their contributions towards project design and delivery mechanisms. The Social Assessment Audit shall include beneficiary assessment, stakeholder analysis, social impacts, institutional assessments and risks analysis. The Mid-term Social Management Audit shall assess to what extent the expected results have been achieved and mitigation measures if any. The Final Social Management Audit shall assess whether results expected at baseline and mid-term have been achieved and whether mitigation measures have been complied with.

Table 1: APIIATP: MLE Tasks, Sample Sizes of Tanks and Respondents

Sl M&E Task Sample tanks Household sample

size

Systematic Benefit

Monitoring

Project Control Project Control Tanks Households

0.0 Baseline Assessment1 120 20 2225 350 Subsample

2

0.1 Baseline ESF (15) - - 0

1 Concurrent Monitoring 1 48 12 720 180 24 360 2 Concurrent Monitoring 2 48 12 720 180 24 360 3 Concurrent Monitoring 3 48 12 720 180 24 360 4 Concurrent Monitoring 4 48 12 720 180 24 360

5 Concurrent Monitoring 5 48 12 720 180 24 360 6.1 Midterm Impact

Assessment3

84 24 1260 360 24 360

6.2 Midterm ESF Audit4 (12) 0 0 0 0

7 Concurrent Monitoring 6 48 12 720 180 24 360 8 Concurrent Monitoring 7 48 12 720 180 24 360

1Baseline already completed; hence not part of this assignment 2 Sample households will be drawn from the baseline sample 3 The sample households shall include sub-samples covered in the baseline assessment (groundwater users, fisher folk, women etc. in appropriate sample sizes) 4 The sample tanks could be part of the Mid-term survey sample. ESM Audits will use data collections methods such as focus group discussions, key informant interviews etc for data collection.

8 | P a g e

Sl M&E Task Sample tanks Household sample

size

Systematic Benefit

Monitoring

Project Control Project Control Tanks Households

9 Concurrent Monitoring 8 48 12 720 180 24 360 10 Concurrent Monitoring 9 48 12 720 180 24 360 11 Concurrent Monitoring

10 48 12 720 180 24 360

12.1 Final Impact

Assessment

120 24 2400 480 24 360

12.2 Final ESF Audit 5 (20) 0 0 0 0

TOTAL 684 168 10860 2640 288 4320

B. SCHEDULE FOR COMPLETION OF TASKS

Table 2: APIIATP: MLE Tasks, Timeline and Reports

Frequency Task To be completed by No. of Reports

Inception Report Within 15 days of contract signing

Concurrent Monitoring

Quarterly MLE Report

End of every three (3) months on processes and issues in implementation with suggestions for improvement; Consolidated Report Every Six Months to be part of the Six monthly MLE Report

12 Reports in the 6 Year Project period

Six-Monthly MLE Report

End of every six-month period in the project annual planning and implementation cycle. Consolidated information from previous six monthly reports and an update on the Key Performance Indicators (using Without Project comparisons where appropriate, using control tank data)

12 Reports in the 6 year project period.

Midterm Mid-Term Assessment Report

End of the first half of the project implementation phase and at least 30 days prior to the Mid-Term Evaluation Mission. Financial and economic analysis of project returns to be included.

1 Report at Mid-term (30 days prior to Mid-term Mission)

Final Final Assessment Report

End of the project implementation phase AND at least 30 days prior to the Implementation Completion Review Mission Financial and economic analysis of project returns to be included.

1 Report (30 days prior to Mid-term Mission)

ESM Audits

Environmental and Social Management Audits

At mid-term and at completion of project, with report submitted at least 30 days prior to the relevant review missions

2 Reports: at Mid-term and Final Assessment. (30 days prior to

5 The sample tanks could be part of the final impact assessment survey sample

9 | P a g e

Frequency Task To be completed by No. of Reports

Missions)

SBM Systematic Beneficiary Monitoring Report

Interim “snapshot” reports at the end of every six-month period, to be included in the consolidated Six-Monthly MLE Report. Consolidated reports prepared and submitted as part of Mid-Term Assessment report and as Final Assessment Report

12 Reports in the 6 Year Project period; Will form Part II of Six Monthly MLE Report

The External MLE Agency shall use the same Check slip for Field Verification that would be used for internal monitoring by PMU. Copies of filled-in Check slip countersigned by the District Project Director shall be submitted to PMU for updating and cross-verification of Project MIS. All the Reports will be presented and discussed with the PMU and other experts. Presentations will also be made to Project Review and Support Missions of the World Bank. Every Report shall be accompanied by a power point presentation for discussion

E. DATA, SERVICES AND FACILITIES TO BE PROVIDED BY THE PROJECT Go AP through the Project Director and/or the designated representatives: (a) Would assist the External MLE Agency in co-ordinating with the PMU and other

implementing agencies, and in other assignment-related tasks. The M&E Specialist in PMU is designated for co-ordinating all MLE aspects of the Project.

(b) Would help identify contacts in the project areas and facilitate consultation with agencies, project beneficiaries and others. The consultant would be responsible for contacting the individuals identified, collecting the required data and analysing the information available;

(c) Would provide logistical support as appropriate within the following general conditions: the agency would be responsible for all expenses relating to transport and accommodation at project sites. Subject to availability, accommodation in PWD and Irrigation Department Inspection/ Bungalows and Rest Houses would be made available to the agency’s staff/consultants. Charges, if any, levied/ leviable at the applicable rates would have to be borne by the consultant staff.

F.OUTPUTS REQUIRED FROM THE CONSULTANT

The main outputs required are draft reports on the tasks listed in, and the corresponding schedule specified in section D. The agency shall submit 10 print copies in colour and in MSWord10

format of a draft report to the State PMU along with a power point presentation of findings

10 | P a g e

and recommended actions for discussion with the Project Director and other officials before finalisation. The main findings of the report will be presented in a workshop which will be organized by the client. An executive summary shall be provided for all major reports. Final print and soft copies shall be submitted along with invoices. The External MLE Agency shall transfer the entire database generated for the purpose of reporting to the PMU and the same shall be updated with collection of new data. Data base shall be properly coded and shall be submitted along with invoices. The Data Manager of the External MLE Agency shall coordinate with the MIS Expert in PMU for this. The External MLE agency will not use the information generated during these studies for wider dissemination without the express and written permission of Water Resources Department. Each six-monthly report by the External MLE agency shall have a dedicated section reporting on compliance with regard to the various social, environment and safeguard issues that may have been triggered during project implementation.

G.COMPOSITION OF REVIEW COMMITTEE TO MONITOR CONSULTANT’S

WORK A committee comprising of the following members shall monitor the Consultant’s work and would be responsible for making available the data and information, conveying approvals and also deal with the problems if any faced by the Consultant in executing the Contractual obligations:

(a) Special Commissioner, CADA- Project Director

(b) Chief Engineer (Minor), Water Resources Department.

(c) SE, Procurement, APIIATP

(d) M&E Specialist, PMU, APIIATP

The Committee shall co-opt any additional members if needed.

H.PROCEDURE FOR REVIEW

The Review Committee shall meet within 15 days of receipt of the reports and make a detailed review of the reports, forward to World Bank, obtain their comments if any and communicate the combined comments of Go AP and World Bank to the Consultant within one month from date of submission of the report. The Consultant shall expeditiously address the comments and modify the report.

I. CONSULTANT OFFICE IN VIJAYAWADA

In order to be effectively involved in project monitoring, learning and evaluation, the External MLE Agency shall establish a full time office in Vijayawada with adequate office space, equipment, facilities and support staff. All professionals/subject matter experts approved for the assignment shall be based at Vijayawada during the committed input period.

11 | P a g e

J. LIST OF KEY EXPERT POSITIONS

Specialists in Monitoring and Evaluation, Agriculture, Engineering, Economics, Social Science, Fisheries, and Environment would constitute the core team of the agency. It is important that the staff should have considerable experience in implementing an M&L system and this should be indicated in the CVs of key personnel to be deployed for each subcontract. Details of requirement of the key experts are indicated in Table 3.

Table 3: APIIATP -External MLE: Experts, Qualifications, Experience &Skills, and

Duration of Inputs

# Experts Qualification Experience & Skills Required

Duration

of inputs

(m)

a. KEY EXPERTS WHOSE CV AND EXPERIENCE WOULD BE EVALUATED

1 Monitoring

& Evaluation

Expert

(Team

Leader)

PG in Social Sciences, Agriculture, Engineering

15 years of experience of monitoring and evaluation in natural resources management / climate change adaptation areas, Experience of result based management approach, Sampling frame works, Data analysis, project cycle management, Experience of developing community based monitoring systems and tools development. Also ability to use automated software for statistical analysis.

48

2 Agriculture

Expert Post Graduate; in Agriculture

10 years of experience in irrigated agriculture and farming systems, and having knowledge of both traditional practices and modern techniques for improving water use efficiency and agricultural productivity. Experience on business model development for irrigated agriculture and marketing, post harvest technology, value chain studies is desirable.

36

3 Engineering

Expert

Post Graduate in Civil Engineering

10 years of experience in water sector in irrigation planning, tank restoration & management, Participatory ground water management, crop water budgeting

36

4 Social

Scientist Post Graduate in Social Sciences

10 years of experience in water and agriculture sector, community based organizations, gender & tribal issues, and rehabilitation and resettlement issues.

36

5 Economist Post Graduate in Economics

10 years of experience in economic analysis of small and macro level projects in water and agriculture sectors. Capacity to undertake reviews based social and

15

12 | P a g e

# Experts Qualification Experience & Skills Required

Duration

of inputs

(m)

economic cost benefit analysis.

6 Fisheries

Expert

Post Graduate in Fisheries Sciences

10 years of experience in Fisheries, post-harvest technology, value chain studies etc.

15

7 Environment

Expert(for

Environmental

Audit at

Midterm &

Final

Assessment)

Post Graduate in Environmental Planning & Management

10 years of experience in rural water sector and having knowledge about environmental and natural resource management issues relating to tank revival/ restoration. 4

TOTAL PROFESSIONAL MONTHS OF KEY EXPERTS 190

Decisions regarding engagement/disengagement of key resource persons to be used by the External MLE Agency, including additional specialists, if any, required for particular themes will have to be undertaken in consultation with the PMU.

The External MLE Agency shall make no change in Key Subject Matter Experts without the prior written concurrence of the State Project Director, APIIATP.

K. ACTION PLANNING AND EXECUTION OF THE ASSIGNMENT

During the contract period, the Key Subject Matter Experts shall prepare Monthly Action Plans and Accomplishment Reports in the prescribed form used by PMU Experts in consultation with the PMU so that PMU Experts may also join for concurrent field visits. These Action Plans and Accomplishment Reports shall form part of documents to be submitted along with Invoices. These will also be used for calculating inputs provided by each Key Subject Expert.

Sd/-25.5.17

Dr.P.S.Raghavaiah, I.F.S.,

SPD,APIIATP