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SPECIFIC TERMS OF REFERENCE

Final Evaluation Of the Budget support programme "Apoyo Presupuestario Sectorial a la Estrategia de Desarrollo Integral con Coca 2011-2015 en Bolivia –PAPS II"

FWC SIEA 2018- LOT 5: Budget Support

EuropeAid/138778/DH/SER/multi

CRIS/OPSYS reference number: 2018/399959

Contracting Authority: the European Union Delegation to Bolivia

Global Price

1 BACKGROUND.....................................................................................................................3

1.1 Relevant country / region / sector background...................................................................31.2 The Budget Support programme to be evaluated...............................................................41.3 Stakeholders of the Budget Support programme................................................................71.4 Other available information................................................................................................7

2 DESCRIPTION OF THE EVALUATION ASSIGNMENT..............................................9

2.1 Objectives of the evaluation................................................................................................92.2 Requested services............................................................................................................102.3 Evaluation methodology...................................................................................................122.4 Phases of the evaluation and required outputs..................................................................142.5 Specific Contract Organisation and Methodology (Technical offer)...............................182.6 Management and Steering of the evaluation.....................................................................192.7 Language of the Specific contract.....................................................................................19

3 EXPERTISE REQUIRED...................................................................................................19

3.1 Number of experts and of working days per category......................................................193.2 Expertise required.............................................................................................................203.3 Presence of management team for briefing and/or debriefing..........................................21

4 LOCATION AND DURATION..........................................................................................21

4.1 Starting period...................................................................................................................214.2 Foreseen duration of the assignment in calendar days......................................................214.3 Planning, including the period for notification for placement of the staff........................214.4 Location of assignment.....................................................................................................21

5 REPORTING........................................................................................................................21

5.1 Content, timing and submission........................................................................................215.2 Use of the EVAL module by the evaluators.....................................................................225.3 Comments on the outputs/products...................................................................................225.4 Assessment of the quality of the Final Report and of the Executive Summary...............235.5 Language...........................................................................................................................235.6 Number of report copies...................................................................................................235.7 Formatting of reports........................................................................................................23

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ANNEX I: SPECIFIC TECHNICAL EVALUATION CRITERIA........................................24

ANNEX II: INFORMATION THAT WILL BE PROVIDED TO THE EVALUATION TEAM....................................................................................................................................25

ANNEX III: STRUCTURE OF THE FINAL REPORT AND OF THE EXECUTIVE SUMMARY...........................................................................................................................26

ANNEX IV: PLANNING SCHEDULE......................................................................................29

ANNEX V: QUALITY ASSESSMENT GRID...........................................................................30

ANNEX VI: COMPLEMENT OF INFORMATION ON THE PROGRAM AND ITS RELATED STRATEGY......................................................................................................35

Annex 4.1: Objectives, results and indicators of the PAPS2 program........................................35Anexo 4.2: Annual goals of PAPS2............................................................................................36Annex 4.3: Consolidated achievements of the budget support..................................................38Annex 4.4 Products of the Technical Assistance for the Startup of PAPS2 (NIRAS, 06/02/2014 - 05/13/2015)...............................................................................................................................39Annex 4.5: Products of the complementary support ATI to the Vice Ministry of Coca and Integral Development (AESA, 01/10/2015 - 05/04/2016)..........................................................39Annex 4.6: Products of complementary support to VCDI, second phase...................................41Annex 4.7: Products of the Technical Assistance to support the implementation of the territorial productive complexes approach with emphasis on markets in the Tropic of Cochabamba and Yungas of La Paz within the framework of the new integral development strategy with coca 2015-2019 (NIRAS , 12/15/2016 - 12/14/2017).........................................................................41Annex 4.8: Management indicators and results of the MED and its sub-indicators...................42

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1 BACKGROUND

1.1 Relevant country / region / sector background

Bolivia is located in the center-west of South America. With a population of 10.1 million inhabitants, it borders Brazil to the north and east , Paraguay and Argentina to the south , and Chile and Peru to the west . It has a surface of 1.01 million km2, making it the sixth largest country in Latin America. Its territory includes different geographical areas, such as the Andes mountain range, the Altiplano, the Amazon, the Low Lands from Moxos and the Chaco.

Politically, the country is constituted as a Plurinational State, with decentralization and autonomies. It is divided into nine departments and 339 municipalities. Sucre is the constitutional capital and seat of the judiciary, while La Paz is the seat of the executive, legislative and electoral organs.

Bolivia is currently considered a low middle income country. The latest economic reports indicate an annual income per capita of approximately $ 3,000 ($ 1,010 in 2005 and $ 1,700 in 2010). Although poverty is still high in reference to the income distribution, there has been considerable progress in recent years with a reduction of extreme poverty from 37% in 2005 to 17% in 2014, and of moderate poverty from 60% to 39% in reference to the same period. The Gini index has been reduced from 0.62 in 2000 to 0.49 in 2014, partly due to the redistributive effect of conditional transfers.

According to statistics, life expectancy in Bolivia (2015) is over 71 years, infant mortality is 38 per thousand live births (2014) and the Human Development Index reaches only 0.66 (2014). These data are below the regional average. However, it should be noted the achievements in education where the level of illiteracy was reduced from 20% in 1992 to 2.9% in 2015 and school dropout from 7.5% in 1985 to 1.2% in 2015.

Bolivia's economy has remained stable in recent years. Thanks to the high prices of raw materials, the increase in exports of minerals and natural gas and a prudent macroeconomic policy, annual economic growth has reached an average of 4.9% between 2004 and 2014 decade. The external context that was previously favorable, has suffered a constant deterioration due to the drop in international prices of raw materials (especially oil, which is a reference to the price of gas), the slowdown in China and the economic deceleration of Bolivia's main trading partners (Brazil, Argentina).

On March 9, 2016, the Economic and Social Development Plan 2016-2020 (PDES) was enacted into law of the Plurinational State of Bolivia. The PDES constitutes the strategic framework and the starting point for the prioritization of objectives, results and actions to be developed by the state. The PDES is supported by the Patriotic Agenda 2025 and the Government programme 2015-2020. The main objective is to generate the necessary conditions to promote the eradication of extreme poverty through measures to be implemented within the framework of thirteen pillars. 1

1The description of each of the pillars as well as the full text of the PDES can be found in http://www.planificacion.gob.bo/pdes/

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http://www.planificacion.gob.bo/pdes/

1.2 The Budget Support programme to be evaluated2

Title of the Budget Support programme to be evaluated

Sector Budget Support to the Strategy for Integral Development with Coca 2011-2015 in Bolivia (PAPS II)

Complementary Supports

Budget of the Budget Support programme to be evaluated

€ 23 million Budget support € 1 million Complementary Supports

CRIS numbers of the Budget Support programme to be evaluated

LA/2013/024-438, which include contracts:LA/2012/308-265; LA/2014/337-591, LA/2014/339-246; LA/2015/363-848; LA/2016/379-987; LA/2016/381-973

Dates of the Budget Support programme to be evaluated

Start: 11/12/2013 End: 10/12/2017

The budget for the evaluation is coming from the same Decision LA/2013/24438.

As part of its strategy to fight against drug trafficking, the Government of Bolivia has developed a National Strategy for Integral Development with Coca (ENDIC 2011-2015), aimed at eliminating the factors that cause poverty, social exclusion and environmental deterioration, in the areas of coca production (Yungas de la Paz and Tropico de Cochabamba).. The Sector Budget Support to the Strategy for Integral Development with Coca 2011-2015 in Bolivia (PAPS II), has as general objective to contribute to the implementation of the ENDIC.

This Program of € 24 million is part of one of the pillars of cooperation between the European Union and the Plurinational State of Bolivia (Fight against illicit drug trafficking) embodied in the Multiannual Indicative Program (MIP 2007 - 2013)3 of 234 M €. In a complementary manner, and within the framework of the MIP 2014-2020, the EU funds the Programme of Support for the Action Plan to implement the Strategy to Combat Drug Trafficking and the reduction of Coca Surplus Crops (€ 60 million) and the Programme of Strengthening of family farming and food sovereignty of population in outmigration areas to areas of coca production in Bolivia (€ 27M). For the period 2014-2020, the other pillars of EU bilateral cooperation in Bolivia are "Reform of the justice sector and fight against corruption", as well as "Water, sanitation and natural resources management".

1.2.1 Programme description

The programme began its implementation in December 2013 and ended in December 2017. The EU contribution of 24 million euros is divided into 23 million sectoral budget support and 1 million for complementary support. The programme to be evaluated includes not only the budget support component but also a series of technical assistance activities.

Budget support

The Technical and Administrative Provisions (TAPs) of the financing agreement (DCI-ALA / 2013 / 024-438) specify the specific objectives to be achieved: i) to diversify the productive and economic base, by generating employment, by favoring private and community initiatives, by developing new production systems and by consolidating current ones through the sustainable use of natural resources; ii) to contribute to the improvement of the population´s living conditions in the areas covered by the ENDIC, by

2 The term ‘Action’ is used throughout the report as a synonym of ‘project and programme’. 3 More info on EU programmes in https://eeas.europa.eu/delegations/bolivia_en/

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strengthening the coordination with the competent institutions, while supporting and complementing economic and social programs as well as infrastructure projects; iii) to promote capacity development, participation and community and institutional management within the projects of programming, execution and monitoring of the activities of the strategy, by facilitating the establishment of the regulatory framework and iv) to contribute to the processes of rationalization of coca leaves, by keeping an atmosphere of agreement and social peace, through the mitigation and prevention of conflicts, within the framework of the national policy to fight drug trafficking.

The TAPs also mention the expected results of the programme, as well as the indicators to measure the results. For each indicator, the European Union and the Government of Bolivia have defined annual goals in the proper contract. Annex 6.1 presents the objectives, results and indicators of the budget support. The annual goals linked to each indicator can be also in Annex 6.2.

The general criteria for the disbursement of all tranches (there is a fixed tranche and 3 variable tranches) are the following: satisfactory progress, credibility and relevance in the implementation of the ENDIC; application of a credible macroeconomic stability policy; satisfactory progress in the implementation of the Plan of Action for the Improvement of Public Finance Management (PAMREF); satisfactory progress with regard to enabling punctual, comprehensive and consolidated budget information available to the public. The main activities for implementing the budget support programme are the dialogue on budget support and the related policy, financial transfer, evaluation of results, communication of information and capacity development.

Disbursements for the variable tranches are calculated according to the four general eligibility criteria mentioned above, as well as on compliance with the anticipated goals. The Technical and Administrative Provisions include a disbursement schedule.

In terms of gender approach, the central role of women in integral development within coca and food security must be taken into account. The latter has been reflected in the program through the establishment of an indicator and of goals that are targeted to women.

Complementary support

The programme included a component of complementary aid that consisted of Technical Assistance (TA) services, studies, exchanges of experiences, visibility and evaluation.

A long-term permanent TA was not envisaged. Instead, there were intermittent TAs that advised the sector. The intermittent TA was complemented with a short duration TA for specific missions, based on the identification of needs by the beneficiary.

1.2.2 Implementation and achievements of the programme.

Budget Support

The agreement was signed on December 11, 2013. An addendum to adjust the TAPs and in particular the baseline information of one of the indicators was signed on April 26, 2017.

A first disbursement (fixed tranche) of 7 million euros took place in June 2014. Three disbursements followed in the next three years (variable tranches) for a total value of 14.8 million. The government achieved all the targets that were set and linked to the three variable tranches with the exception of the goal of indicator 8 (areas of coca leaf cultivated), associated to the third variable tranche and with a value of 1.2 million euros. The level of achievement of targets are summarized in Annex 6.3

It is expected that this evaluation will assess the effectiveness and efficiency of the Programme, as well as its relevance. Moreover, the evaluation shall identify lessons learned and provide concrete

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recommendations for the design and implementation of a follow up action. It is worth mentioning that the dialogue between the EU and the Government on this programme, as well as on the strategy has always been fluid and constructive.

Complementary Support

The complementary support consisted of a series of studies and technical support contracts that were mainly provided by international consultancy companies (through successive Framework Contracts).

A. Technical assistance for the start-up of PAPS2 LA / 2014 / 339-246 (NIRAS, 05/19/2014 - 05/13/2015).

The specific objective of this consultancy was "to provide technical advice, methodological inputs and specific studies to facilitate the optimal compliance of performance measurement indicators for PAPS II disbursements". The expected results were:

1) Fast assessment of 6 productive chains has been achieved;2) The recommendations for the improvement of productive capacity have been accomplished;3) Analysis of main and prioritized actors has been undertaken;4) Reports of sectoral specific studies have been made;5) The VCDI monitoring system has been implemented and is in use;6) The technical training programme has been implemented;7) The program for institutional strengthening has been implemented;8) Technical Assistance needs (2015-2020) have been established.

At the end of this consultancy assignment, a final report and eight reports were received for each of the above mentioned products (Annex 6.4).

B. Complementary support ATI to the Vice Ministry of Coca and Integral Development LA / 2015 / 363-848 (AGRICONSULTING, 05/21/2015 - 07/04/2016)

The specific objective of this consultancy assignment was "to provide technical advice on normative institutional management and specific studies, for the implementation of new sectoral policies related to coca leaves, and to Integral Development, as well as to support the implementation process of the adjusted ENDIC 2015 - 2019". The expected results were:

1) Reports of sectoral specific studies (13 in total);2) Operation of the VCDI Monitoring System for the PAPS II indicators (second variable section);3) Reports from the VCDI and FONADAL teams on the generation of instruments and implementation of sectoral policies (ENDIC 2015 - 2019 and the General Coca Law);4) Regular reports from the Coordination Secretariat of CONCOCA with recommendations to optimize its operation for the next four years.

The consultancy assignment provided institutional support and several studies, found in Annex 6.5

C. Complementary support ATI to the Vice-Ministry of Coca and Integral Development - Second phase - Senior Expert LA / 2016 / 381-973 (DAI, 12/12/2016 - 19/11/2017)

The specific objective of this consultancy was to provide technical advice on institutional management for the purpose of contributing to:

1) The good execution of the PAPS II programme;2) The implementation of new sectoral policies related to Integral Development with Coca;3) Support the implementation process of the ENDIC 2015-2019. "

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The expected result was to improve the management capacity of the VCDI based on specific assistance in different identified areas.

During this consultancy assignment, support was provided and several studies were carried out, which can be found in Annex 6.6.

D. Supplementary support ATI to the Vice Ministry of Coca and Integral Development - Second phase LA / 2016 / 379-987 (NIRAS, 12/12/2016 - 06/10/2017)

The specific objective of this consultancy assignment was "to provide specific studies to contribute to the good execution of the PAPS II program, the implementation of new sectoral policies related to the Integral Development with Coca, and to support the implementation process of the ENDIC 2015-2019". The expected results were 11 predefined studies, also to be found in Annex 6.7.

The analysis of the results of all above mentioned consultancy assignments on the government's capacity to implement the Program and the Sector Policy must be part of the final evaluation.

1.3 Stakeholders of the Budget Support programmeThe Ministry of Rural Development and Lands (MDRyT) is the responsible entity for designing and implementing the sectoral policy (National Strategy for Integral Development with Coca - ENDIC) to which the Programme PAPS II contributes. Within the MDRyT, the Vice-Ministry of Coca and Integral Development (VCDI) is responsible for promoting the ENDIC. A deconcentrated entity, named National Fund for Integral Development (FONADIN), participates in the implementation of the policy and the programme. The Direction of Planning of the MDRyT has an important role when it comes to integrating the programme into the policies of the Ministry.

Municipalities and Associations of Municipalities ("mancomunidades de municipios" in Spanish) also play an important role as individual beneficiaries and implementers of the programme. Coca leaf producers and other farmers in coca leaf production areas, along with their representations (federations or producer organizations), are the main beneficiaries of PAPS II.

However, international technical assistance has been directed mainly to national institutions.

Other actors that have participated in the programme are the National Council for the Revalorization, Production, Marketing, Industrialization and Research of Coca (CONCOCA), the Ministry of Environment and Water (MMAyA), the Vice Ministry of Social Defense and Controlled Substances (VDS -SC), the National Service of Protected Areas (SERNAP), the National Institute of Agrarian Reform (INRA), the National Institute of Agricultural and Forestry Innovation (INIAF), the Ministry of Planning (MDP) and universities.

1.4 Other available informationThe programme is directly related and seeks to contribute to the National Strategy for Integral Development with Coca (ENDIC 2011-2015). The ENDIC was adopted in June 2011, as a replacement of the previous policy (National Plan for Integral Development with Coca 2006 - 2010). Its general objective was "to generate sustainable integral development processes, by promoting community and institutional self-management capacities, including public and private investment in solidarity, to eliminate the factors that cause poverty, social exclusion and environmental degradation, through the internal and external application of the Coca Leaf Revalorization Strategy ".

The ENDIC had five specific objectives:

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1) To diversify the productive and economic base by generating employment, by favoring private and community initiatives, by the development of new production systems and by consolidating current ones, through a sustainable use of natural resources.2) To contribute to the improvement of the living conditions of the population of the coverage areas of the strategy, by strengthening coordination with the institutions involved, by supporting and complementing economic, social and infrastructure programmes and projects.3) To promote the development of community and institutional participation and management capacities in terms of programming, the implementation and monitoring of the activities of the strategy, by facilitating the establishment of the pertinent regulatory framework.4) To contribute to the processes of Rationalization of the Coca Leaf, with the purpose of maintaining a climate of agreement and social peace, by mitigating and preventing conflicts, within the framework of the new policy of fight against drug trafficking.5) To promote the processes of scientific research, agro-ecological production, control of commercialization and industrialization projects of coca leaves, within the framework of national sovereignty and international agreements.

To implement this strategy, the Government allocated a budget of 315 million euros, including the contribution of the Programme PAPS II, funded by the European Union.

The ENDIC has a specific monitoring and evaluation mechanism, the Evaluation and Performance Mechanism (MED, Spanish acronym), which consists of five management indicators and five outcome indicators (as well as respectively 27 and 28 sub-indicators). The indicators and sub-indicators of the MED are presented in Annex 6.8.The data is regularly collected either locally or nationally, processed by FONADIN and validated by the VCDI. Data are presented annually and validated in the Sectorial Table of Integral Development (MESDI) that groups the main stakeholders within the sector (VCDI, FONADIN, EU, Vice Ministry of Social Defense, Vice Ministry of Public Investment, Office of the United Nations against Drugs and Crime, and representatives of coca leaf production areas).

Although the ENDIC is older, it is coherent with the country's development plan, which is the Economic and Social Development Plan 2016-20 (PDES 2016-2020). It is also consistent with the strategies and policies of the related sectors (rural development, fight against drug trafficking and the environment): the "Plan of the Agricultural and Rural Sector with Integral Development for Living Well" - PSARDI, "Strategy to Fight Drug Trafficking and Control of Coca Surplus Crops, 2016-202 - ELCN and CCEC", and "Integrated Development Sector Plan of the Ministry of Environment and Water".

At the legislative level, the ENDIC use to rely on Law 1008 "Law on the Regime of Coca and Controlled Substances", which regulated the activities related to the production and commercialization of Coca in Bolivia. A new law (Law 906 or General Law of Coca) was enacted in March 2017 and, after a cross-analysis, the ENDIC remains consistent with this new law. It is expected that the new strategy that will replace the ENDIC and that is being currently prepared, will be directly aligned to Law 906.

During the 2011-2016 period, the implementation of the ENDIC resulted in the provision of technical assistance and inputs for the diversification of agricultural commodities (coffee, cocoa, honey, pineapple, bananas and palm heart) in the production areas of coca leaves (Yungas of La Paz and Tropics of Cochabamba). It also consisted on the rehabilitation or construction of productive or socio-economic infrastructure (roads, bridges, schools, medical centers), and in institutional support actions. The achievements indicated in the last report of the Evaluation and Performance Mechanism (MED) can be found in Annex 6.8.

The formulation of a new strategy is in progress, and should be formally presented by end 2018. It can be anticipated that it will have the same components as the ENDIC, but with more coherent objectives and indicators, in accordance to the new General Law of Coca.

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The evaluation will take stock of existing reviews, evaluations and data. This includes the studies mentioned above and any other information that the evaluators might find during the process of the evaluation. A comprehensive list of the already existing evaluations and studies shall be part of the inception report.

The evaluation shall take into account the European Union MIP 2007-2013, which frames the PAPS II programme, as well as the MIPS 2014-2016 and 2017-2020

More details on EU / Bolivia cooperation and its programs can be found on the website https://eeas.europa.eu/delegations/bolivia_es

2 DESCRIPTION OF THE EVALUATION ASSIGNMENT

Type of evaluation finalCoverage The Budget Support programme in its entirety, including technical

assistancesGeographic scope La Paz and the two main areas of coca production (Tropico de

Cochabamba and Yungas de la Paz)Period to be evaluated From 01/12/2013 to 31/12/2017

2.1 Objectives of the evaluation

Systematic and timely evaluation of its programmes and activities is an established priority4 of the European Commission5. The focus of evaluations is on the assessment of achievements, the quality and the results6 of Budget Support programmes in the context of an evolving cooperation policy with an increasing emphasis on result-oriented approaches and the contribution towards the implementation of the Sustainable Development Goals.7

From this perspective, evaluations should look for evidence of why, whether or how these results are linked to the EU intervention and seek to identify the factors driving or hindering progress.

The main objectives of this evaluation are to provide the relevant services of the European Union, the Government of Bolivia and other interested stakeholders with:

4 COM(2013) 686 final “Strengthening the foundations of Smart Regulation – improving evaluation” - http://ec.europa.eu/smart-regulation/docs/com_2013_686_en.pdf; EU Financial regulation (art 27); Regulation (EC) No 1905/200; Regulation (EC) No 1889/2006; Regulation (EC) No 1638/2006; Regulation (EC) No 1717/2006; Council Regulation (EC) No 215/20085 SEC (2007)213 "Responding to Strategic Needs: Reinforcing the use of evaluation", http://ec.europa.eu/smart-regulation/evaluation/docs/eval_comm_sec_2007_213_en.pdf ; SWD (2015)111 “Better Regulation Guidelines”, http://ec.europa.eu/smart-regulation/guidelines/docs/swd_br_guidelines_en.pdf ; COM(2017) 651 final ‘Completing the Better Regulation Agenda: Better solutions for better results’, https://ec.europa.eu/info/sites/info/files/completing-the-better-regulation-agenda-better-solutions-for-better-results_en.pdf 6 Reference is made to the entire results chain, covering outputs, outcomes and impacts. Cfr. Regulation (EU) No 236/2014 “Laying down common rules and procedures for the implementation of the Union's instruments for financing external action” - https://ec.europa.eu/neighbourhood-enlargement/sites/near/files/pdf/financial_assistance/ipa/2014/236-2014_cir.pdf.7 The New European Consensus on Development 'Our World, Our Dignity, Our Future', Official Journal 30th of June 2017. http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=OJ:C:2017:210:TOC

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https://ec.europa.eu/info/sites/info/files/completing-the-better-regulation-agenda-better-solutions-for-better-results_en.pdf

https://ec.europa.eu/info/sites/info/files/completing-the-better-regulation-agenda-better-solutions-for-better-results_en.pdf

http://ec.europa.eu/smart-regulation/guidelines/docs/swd_br_guidelines_en.pdf

http://ec.europa.eu/smart-regulation/evaluation/docs/eval_comm_sec_2007_213_en.pdf

http://ec.europa.eu/smart-regulation/evaluation/docs/eval_comm_sec_2007_213_en.pdf

http://ec.europa.eu/smart-regulation/docs/com_2013_686_en.pdf

https://eeas.europa.eu/delegations/bolivia_es

an overall independent assessment of the past performance of the PAPSII , paying particular attention to its results measured against its expected objectives; and the reasons underpinning such results;

key lessons learned, conclusions and related recommendations in order to improve current and future Budget Support programmes.

This evaluation is taking place at this particular moment because the Government is preparing the new Strategy for Integral Development with Coca and the EU is about to formulate a new Budget Support in the sector (Action Document foreseen in March 2019).

The main users of this evaluation will be the EU Delegation and Government of Bolivia, in particular the Ministry of Planning (MPD), the Ministry of Rural Development and Lands (MDRyT) and related agencies such as Vice-ministry of Coca and Integral Development (VCDI), and the National Fund for Integral Development (FONADIN). Other stakeholders that may benefit from the evaluation are the local authorities (regional authorities, municipalities, localities) and the local population.

2.2 Requested services

2.2.1 Scope of the evaluation

The evaluation will assess in particular the following aspects:

1. The quality of the design, including the choice of the BS modality and the design of the specific components.

2. Contribution of PAPSII to the implementation of the partner government's national strategies (PDES) and sector strategies (PSARDI, ENDIC) by providing opportunities for the improvement of national policy processes and policy implementation.

3. Contribution of PAPSII in strengthening Public Financial Management (PFM) systems, including improved transparency within government systems, improved Domestic Revenues Mobilisation and stronger accountability.

4. Complementarity and synergy (or discrepancy) of other aid modalities (basket/common funds, projects) with budget support.

5. Effects of the budget support operation on the M&E systems in the sectors supported by the programme.

The evaluation will take stock of what has been achieved with the main purpose to allow for lessons learnt and recommendations to inform on:

1. The conditions under which budget support has an effect (or not) and the possible intensity and nature (positive or negative) of such effect in Bolivia and in particular on its National Strategy for Integral Development with Coca (ENDIC);

2. The design and implementation of future budget support operations in Bolivia in the area of Integral Development with coca;

3. Improvements to be set up by the European Union to maximize the impact of budget support in the sector;

4. Constraints in government policies, institutional structures and administrative arrangements in Bolivia, which might impede the effectiveness of Budget Support on spending actions and targeted public policies and reforms;

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2.2.2 Evaluation criteria

The evaluation will assess the programme using four standard DAC evaluation criteria, namely: relevance, effectiveness, efficiency and sustainability. Impact is not covered by this evaluation.

In addition, as requested by the Better Regulation Package8, the evaluation will assess two EU specific evaluation criteria:

the EU added value (the extent to which the Budget Support programme brings additional benefits to what would have resulted from Member States' interventions only);

the coherence of the Budget Support programme itself, with the EU strategy in Bolivia and at regional level, in the sector of Integral Development and with Member State programmes.

The evaluation team shall furthermore consider whether gender, environment and climate change were mainstreamed; the relevant SDGs and their interlinkages were identified; the principle of Leave No-One Behind and the rights-based approach methodology was followed in the identification/formulation documents and the extent to which they have been reflected in the implementation of the Budget Support programme, its governance and monitoring.

The contribution of the budget support operation to the image of and awareness on the EU in the country should also be taken into account; in particular, the evaluation should ascertain whether the programme have a communication plan and if it contributes to enhance the capacity of the government to communicate to their stakeholders and the final beneficiaries about the reforms implemented with the support of the EU.

2.2.3 Indicative Evaluation Questions

The specific Evaluation Questions as formulated below are indicative. Based on the latter and following initial consultations and document analysis, the evaluation team will better focus and discuss with them with the Evaluation Manager9 and propose in their Inception Report a complete and finalised set of Evaluation Questions with indication of specific Judgement Criteria and Indicators, as well as the relevant data collection sources and tools.Once agreed through the approval of the Inception Report, the Evaluation Questions will become contractually binding.

The indicative Evaluation Questions are the following:

On Relevance:

1. To what extent the PAPS II, in its different components (transfer of funds, dialogue and TA), was compatible, appropriate and relevant with respect to Bolivian policies at national level (PDES) and sector level (PSARDI, ENDIC), and to the EU national and regional cooperation priorities.

2. To what extent the PAPS II, in its different components (transfer of funds, dialogue and TA), was compatible, appropriate and relevant with respect to the existing government institutions involved in Integral Development with Coca (mainly MDRyT through its Direction of Planning, VCDI and FONADIN, but also other entities from the MDRyT and other ministries such as Ministry of Planning and Development or Ministry of Economy and Public Finance, and local authorities)

On Efficiency:

8 SWD (2015)111 “Better Regulation Guidelines”, http://ec.europa.eu/smart-regulation/guidelines/docs/swd_br_guidelines_en.pdf9 The Evaluation Manager is the staff of the Contracting Authority managing the evaluation contract. In most cases this person will be the Operational manager of the Action under evaluation.

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http://ec.europa.eu/smart-regulation/guidelines/docs/swd_br_guidelines_en.pdf

3. To what extent the PAPSII transfer of funds supported by the other PAPSII components has contributed to increasing the fiscal space of the Bolivian government, thus facilitating the country macroeconomic balance and increasing government discretion for social expenditure, including ENDIC. The evaluators should compare the effects of PAPSII to existing and/or possible alternative modalities and forms of aid.

4. To what extent have non-financial components of PAPSII (policy dialogue and TA, in combination with the transfer of funds) contributed to an efficient and effective policy dialogue framework between the main stakeholders (government at national and local level , donors, CSOs, private sector, etc.) and to well-coordinated capacity building activities, both focused on strategic government priorities? The evaluators should compare the effects of PAPSII to existing and/or possible alternative modalities and forms of aid.

On Effectiveness:

5. To what extent PAPSII has contributed to enhance the implementation of the PDES, PSARDI and ENDIC? The evaluators should compare the effects of PAPSII to existing and/or possible alternative modalities and forms of aid.

6. To what extent PAPSII has contributed to enhance Government institutions (ministries and local authorities), research institutions, private sector and civil society involved in the implementation of the ENDIC? The evaluators should compare the effects of PAPSII to existing and/or possible alternative modalities and forms of aid.

Sustainability

7. To what extent PAPSII's direct and induced outputs are likely to remain after the programme has come to an end?

Added value from EU

8. To what extent actions and approach of PAPSII are coherent and have established synergies with the existing EU programmes at national and regional level and with broader EU policies in terms of democracy and human rights, peace building, etc., and have sought coordination with the action of other international partners, namely the Member States, particularly in the same area of the PAPSII, to strengthen the complementarities of the respective interventions

Transversal issues

9. To what extend the PAPSII has taken into account gender issues and right based approach into the planning, implementation, monitoring and evaluation, and has contributed to mainstream gender equity principles, priorities and measures into the ENDIC implementation?

10. To what extent infrastructure projects and support to agricultural production within the PAPS2 have considered environment and mitigation measures on possible negative effects to the local population (men, women and children) and its environment, and have contributed to highlight such approaches in ENDIC implementation

2.3 Evaluation methodology

2.3.1 The standard OECD/DAC methodological approach for the (strategic) evaluation of budget support

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This methodology combines a comprehensive evaluation framework articulated in five levels of analysis as follows (this evaluation is until level 3):

Level 1: Budget Support inputs: funding, policy dialogue, disbursement conditions, complementary support measures10.

Level 2: Direct outputs of Budget Support: the country opportunities that are expected to improve as a direct consequence of the deployment of budget support inputs, e.g.: the new fiscal space created by the transfer of funds; increased predictability of funds, reduced transaction costs, a more aligned and coordinated policy dialogue and capacity strengthening activities conducive to reforms; improved monitoring of reforms; the products or services delivered by the complementary support measures.

Level 3: Induced outputs: expected improvements in the partner’s legal and regulatory framework, public policies, public sector spending and public sector delivery, i.e., reform steps expected to be achieved by the public institutions (and/or other stakeholders) supported by budget support, as a consequence of their appropriation and implementation of the new opportunities provided (the direct outputs). These induced outputs should facilitate the achievement of outcomes. Some examples are an increase in the number and quality of schools, the improvement of the institutional and legislative framework on prevention and repression of corruption, improved PFM systems, improved business environment (e.g. related legal, regulatory and institutional frameworks, and new services). The focus is on institutional improvements and not on their use by the final beneficiaries, which is part of the outcomes.

Level 4: Outcomes: positive changes in the behaviour of the targeted beneficiaries – services users, economic and institutional actors – to the changes in policies, organisational management and service delivery (for example in the education sector these could be improvements in enrolment, dropout, repetition and completion rates), which are supposed to open the way towards the longer term impacts (for example in the education sector, learning achievements and literacy rates). Other examples of outcomes include increased business confidence and private sector investment, or an improvement in corruption perception. In certain cases, outcomes can also include behavioural changes at the organisational level constituting a response by institutional actors (for example in the public administration reform area these could be the increase in prosecution of cases of corruption, that would open the way toward longer-term impacts, such as the decrease of corruption perception).

Level 5: Impact: the expected longer term and intermediate changes leading to the achievement of the country’s strategic goals to which budget support is expected to contribute: enhanced sustainable and inclusive growth, reduced income and non-income poverty, empowerment and social inclusion of disadvantaged groups (including women), environmental protection and other impact areas, depending on the specific partnership framework, such as improvements in democracy, human rights, peace, and stabilisation.

In addition, the approach discerns three ‘steps’ in the evaluation. This ‘three step approach’ recognises the different roles of donors and government in Budget Support processes, as well as the indirect impact of Budget Support on poverty alleviation (ie. through government policies):

- The first step foresees an assessment of the inputs provided by Budget Support and their effect on the relationship between external assistance and the partner country’s budget and policy processes (direct

10This will typically include one or more of the following: i) capacity development measures aimed at strengthening the capacity of the public institutions to coordinate, implement, monitor, evaluate and communicate the public policy in question; ii) capacity development measures aimed at strengthening the capacity of civil society to contribute to the implementation and monitoring of public policies; iii) monitoring, evaluation and supervision TA of the EU-funded action; and iv) support for the design and implementation of a visibility and communication strategy.

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outputs) as well as the induced changes in the financing and institutional framework for public spending, public policy, policy management and service delivery (induced outputs).

- The second step aims at an assessment of the outcomes (beneficiaries’ responses) and impacts (e.g. sustainable growth, poverty reduction, improved governance, etc.) which are achieved through the government policy(ies) supported by the Budget Support programme being evaluated.

- Finally, based on the findings in step one and two, step three aims at a synthesis and conclusions in which way Budget Support has contributed to changes (intended but also unintended) in the partner country. It should allow matching the results of the two previous steps and help identifying the related links, if any, thereby completing the contribution assessment on the causal relationship between Budget Support and the government strategy outcomes.

2.4 Phases of the evaluation and required outputs

The evaluation process will be carried out in four phases:

Inception Desk Field Synthesis

The outputs/products of each phase are to be submitted at the end of the corresponding phases as specified in the synoptic table in section 2.3.1.

2.4.1 Synoptic table

The following table presents an overview of the key activities to be conducted within each phase and lists the outputs/products to be produced by the team as well as the key meetings with the Contracting Authority and the Reference Group. The main content of each output/product is described in Chapter Error:Reference source not found.

Phases of the evaluation Key activities Outputs and meetings

Inception Phase Initial document/data collection Background analysis Inception interviews with

Reference Group (mainly MDRyT, FONADIN, VCDI) and Contracting Authorities

Stakeholder analysis Reconstruction (or as necessary,

construction) of the Intervention Logic, and / or description of the Theory of Change (based upon available documentation and interviews)

Methodological design of the evaluation (Evaluation Questions with judgement criteria, preliminary indicators and/or areas of investigation and methods of

Kick-off meeting with the Contracting Authority and the Reference Group via remote conference.

Inception report Slide presentation of the Inception

Report (on distance)

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Phases of the evaluation Key activities Outputs and meetings

data collection and analysis) and evaluation matrix

Desk Phase

In-depth document analysis (focused on the Evaluation Questions)

Interviews Review and consolidation of the

Evaluation matrix’ Identification of information gaps

and of hypotheses to be tested in the field phase

Methodological design of the Field Phase

Desk Note Slide presentation of key findings of

the desk phase Meeting with Reference Group via

remote conference.

Field Phase

Gathering of primary evidence with the use of interviews, focus groups, storytelling sessions, surveys etc.

Field visit of the evaluation team in Bolivia, for a minimum of 15 working days including one visit in each coca production areas.

Data collection and analysis (linked to the hypotheses to be tested in the field and in view of filling the gaps, if defined during a desk phase)

Organization of workshops with national and local authorities and the beneficiaries

Initial meeting at national level with MDRyT, FONADIN, VCDI, representative from municipalities, civil society including producer groups and women organizations.

Collect and analysis of core information using document reviews, interviews, workshops, surveys and any other relevant tools.

Initial meetings at country level with stakeholders

Intermediary Note Debriefing with the Reference

Group with slide Presentation of key findings of the field phase

Synthesis phase

Final analysis of findings (with focus on the Evaluation Questions)

Formulation of the overall assessment, conclusions and recommendations

Reporting

Draft Final Report Executive Summary according to the

standard template published in the EVAL module

Slide presentation and meeting with Reference Group (via remote conference)

Final Report

2.4.2 Inception Phase

The phase will start with initial background study, to be conducted by the evaluators from home. It will then continue with a kick-off session with the Contracting Authority and the Reference Group via remote

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conference. The meeting aims at arriving at a clear and shared understanding of the scope of the evaluation, its limitations and feasibility. It also serves to clarify expectations regarding evaluation outputs, the methodology to be used and, where necessary, to pass on additional or latest relevant information.

In the Inception phase, the relevant documents will be reviewed (see annex II). Further to a first desk review of the political, institutional and/or technical/cooperation framework of EU support to Bolivia, the evaluation team, in consultation with the Evaluation Manager, will reconstruct or as necessary construct, the Intervention Logic of the Budget Support programme to be evaluated.

Furthermore, based on the Intervention Logic, the evaluators will develop a narrative explanation of the logic of the Budget Support programme that describes how change is expected to happen thanks to the contribution of the Budget Support programme, all along its results chain, i.e. Theory of Change. This explanation includes an identification (or a description) of the mechanisms and processes underpinning this logic (especially the links between outputs and outcomes, and between outcomes and impact), and articulates the assumptions that must hold for the Budget Support programme to work, as well as the identification of the factors most likely to inhibit the change from happening.

Based on the Intervention Logic and the Theory of Change the evaluators will finalise i) the Evaluation Questions with the definition of judgement criteria and indicators, the selection of data collection tools and sources, ii) the evaluation methodology, and iii) the planning of the following phases.

The methodological approach will be represented in an Evaluation Matrix11, which will be included in the Inception Report. The methodology of the evaluation should be gender sensitive, contemplate the use of sex- and age-disaggregated data and demonstrate how Budget Support programmes have contributed to progress on gender equality.

The limitations faced or to be faced during the evaluation exercise will be discussed and mitigation measures described in the Inception Report. Finally, the work plan for the overall evaluation process will be presented and agreed in this phase; this work plan shall be in line with that proposed in the present ToR. Any modifications shall be justified and agreed with the Evaluation Manager.

On the basis of the information collected, the evaluation team should prepare an Inception Report and a slide presentation (via teleconference). Its content is described in Chapter Error: Reference source notfound.

2.4.3 Desk Phase

This phase is when the document analysis takes place. It starts when the Evaluation Manager approves the inception report.

The analysis should include a brief synthesis of the existing literature relevant to the Budget Support programme under evaluation. The analysis of the relevant documents shall be systematic and reflect the methodology developed and approved during the Inception Phase.Selected remote distance interviews with the programme Manager, the relevant EU Delegation Managers in Bolivia and key partners (MDRyT, FONADIN, VCDI) may be conducted during this phase to support the analysis of secondary sources.

The activities to be conducted during this phase should allow for the provision of preliminary responses to each evaluation question, stating the information already gathered and its limitations. They will also identify the issues still to be covered and the preliminary hypotheses to be tested.

11 The Evaluation Matrix is a tool to structure the evaluation analysis (by defining judgement criteria and indicators for each evaluation question). It helps also to consider the most appropriate and feasible data collection method for each of the questions,

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During this phase the evaluation team shall complete the Evaluation Matrix, fine-tune the evaluation tools to be used during the Field Phase and describe the preparatory steps already taken and those to be taken for its organisation, including the list of people to be interviewed, dates and itinerary of visits, and attribution of tasks within the team.

At the end of the desk phase a Desk Note will be prepared; its content is described in Chapter Error:Reference source not found.A presentation by the evaluation team to the Reference Group, will be done through remote conference.

2.4.4 Field Phase

The Field Phase starts after approval of the Desk Note by the Evaluation Manager.

The Field Phase aims at validating / changing the preliminary answers formulated during the Desk phase and further completing information through primary research.

If any significant deviation from the agreed work plan or schedule is perceived as creating a risk for the quality of the evaluation or not respecting the end of the validity of the specific contract, these elements are to be immediately discussed with the Evaluation Manager and, regarding the validity of the contract, corrective measures undertaken.

In the first days of the field phase, the evaluation team shall hold a briefing meeting with evaluation Manager and relevant stakeholders.

During the field phase, the evaluation team shall ensure adequate contact and consultation with, and involvement of the different stakeholders; with the relevant authorities and agencies. Throughout the mission the evaluation team will use the most reliable and appropriate sources of information, respect the rights of individuals to provide information in confidence, and be sensitive to the beliefs and customs of local social and cultural environments.

At the end of the field phase, the evaluation team will summarise its work, analyse the reliability and coverage of data collection, and present preliminary findings in a meeting with Evaluation Manager and relevant stakeholders.

At the end of the Field Phase an Intermediary Note and Slide Presentation will be prepared; its content is described in Chapter Error: Reference source not found.

2.4.5 Synthesis Phase

This phase is devoted to the preparation by the contractor of two distinct documents: the Executive Summary and the Final Report, whose structures are described in the Annex III; it entails the analysis of the data collected during the desk and field phases to answer the Evaluation Questions and preparation of the overall assessment, conclusions and recommendations of the evaluation.

The evaluation team will present, in a single Report with Annexes, their findings, conclusions and recommendations in accordance with the structure in Annex III; a separate Executive Summary will be produced as well, following the compulsory format given in the EVAL module (see Annex III).

The evaluation team will make sure that:

Their assessments are objective and balanced, statements are accurate and evidence-based, and recommendations realistic and clearly targeted.

When drafting the report, they will acknowledge clearly where changes in the desired direction are known to be already taking place.

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The wording, inclusive of the abbreviations used, takes into account the audience.

The evaluation team will deliver and then present via remote videoconference the Draft Final Report to the Reference Group to discuss the draft findings, conclusions and recommendations.

The Evaluation Manager consolidates the comments expressed by the Reference Group members and sends them to the evaluation team for the report revision, together with a first version of the Quality Assessment Grid (QAG) assessing the quality of the Draft Final Report. The content of the QAG will be discussed with the evaluation team to verify if further improvements are required, and the evaluation team will be invited to comment on the conclusions formulated in the QAG (through the EVAL Module).

The evaluation team will then finalise the Final Report and the Executive Summary by addressing the relevant comments. While potential quality issues, factual errors or methodological problems should be corrected, comments linked to diverging judgements may be either accepted or rejected. In the latter instance, the evaluation team must explain the reasons in writing. After approval of the final report, the QAG will be updated and sent to the evaluators via EVAL Module.

2.5 Specific Contract Organisation and Methodology (Technical offer)The invited Framework Contractors will submit their specific Contract Organisation and Methodology by using the standard SIEA template B-VII-d-i and its annexes 1 and 2 (B-VII-d-ii). The evaluation methodology proposed to undertake the assignment will be described in the Chapter 3 (Strategy and timetable of work) of the template B-VII-d-I and is to be consistent with what described in the chapter 2.3 of these Terms of Reference. Contractors will describe how their proposed methodology will address the cross-cutting issues mentioned in these Terms of Reference and notably gender equality and the empowerment of women. This will include (if applicable) the communication Budget Support programme messages, materials and management structures.

2.6 Management and Steering of the evaluation

2.6.1 At the EU and Partner's Country level

The evaluation is managed by the Evaluation Manager; the progress of the evaluation will be followed closely with the assistance of a Reference Group (RG) consisting of representative of main Bolivian stakeholders involved in the PAPS2 and the National Strategy of Integral Development with Coca (ENDIC)

It is the responsibility of the Evaluation Manager:

To ensure that the evaluation is supported by and accompanied by the Bolivian Government and that key stakeholders are involved in the budget support evaluation;

To launch and manage the evaluation contract; To agree on the composition of the evaluation team according to the ToR and to contract with the

consultancy office; To ensure the communication with the RG and with the most relevant stakeholders to approve all

the deliverables.

The main functions of the RG are: To define and validate the Evaluation Questions. To facilitate contacts between the evaluation team and the EU services and external stakeholders. To ensure that the evaluation team has access to and has consulted all relevant information sources

and documents related to the Budget Support programme. To discuss and comment on notes and reports delivered by the evaluation team. Comments by

individual group members are compiled into a single document by the Evaluation Manager and subsequently transmitted to the evaluation team.

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To assist in feedback on the findings, conclusions, lessons and recommendations from the evaluation.

To support the development of a proper follow-up Budget Support programme plan after completion of the evaluation.

2.6.2 At the Contractor level

Further to the Requirements set in the art. 6 of the Global Terms of Reference and in the Global Organisation and Methodology, respectively annexes II and III of the Framework contract SIEA 2018, the contractor is responsible for the quality of: the process; the evaluation design; the inputs and the outputs of the evaluation. In particular, it will:

Support the Team Leader in its role, mainly from a team management perspective. In this regard, the contractor should make sure that, for each evaluation phase, specific tasks and outputs for each team member are clearly defined and understood.

Provide backstopping and quality control of the evaluation team’s work throughout the assignment. Ensure that the evaluators are adequately resourced to perform all required tasks within the time

framework of the contract.

2.7 Language of the Specific contract

The language for the offers and the specific contract is to be in Spanish

3 EXPERTISE REQUIRED

3.1 Number of experts and of working days per category

The table below indicates the minimum number of evaluators and the minimum number of working days (overall and in the field), per category of experts to be foreseen by the Contractor.

Category of experts

Minimum number of evaluators

Total minimum number of working days (total)

(Out of which) minimum number of

working days on missionCat I 1 35 15Cat II 1 30 15Cat III

In particular, the Team Leader (to be identified in the Organisation and Methodology and in the Financial Offer) is expected to be a Cat I expert, possess a demonstrable senior evaluation expertise coherent with the requirements of this assignment and not provide less than 35 working days, out of which 15 days in the field.

3.2 Expertise required

Minimum requirements of the team

Category I: Team Leader

At least 12 years' experience in the sector related to the lot

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Planning, monitoring and evaluation of EU Budget Support: Minimum 5 service/consultant contracts of minimum one month.

Long term technical assistance associated with EU Budget Support: 1 contract of minimum 6 months

Category II: Expert in integral/alternative development

At least 6 years' experience in the sector related to the lot Planning, implementation, monitoring and evaluation of programmes in the sector of agriculture or

rural infrastructure: minimum 6 service/consultant contracts of minimum two months.

Additional requirements of the team

At least one of the experts of the team should have:

Significant experience (minimum one year) in service/consultant contracts in Latin America in the sector of integral/alternative development

Experience in local development programme: minimum 3 service/consultant contracts of minimum one month.

Experience in gender analysis: minimum 2 service/consultant contracts of minimum two weeks.

Language skills of the team:

• Spanish: The two members of the team shall possess a level C1 expertise;• English : The team leader shall possess a level C1 expertise;

Languages levels are defined for understanding, speaking and writing skills by the Common European Framework of Reference for Languages available at https://europass.cedefop.europa.eu/en/resources/european-language-levels-cefr and shall be demonstrated by certificates or by past relevant experience.The European Union pursues an equal opportunities policy. Gender balance in the proposed team, at all levels, is highly recommended.

3.3 Presence of management team for briefing and/or debriefing

The presence of members of the management team is not required for briefing or debriefing purposes.

4 LOCATION AND DURATION

4.1 Starting period

Provisional start of the assignment is beginning of January 2019.

4.2 Foreseen duration of the assignment in calendar days Maximum duration of the assignment: 90 calendar days. This overall duration includes working days, week-ends, periods foreseen for comments, for review of draft versions, debriefing sessions, and distribution of outputs.

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https://europass.cedefop.europa.eu/en/resources/european-language-levels-cefr

4.3 Planning, including the period for notification for placement of the staff12

As part of the technical offer, the framework contractor must fill in the timetable in the Annex IV (to be finalised in the Inception Report). The ‘Indicative dates’ are not to be formulated as fixed dates but rather as days (or weeks, or months) from the beginning of the assignment (to be referenced as ‘0’).Sufficient forward planning is to be taken into account in order to ensure the active participation and consultation with government representatives, national / local or other stakeholders.

4.4 Location of assignment

The assignment will take place in La Paz, Bolivia, with field visits in Tropico de Cochabamba and Yungas de la Paz.

5 REPORTING

5.1 Content, timing and submissionThe outputs must match quality standards. The text of the reports should be illustrated, as appropriate, with maps, graphs and tables; a map of the area of Budget Support programme is required (to be attached as Annex).

List of outputs/products:

Number of Pages (excludin

g annexes)

Main Content Timing for submission

Inception Report

20 pages Background Intervention logic Stakeholder map Methodology for the evaluation, incl.:

o Evaluation Matrix: Evaluation Questions, with judgement criteria and indicators, and data analysis and collection methods

o Consultation strategy o Field visit approach

Analysis of risks related to the evaluation methodology and mitigation measures

Work plan

End of Inception Phase

Desk Report 20 pages Preliminary answers to each Evaluation Question, with indication of the limitations of the available information

Data gaps to be addressed, issues still to be covered and hypotheses to be tested during the field visit

Update of the field visit approach Update of the work plan of the following phases completion / consolidation of the evaluation

matrix’

End of the Desk Phase

Intermediary Report

10 pages Activities conducted during the field phase Difficulties encountered during the field phase and

mitigation measures adopted

End of the Field Phase

12 As per art 16.4 a) of the General Conditions of the Framework Contract SIEA

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Number of Pages (excludin

g annexes)

Main Content Timing for submission

Key preliminary findings (combining desk and field ones)

Draft Final Report

50 pages Cf. detailed structure in Annex III End of Synthesis Phase

Draft Executive Summary – by using the EVAL online template

N/A Cf. detailed structure in Annex III End of Synthesis Phase

Final report 50 pages Same specifications as of the Draft Final Report, incorporating any comments received from the concerned parties on the draft report that have been accepted

2 weeks after having received comments to the Draft Final Report.

Executive Summary – by using the EVAL online template

N/A Same specifications as for the Draft Executive Summary, incorporating any comments received from the concerned parties on the draft report that have been accepted

Together with the final version of the Final Report

5.2 Use of the EVAL module by the evaluatorsIt is strongly recommended that the submission of deliverables by the selected contractor will be performed through their uploading in the EVAL Module, an evaluation process management tool and repository of the European Commission. The selected contractor will receive access to online and offline guidance in order to operate with the module during the related Specific contract validity.

5.3 Comments on the outputs/productsFor each report, the Evaluation Manager will send to the Contractor consolidated comments received from the Reference Group or the approval of the report within five calendar days. The revised reports addressing the comments shall be submitted within 10 calendar days from the date of receipt of the comments. The evaluation team should provide a separate document explaining how and where comments have been integrated or the reason for not integrating certain comments, if this is the case.

5.4 Assessment of the quality of the Final Report and of the Executive SummaryThe quality of the draft versions of the Final Report and of the Executive Summary will be assessed by the Evaluation Manager using the online Quality Assessment Grid (QAG) in the EVAL Module (text provided in Annex V). The Contractor is given – through the EVAL module - the possibility to comment on the assessments formulated by the Evaluation Manager. The QAG will then be reviewed following the submission of the final version of the Final Report and of the Executive Summary.The compilation of the QAG will support/inform the compilation by the Evaluation Manager of the FWC SIEA’s Specific Contract Performance Evaluation.

5.5 Language

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All reports shall be submitted in Spanish.The Executive Summary of all the reports shall be furthermore translated into English

5.6 Number of report copies

Apart from their submission via the EVAL Module, the approved version of the Final Report will be also provided in four paper copies and in electronic version. For the other reports it is required one paper copy and one electronic copy.

5.7 Formatting of reportsAll reports will be produced using Font Arial or Times New Roman minimum letter size 11 and 12 respectively, single spacing, double sided. They will be sent in Word and PDF formats.

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ANNEXES

Annex I: Specific Technical Evaluation Criteria

SPECIFIC TECHNICAL EVALUATION CRITERIA

Final Evaluation Of the Budget support programme "Apoyo Presupuestario Sectorial a la Estrategia de Desarrollo Integral con Coca 2011-2015 en Bolivia –PAPS II"

FWC SIEA 2018- LOT 5: Budget Support

EuropeAid/138778/DH/SER/multi

1. TECHNICAL EVALUATION CRITERIA

The Contracting Authority selects the offer with the best value for money using an 80/20 weighting between technical quality and price13.

Technical quality is evaluated on the basis of the following grid:

Criteria MaximumTotal score for Organisation and Methodology 50

Understanding of ToR and the aim of the services to be provided

10

Overall methodological approach, quality control approach, appropriate mix of tools and estimate of difficulties and challenges

25

Technical added value, backstopping and role of the involved members of the consortium

5

Organisation of tasks including timetable 10

Score for the expertise of the proposed team 50OVERALL TOTAL SCORE 100

2. TECHNICAL THRESHOLD

Any offer falling short of the technical threshold of 75 out of 100 points, is automatically rejected.3. INTERVIEWS DURING THE EVALUATION OF THE OFFERS

During the evaluation process of the offers received the Contracting Authority reserves the right to interview by phone one or several members of the proposed evaluation teams. Phone interviews will be tentatively carried out during the period from 15/12/2018 to 20/12/2018.

13 For more details about the 80/20 rule, please see the PRAG, chapter 3.3.10.5 - https://ec.europa.eu/europeaid/funding/about-funding-and-procedures/procedures-and-practical-guide-prag_en

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https://ec.europa.eu/europeaid/funding/about-funding-and-procedures/procedures-and-practical-guide-prag_en

Annex II: Information that will be provided to the evaluation team

Multi Indicative Programmes EU-Bolivia (2007 – 2013, 2014 - 2016)

Economic and Social Development Plan 2016-2020 (PDES)

National Strategy for Integral Development with Coca (ENDIC 2011-2015)

Budget Support programme financing agreement and addenda

BS programme’s annual progress reports, and technical reports

European Commission’s Result Oriented Monitoring (ROM) Report

Guidance for Gender sensitive evaluations

Calendar and minutes of all the meeting of the Steering Committee of the Budget Support programme (MESDI)

Evaluation and Performance Mechanism (MED) of the ENDIC

Note: The evaluation team has to identify and obtain any other document worth analysing, through independent research and during interviews with relevant informed parties and stakeholders of the Budget Support programme.

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https://ec.europa.eu/europeaid/guidance-evaluation-gender-cross-cutting-dimension_en

Annex III: Structure of the Final Report and of the Executive Summary

The contractor will deliver – preferably through their uploading in the EVAL Module - two distinct documents: the Final Report and the Executive Summary. They must be consistent, concise and clear and free of linguistic errors both in the original version and in their translation – if foreseen.The Final Report should not be longer than the number of pages indicated in Chapter 6. Additional information on the overall context of the Budget Support programme, description of methodology and analysis of findings should be reported in an Annex to the main text. The presentation must be properly spaced and the use of clear graphs, tables and short paragraphs is strongly recommended. The cover page of the Final Report shall carry the following text:‘’This evaluation is supported and guided by the European Commission and presented by [name of consulting firm]. The report does not necessarily reflect the views and opinions of the European Commission’’.

Executive Summary A short, tightly-drafted, to-the-point and free-standing Executive Summary. It should focus on the key purpose or issues of the evaluation, outline the main analytical points, and clearly indicate the main conclusions, lessons to be learned and specific recommendations. It is to be prepared by using the specific format foreseen in the EVAL Module.

The main sections of the evaluation report shall be as follows:

1. Introduction A description of the Budget Support programme, of the relevant country/region/sector background and of the evaluation, providing the reader with sufficient methodological explanations to gauge the credibility of the conclusions and to acknowledge limitations or weaknesses, where relevant.

2. Answered questions / Findings A chapter presenting the answers to the Evaluation Questions, supported by evidence and reasoning.

3. Overall assessment (optional) A chapter synthesising all answers to Evaluation Questions into an overall assessment of the Budget Support programme. The detailed structure of the overall assessment should be refined during the evaluation process. The relevant chapter has to articulate all the findings, conclusions and lessons in a

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way that reflects their importance and facilitates the reading. The structure should not follow the Evaluation Questions, the logical framework or the evaluation criteria.

4. Conclusions and Recommendations

4.3 Lessons learnt Lessons learnt generalise findings and translate past experience into relevant knowledge that should support decision making, improve performance and promote the achievement of better results. Ideally, they should support the work of both the relevant European and partner institutions.

4.1 Conclusions This chapter contains the conclusions of the evaluation, organised per evaluation criterion.

In order to allow better communication of the evaluation messages that are addressed to the Commission, a table organising the conclusions by order of importance can be presented, or a paragraph or sub-chapter emphasizing the 3 or 4 major conclusions organised by order of importance, while avoiding being repetitive.

4.2 Recommendations They are intended to improve or reform the Budget Support programme in the framework of the cycle under way, or to prepare the design of a new Budget Support programme for the next cycle.

Recommendations must be clustered and prioritised, and carefully targeted to the appropriate audiences at all levels, especially within the Commission structure.

5. Annexes to the report The report should include the following annexes: The Terms of Reference of the evaluation The names of the evaluators (CVs can be

shown, but summarised and limited to one page per person)

Detailed evaluation methodology including: options taken, difficulties encountered and limitations; detail of tools and analyses.

Evaluation Matrix Intervention logic / Logical Framework matrices

(planned/real and improved/updated)

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Relevant geographic map[s] where the Budget Support programme took place

List of persons/organisations consulted Literature and documentation consulted Other technical annexes (e.g. statistical

analyses, tables of contents and figures, matrix of evidence, databases) as relevant

Detailed answer to the Evaluation Questions, judgement criteria and indicators

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Annex IV: Planning ScheduleThis annex must be included by Framework Contractors in their Specific Contract Organisation and Methodology and forms an integral part of it. Framework Contractors can add as many rows and columns as needed.The phases of the evaluation shall reflect those indicated in the present Terms of Reference.

Indicative Duration in working days14

Activity Location Team Leader Evaluator … Indicative Dates

Inception phase: total days

Desk phase: total days

Field phase: total days

Synthesis phase: total days

Dissemination phase: total days

TOTAL working days (maximum)

14 Add one column per each evaluator

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Annex V: Quality Assessment Grid

The quality of the Final Report will be assessed by the Evaluation Manager (since the submission of the draft Report and Executive Summary) using the following quality assessment grid, which is included in the EVAL Module; the grid will be shared with the evaluation team, which will have the possibility to include their comments.

Budget Support programme (Project/Programme) evaluation – Quality Assessment Grid Final Report

Evaluation dataEvaluation title

Evaluation managed by Type of evaluation

CRIS ref. of the evaluation contract EVAL ref.

Evaluation budget

EUD/Unit in charge Evaluation Manager

Evaluation dates Start: End:

Date of draft final report Date of Response of the Services

Comments

Project dataMain project evaluated

CRIS # of evaluated project[s]DAC Sector

Contractor's detailsEvaluation Team Leader Evaluation Contractor

Evaluation expert[s]

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Legend: scores and their meaningVery satisfactory: criterion entirely fulfilled in a clear and appropriate waySatisfactory: criterion fulfilled

Unsatisfactory: criterion partly fulfilled Very unsatisfactory: criterion mostly not fulfilled or absent

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The evaluation report is assessed as follows

1. Clarity of the reportThis criterion analyses the extent to which both the Executive Summary and the Final Report:

Are easily readable, understandable and accessible to the relevant target readers Highlight the key messages The length of the various chapters and annexes of the Report are well balanced Contain relevant graphs, tables and charts facilitating understanding Contain a list of acronyms (only the Report) Avoid unnecessary duplications Have been language checked for unclear formulations, misspelling and grammar errors The Executive Summary is an appropriate summary of the full report and is a free-standing document

Strengths Weaknesses Score

Contractor's comments Contractor's comments

2. Reliability of data and robustness of evidence This criterion analyses the extent to which:

Data/evidence was gathered as defined in the methodology The report considers, when relevant, evidence from EU and/or other partners’ relevant studies, monitoring reports and/or evaluations The report contains a clear description of the limitations of the evidence, the risks of bias and the mitigating measures



3. Validity of FindingsThis criterion analyses the extent to which:

Findings derive from the evidence gathered Findings address all selected evaluation criteria Findings result from an appropriate triangulation of different, clearly identified sources When assessing the effect of the EU intervention, the findings describe and explain the most relevant cause/effect links between outputs, outcomes and impacts The analysis of evidence is comprehensive and takes into consideration contextual and external factors



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4. Validity of conclusionsThis criterion analyses the extent to which:

Conclusions are logically linked to the findings, and go beyond them to provide a comprehensive analysis Conclusions appropriately address the selected evaluation criteria and all the evaluation questions, including the relevant cross-cutting dimensions Conclusions take into consideration the various stakeholder groups of the evaluation Conclusions are coherent and balanced (i.e. they present a credible picture of both strengths and weaknesses), and are free of personal or partisan considerations (If relevant) whether the report indicates when there are not sufficient findings to conclude on specific issues



5. Usefulness of recommendationsThis criterion analyses the extent to which the recommendations:

Are clearly linked to and derive from the conclusions Are concrete, achievable and realistic Are targeted to specific addressees Are clustered (if relevant), prioritised, and possibly time-bound (If relevant) provide advice for the Budget Support programme’s exit strategy, post-Budget Support programme sustainability or for adjusting Budget Support programme’s design

or plans



6. Appropriateness of lessons learnt analysis (if requested by the ToR or included by the evaluators)This criterion is to be assessed only when requested by the ToR or included by evaluators and is not to be scored. It analyses the extent to which:

Lessons are identified When relevant, they are generalised in terms of wider relevance for the institution

Strengths Weaknesses


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Final comments on the overall quality of the report Overall score

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Annex VI: Complement of information on the program and its related strategy

Annex 6.1: Objectives, results and indicators of the PAPS2 program.Objetives Results IndicatorsObj 1: To diversify the productive and economic base, by generating employment, favouring private and community initiatives, by developing new production systems and by the consolidation of current ones through a sustainable use of natural resources.

Res 1: The strategic productive areas of ENDIC have been developed, and technical capacities have been strengthened, with emphasis on the generation of employment.

Indicator 1: Increase in the volume of production of six strategic items as defined in ENDIC.Indicator 2: Increase in the number of people with vocational training in the areas that are prioritized by ENDIC, as well as in local and regional demand trades.

Indicator 3: Increase of sustainable local economic development projects that are implemented in protected areas and buffer zones, in close coordination with the National Service of Protected Areas (SERNAP).

Obj 2: To contribute to the improvement of the living conditions of the population from the areas that are covered by the ENDIC, by strengthening the coordination with relevant institutions, and by supporting and complementing economic and social programs, as well as infrastructure projects.

Res 2: Inter-sectoral articulation has taken place to strengthen interventions that contribute to the improvement of the living conditions of the population in the coverage areas of ENDIC.

Indicator 4: A number of projects based on agreements with other sectors that commit public and private investment have been implemented, with emphasis on health, education and food security.

Obj 3: To promote the development of capacities, participation, as well as community and institutional management, within the projects of programming, implementation and

Res 3: Institutional capacities of national and sub-national entities have been achieved, and social organizations have been strengthened to implement actions and

Indicator 5: Leadership and exercise of power has been strengthened within executive and grassroots women, from Los Yungos of La Paz and the Tropic of Cochabamba.

Indicator 6: The Performance Evaluation Framework (PEF) of the sectoral policy has been prepared and monitored through a Monitoring and Evaluation system.

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monitoring of the activities of the strategy, by facilitating the establishment of the regulatory framework.

monitor the performance of the ENDIC

Indicator 7: An increase in the allocation of the national treasure (TGN) resources has been assigned to the sector (Vice Ministry of Coca and Integral Development (VCDI), National Alternative Development Fund (FONADAL), Departmental Autonomous Governaments, Municipal Governments, public entities involved).

Obj 4: Contribuir a los procesos de racionalización de la hoja de coca, manteniendo un clima de concertación y paz social, mitigando y previniendo conflictos, en el marco de la política nacional de lucha contra el narcotráfico.

Res 4: Coordinación entre CONCOCA, CONALTID y las organizaciones sociales de los productres de coca fortalecida en torno al control de la producción de hoja de coca, aplicando el sistema de auto-control comunitario

Indicator 8: A maximum area (in hectares) of cultivated coca has been marked, during the last 12 months according to annual reports of UNODC and the Government of Bolivia.

Anexo 6.2: Annual goals of PAPS2.

Goals 2014 Goals 2015 Goals 2016Indicator 1:

A maximum area (in hectares) of coca has been cultivated during the last 12 months according to annual reports of UNODC and the Government of Bolivia.

Produced volumes have increased compared to the values of the baseline:YDLP: 15%; TDC: 11%

Increase in volumes has been produced compared to the values of the Baseline:YDLP: 24%; TDC: 21%

Indicator 2: Two agreements with training / training centers have been signed

500 people have been included in the vocational training process, with a minimum of 30% of women

800 new peoples are in the process of vocational training, with a minimum of 30% women.

Indicator 3: 20 New sustainable local economic development projects have been implemented, in accordance to the baseline

30 New sustainable local economic development projects have been implemented, in addition to the projects that were

40 New sustainable local economic development projects have been implemented, in addition to the projects that were implemented in 2015.

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implemented in 2014.

Indicator 4: 20 new projects have been implemented, based on agreements with the prioritized sectors, and in accordance to the baseline

30 new projects have been implemented, based on agreements with the prioritized sectors, in addition to the projects that were implemented in 2014.

40 new projects have been implemented, based on agreements with prioritized sectors, in addition to projects executed in 2015.

Indicator 5: A program, in which a minimum of 100 women with executive positions and a minimum of 50 grassroots women participate, has been implemented.

An additional 100 women with executive positions and 100 grassroots women have participated in the programme.10% of the 150 grassroots women who have participated in the programme have been positioned in executive positions.

An additional 100 women with executive positions and 100 grassroots women have participated in the programme.10% of the 250 grassroots women who have participated in the programme have accessed to executive positions.

Indicator 6: MED from ENDIC has been elaborated, validated by MESDI and integrated by the M&E del VCDI´s M&E system.

First annual evaluation report has been presented and validated by the MESDI, as well as by and entities and social organizations of the sector.

Second annual report has been presented and validated by the MESDI and the entities and social organizations of the sector.

Indicator 7: The total of resources from the Nation´s General Treasure (TGN) that has been executed within the sector increases by 13%, in reference to the baseline.

The total of resources from the Nation´s General Treasure (TGN) that has been executed within the sector increases to 15 % in reference to the executed resources in 2014.

The total of resources from the Nation´s General Treasure (TGN) that has been executed within the sector, increases to 17 % in reference to the executed resources in 2015.

Indicator 8: Through a net reduction of at least 1,935 hectares, the coca area in legally established areas has become less than 22,903 hectares.

Through a net reduction of at least 1,935 hectares, the coca area in legally established lands is less than 22,903 hectares.

Through a net reduction of at least 967 hectares, the coca area in legally established lands is less than 20,968 hectares.

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Annex 6.3: Consolidated achievements of the budget support.

Indicator Consolidated goals for 3 years AchievementsIndicator 1: Increase in the volume of production of six strategic items has been defined within the ENDIC.

Increase in volumes produced compared to the values of the Baseline has taken place:YDLP: 24%; TDC: 21%

The total production has increased by 285% in the Tropic of Cochabamba and by 157% in the Yungas of La Paz.

Indicator 2: The number of people with vocational training in the prioritized areas by the ENDIC and local and regional jobs have increased.

- Two agreements with training / training centers have been signed- 1300 people have been in the process of vocational training, with a minimum of 30% of women

- Four signed agreements- 4312 people are in vocational training process, of which 1121 are women (26%)

Indicator 3: Increase in sustainable local economic development projects has taken place in protected areas and buffer zones

90 sustainable local economic development projects have been implemented

97 sustainable local economic development projects have been implemented

Indicator 4: A number of projects that are based on agreements with other sectors have been implemented.

90 projects that are based on agreements with the prioritized sector have been implemented

91 projects that are based on agreements with the prioritized sectors have been implemented

Indicator 5:Leadership and exercise of power has been strengthened within executive and grassroots women from the Yungas of La Paz and the Tropics of Cochabamba.

300 women with executive positions and 250 grassroots women have participated in the training programme10% of the 250 grassroots women who have participated in the program have assumed executive positions.

346 women with executive positions and 271 grassroots women have participated in the training program.15% of the 250 grassroots women who have participated in the program, have assumed executive positions

Indicator 6: Performance Evaluation Framework (MED) of the sectoral policy has been prepared and monitored through a Monitoring and Evaluation

- MED of the ENDIC have been developed and validated by the MESDI , and integrated into the M & E system of the VCDI- 2 annual evaluation reports have

- MED of the ENDIC developed, validated by the MESDI and integrated into the M & E system of the VCDI- 2 annual evaluation reports have been presented and validated by the MESDI and the entities and social

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system. been presented and validated by the MESDI and the entities and social organizations of the sector.

organizations of the sector.

Indicator 7: Increase in the allocation of the Nation´s General Treasure (TGN) resources to the sector has taken place.

The total of the TGN resources executed in the sector has increased by 52% in accordance to the baseline

The total of the TGN resources executed in the sector has increased by 52% in accordance to the baseline.

Indicator 8: Maximum area (in ha) of coca has been cultivated during the last 12 months according to annual reports of UNODC and the Government of Bolivia.

Through a net reduction of at least 3869 hectares, the coca area in legally established areas has become less than 20,968 hectares

Net reduction of 1138 hectares of coca has taken place in legally established areas of 23,100 hectares.

Annex 6.4 Products of the Technical Assistance for the Startup of PAPS2 (NIRAS, 06/02/2014 - 05/13/2015).

- Products 1, 2 and 3: Analysis and rapid diagnosis of six prioritized items in the PAPS2- Product 4: reports of sector specific studies. The studies are the following: "Preparation of a draft bill for the Coca Law", "Reformulation of the ENDIC 2011 - 2015", "Elaboration of the Performance Evaluation Framework of the ENDIC", Communication and Visibility Strategy for the VCDI "," Determination of migration flows and trends in expelling areas with vulnerability to food insecurity in coca leaf producing areas ", Safety Data Record and Food Sovereignty in the framework of Integral Development with Coca in Bolivia", "Methodology used to combine the statistical information of the different studies on the use and consumption of the coca leaf in Bolivia "and" Review of the methodologies applied to the complementary studies and data compilation with the INE survey on the Use and Consumption of coca leaves and update according to data National Population and Housing Census INE 2012 "- Product 5: VCDI monitoring system implemented and in use- Product 6: Program of technical training- Product 7: Program for institutional strengthening- Product 8: Technical Assistance Needs (2015 - 2020)

Annex 6.5: Products of the complementary support ATI to the Vice Ministry of Coca and Integral Development (AESA, 01/10/2015 - 05/04/2016)

- Specific studies at the local level to strengthen the technical, administrative and institutional capacities of the VCDI and FONADAL: "Description and Analysis of the socioeconomic and productive context of the Tropic of Cochabamba as a basis for Proposal for a new approach towards Productive Sovereignty and Integral Development region of"; "Elaboration of Strategic Plans with a focus on Territorial Productive Complexes for the Tropic of Cochabamba and Yungas of La Paz"; "Update of the new regulation of circulation and commercialization of the sheet of

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Coca in its natural state and Elaboration of the Coca industrialization regulation for DIGCOIN ";" Study of Identification of alternatives for the installation of a physical and virtual registration post to control the circulation and commercialization of Coca del Trópico deCochabamba towards the interior of Bolivia "and" Study of Diagnosis and Identification of a network of meteorological stations in the Tropic of Cochabamba for the productive development of the Region and the Strengthening of the National Meteorological, Climatological, Agro-Meteorological and Hydrological Information System for the identification of threats in the region "- Specific studys at the local level to strengthen technical and institutional capacitiesof the FONADAL in productive chains of mango, sacha inchi and tourism: "Technical diagnosis of the crop and proposals to increase the production and productivity of mango in Yungas de La Paz", "Study of engineering and industrial management for the implementation of strategic projects of the FONADAL (Sacha inchi, coffee, citrus, Coca and mango) "and" Determination of the increase in the volume of production of five productive items in the Tropic of Cochabamba and Yungas of La Paz (banana, pineapple, coffee, cocoa and honey) "- Advice on the full operation of the VCDI monitoring system, included in the sectoral policy, for its efficient use in complying with the CF indicators

- Advice to the VCDI and FONADAL in the formation of personnel teams within these institutions for the generation of management tools and sector strategies according to the ENDIC 2015 - 2019 (strategic planning) and the implementation of new sectoral policies (General Law of Coca and Specific Regulations)- Support for the full operation of the Coordination Secretariat of CONCOCA through advice to the VCDI.

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Annex 6.6: Products of complementary support to VCDI, second phase.

- Support to the VCDI in the design of the Sector Strategy: organization of workshops on the new Strategy, stakeholder mapping, their profile, analysis of collaboration and conflict between them, and proposals for institutional change and a report, "Sustainable Regional Integral Development of the Producing areas of Coca in the Department of La Paz "- Strengthening of mechanisms of the VCDI to improve efficiency in the control and supervision of the circulation, transportation and commercialization of the Coca Leaf, including studys. "PROPOSED DRAFT: Analysis of two alternatives (incineration and composting) for the elimination / recycling of the 417 tons Coca leaf confiscated, located in the deposit DIGCOIN of Sacaba, Cochabamba 2017 "and" PLAN: Analysis of modalities of intervention for the transfer of the seized Coca leaf, located in the DIGCOIN deposits, at the national level, for composting in 5 plants of the EEPAF 2017. Presented to the VCDI-MDRyT "- Strengthening the capacities of the VCDI, including workshops on project preparation and conflict resolution.

Annex 6.7: Products of the Technical Assistance to support the implementation of the territorial productive complexes approach with emphasis on markets in the Tropic of Cochabamba and Yungas of La Paz within the framework of the new integral development strategy with coca 2015-2019 (NIRAS , 12/15/2016 - 12/14/2017).

- Study No. 1. Determination of the increase in production volume and income structure, costs at the level of the family farm for the productive items that are prioritized in the ENDIC and the PAPS II, in the Tropic of Cochabamba and Yungas of La Paz.- Study No. 2. Elaboration of the Strategy for Sustainable Integral Development - EDIS (formerly ENDIC)- Study No. 3. Monitoring System for Strengthening Integral Development with Coca in the intervention areas of the ENDIC.- Study No. 4. Communication and Visibility Plan of the VCDI.- Study No. 5. System of evaluation and productive historical information of the Tropic of Cochabamba and Yungas of La Paz.- Study No. 6. Identification of items, productive potentials for their transformation, added value with emphasis on market links and commercialization in the Tropic of Cochabamba and the Yungas of La Paz- Study No. 7. Identification and feasibility of territorial productive complexes in the Tropic of Cochabamba and the Yungas of La Paz- Study No. 8. Description and Analysis of the socio-economic and productive context of Los Yungas of La Paz, as a basis for Proposal for a new approach towards Productive Sovereignty and Integral Development of the Region.- Study No. 9. Manual of Process and Procedures and Regulation of Works of Immediate Impact of the VCDI.- Study No. 10. Specialized technical study - Implementation of the soluble coffee production line at the Mosetén coffee processing plant in Sapecho.- Study No. 11. Rethinking the pre-investment of the Innovation Center for Integral Development

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Annex 6.8: Management indicators and results of the MED and its sub-indicators.Management and Outcome Indicators Management and Outcome Indicators Result sub-indicators

Productive base has added value in the process of diversification

1.1 Increase in investment resources executed under national and sub-national strategichas increased productive diversification with productivity and added value.

Increase in the production volume of companies and organiz

1.2 Institutional agreements of an intra- and inter-sectoral nature have favoured productive diversification with productivity and added value through the use of technology, technical assistance, equipment and training.

1.2 Increase of the monetary value in Bs. of production of strategic items.

1.3 Technically trained human resources contribute to the implementation of projects and actions under strategic lines

1.3 Kilometers of roads are maintained, improved and opened to facilitate the production and commercialization of strategic products.

1.4 Increase partner investment resources executed for strategic projects that increase productive diversification with productivity and added value.

1.4 Bridges have been built to facilitate the transport and marketing of strategic products.

1.5 Investment in road infrastructure oriented to productive diversification.

1.5 Areas prioritized in the ENDIC have technical assistance from trained human resources.

1.6 CCVV has been strengthened as a deconcentrated entity that manages and executes funds for the development of road infrastructure in surplus areas of coca cultivation and reduction.

1.6 New financial products are promoted for strategic items.

1. Living conditions of families are in the process of improvement

2.1 Social organizations have been involved to identify, prioritize, accept and intervene in actions to support Integral Human Development.

2.1 Conditions of families have been improved with the implementation of social investment projects and programs.

2.2 Projects that remain in operation during the projected time.

2.2. The population has been benefited with access to improved basic services infrastructure.

2.3 Increase in investment of resources from partners in regional and strategic projects has strengthened Integral Human Development.

2.3 The population has been benefited by the improvement of projects and / or strengthening of educational units.

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2.4 Improved and / or strengthened health units.2.5 Women organisations have been strengthened. 2.6 Leadership and exercise of power has been strengthened in executive and grassroots women, from intervention zones.

2. Integral development with sustainable coca has been in the process of its application

3.1 Implementation of monitoring and monitoring mechanisms has improved the planning and decision making at the program and project level.

3.1 The CONCOCA and the Secretariat of Technical Coordination have been strengthened.

3.2. Completed projects that are monitored work according to their design and projection

3.2 CONCOCA has coordination mechanisms with CONALTID and social organizations of coca producers.

3.3 Levels of transparency and technical / administrative efficiency with the updating of institutional structures and procedures have been improved.

3.3 The VCDI, dependent units and social organizations involved have strengthened institutions.

3.4 Administrative, technical and operational processes have been improved with the institutionalization of positions.

3.4 The VCDI and its dependent units have increased their budget execution.

3.5 5 The environmental approach in all the actions has been developed by the VCDI in compliance with the Law of the Environment No. 1333 and the Law of Mother Earth.

3.5 Draft of the General Law of Coca has been socialized and validated with institutional and social stakeholders.

3.6 Five-year plan for revaluation (social, political, cultural and marketing) has been approved and is implemented by CONCOCA in coordination with the VCDI.3.7. The strategic plans and actions of Integral Development with coca are visible at national and international levels.

3. Surplus coca crops are in process of reduction

4.1 Regulation of coca production has strengthened and improved social control mechanisms and the dynamics of reducing surplus coca crops.

4.1 Area of coca surpluses have been reduced, according to the UNODC report.

4.2 Coordination and convergence with social organizations has been strengthened through the

4.2 Surplus cocaine crops have been reduced in the framework of agreements between the State

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signing of agreements to reduce coca crops. and CSOs.4.3 Application of signed agreements has supported the reduction of coca crops.

4.3 Social organizations have been strengthened in social control practices.

4.4 Coordination between VCDI and VDS-SC has been strengthened through management tools and institutional communication.

4.4 The reduction of surplus coca crops has been strengthened by the implementation of projects of immediate impact works.

4.5 Implementation of the system of monitors with updated record of coca leaf products has improved the control of production.4.6 Alignment of the works and actions of immediate impact to the ENDIC has strengthened the Integral Development of the regions, municipalities and communities.

4. Strategy for the revalorization of coca leaves has been developed and is in the process of being implemented

5.1 The production and industrialization of coca leaves and its derivatives is regulated by specific proedures within the framework of the current law.

5.1 Coca leaves have been industrialized.

5.2 Monitoring follow up of coca leaves´ industrialization has taken place through a business registration system.

5.2 Products that are derived from coca leaves have been positioned in the domestic market with incentives for domestic demand.

5.3 Economic resources have been executed for the development of programmes and projects of production, post-production and industrialization of coca leaves.

5.3 Organisations of coca producers and other involved stakeholders have been strengthened for certified organic production, industrialization and consumption, through the generation of projects and actions that provide technical, economic, social, legal and productive conditions.

5.4 Research and technological innovation in the field of production and post-production of coca leaves with institutional agreements of intra and intersectorial nature, has taken place.

5.4 Volumes of coca leaves in circulation and marketing are under regulation.

5.5 Control processes for the circulation and commercialization of coca leaves have been strengthened with updated regulations within the framework of the current law.

5.5 Volumes of coca leaves have been stored in DIGCOIN with registration and updated (consolidated) information.

5.6 Monitoring and follow up of the circulation and commercialization of coca leaves are done through an updated control system.

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5.7 Increase of economic resources executed for the development of institutional capacities, have improved the operations of control to the circulation and commercialization of coca leaves under a deconcentration framework of DIGCOIN.

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