with bureau central de coordination (bceco) for …...democratic republic of congo strengthening...

with Bureau Central de Coordination (BCECO)

for Democratic Republic of Congo

31 December 2019 | Entity Support

Programme title: Democratic Republic of Congo Strengthening Capacity of Direct Access Entity

Country: Democratic Republic of Congo

National designated authority:

Ministry of Environment and Sustainable Development/National Coordination of GCF

Contact person: Hans Andre LohayoDjamba

Position: National Coordinator NDA and GCF Focal Point

Email: [email protected]

Phone: +243822541031

Implementing Institution: Bureau Central de Coordination (BCECO)

Date of first submission: 20 September 2017

Date of current submission/ version number

21 February 2019 V.3

mailto:[email protected]

Readiness and Preparatory Support Page 2 of 22

How to complete this document?

- Please visit the Empowering Countriespage of the GCF website to download the Readiness Guidebook and learn how to access funding under the GCF Readiness and Preparatory Support Programme.

- This document should be completed by National Designated Authorities (NDA) or focal points with support from their Delivery Partners where relevant. Once completed, this document should be submitted to the GCF by the NDA or focal point to [email protected].

- Please be concise. If you need to include any additional information, please attach it to the proposal. - If the Delivery Partner implementing the Readiness support is not a GCF Accredited Entity for project

Funding Proposals, please complete the Financial Management Capacity Assessment (FMCA) questionnaire and submit it prior to or with this Readiness proposal. The FMCA is available for download at theLibrary page of the GCF website.

Where to get support?

- If you are not sure how to complete this document, or require support, please send an e-mail to [email protected].

- You can also complete as much of this document as you can and then send it to [email protected], copying both the Readiness Delivery Partner and the relevant GCF Country Dialogue Specialist and Regional Advisor. Please refer to the Country Profiles page of the GCF website to identify the relevant GCF Country Dialogue Specialist and Regional Advisor.

- We will get back to you within five (5) working days to acknowledge receipt of your submission and discuss the way forward.

Please submit the completed form to:

[email protected]

Please use the following naming convention for the file name: “GCF Readiness Proposal-Democratic Republic of Congo-190221”

Note: Environmental and Social Safeguards and Gender

Throughout this document, when answering questions and providing details, please make sure to pay special attention to environmental, social and gender issues, particularly to the situation of vulnerable populations, including women and men. Please be specific about proposed actions to address these issues. Consult Annex IV of the Readiness Guidebook for more information.

https://www.greenclimate.fund/how-we-work/empowering-countries


https://www.greenclimate.fund/library/-/docs/list/574044



https://www.greenclimate.fund/countries



1. SUMMARY

Country submitting the proposal

Country name: Democratic Republic of Congo

Name of institution representing NDA or Focal Point: Ministry of Environment and Sustainable Developement

Name of contact person: Hans Andre LohayoDjamba

Contact person’s position: GCF National Coordinator and Focal Point

Telephone number: +243822541031/+12172812498

Email: [email protected]

Full office address: Avenue Papa Ileo/Gombe/Kinshasa/DRC

Additional email addresses that need to be copied on correspondences: Date of initial submission 20 September 2017

Last date of resubmission 21 February 2019 Version

number V.3

Which institution will implement the Readiness and Preparatory Support project?

☐ National designated authority ☐ Accredited entity ☒ Delivery partner Please provide contact information if the implementing partner is not the NDA/focal point

Name of institution : Bureau Central de la Coordination

Name of official: Gaspard Kabongo

Position: Technical Director

Telephone number: +243815114255

Email: [email protected] Full office address: Bureau Central de Coordination. Address: Av. ColonnelMondjiba, n° 372 ComplexeUtex Africa Kinshasa/RDC

Additional email addresses that need to be copied on correspondences: [email protected];[email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]

Title of the Readiness support proposal

Democratic Republic of Congo Strengthening Capacity of Direct Access Entity

Type of Readiness support sought

Please select the relevant GCF Readiness activity area below (click on the box): ☐I. Country capacity for engagement with GCF

☐II. Country programming process

mailto:[email protected];[email protected];%[email protected];%[email protected]

mailto:[email protected];[email protected];%[email protected];%[email protected]





☒III. Direct access to climate finance

☐IV. Climate finance accessed

☐V. Formulation of national adaptation planning and/or other adaptation planning processes

Brief summary of the request

Bureau Central de Coordination (BCECO) is under the supervision of the Ministry of Finance. BCECO is an implementing agency of the projects on the behalf of the Government through grants received from partners. BCECO’s manuals have been acceptable during the FMCA process, which made it eligible to become adelivery partner and potential accredited entity. However, the accreditation process goes beyond financial management capacity. BCECO self-assessment and GCF comments on the Stage I (version 1&2) demonstrated the necessity to overcome existing weaknesses and gaps. This readiness request will help to fill weaknesses revealed through the accreditation process by:

1. updating the operational manual in adding some new aspects required by the GCF and the organizational flow, developing all the governance structures and committees (audit, ethics, discipline, etc.);

2. completing the Steering Committee Decree (termination, compensation, appointment for committee), implementing formal procedures for aligning objectives with the organization’s mission and assessing risk, developing procedures for oversight/audit of the procurement function by an independent authority or external/internal auditors;

3. standardizing procurement procedures and guidelines of the executing entities;

4. regulating policy on conflict of interest and resolution;

5. including the GCF’s general principles on prohibited practices and anti-money laundering and countering the financing of terrorism in BCECO’s policy, enhancing communicating a policy of zero tolerance for fraud, financial mismanagement and other forms of malpractice;

6. implementing the mechanisms to trace/monitor electronic transfer/wiring of funds;

7. developing operational system of Project appraisal, oversight, and Control;

8. fulfilling procedures/organizational arrangements for ongoing/continuous oversight of the implementation of the approved GCF’s funding proposal and the closure;

9. implementing a project-at-risk system with indicators for each identified risk.


GCF funding will help to build capacity within BCECO for the country to become more competitive in this challenging climate finance market.

Total requested amount and currency

USD 265211

Anticipated duration 18 months

Has the country received or is expecting to receive other Readiness and Preparatory Support funding allocations (including adaptation planning) from GCF or other donors?

☒ Yes ☐ No The REDD+ readiness has been one of the important experiences DRC received from Multi donors’Forest Carbon Partnership Facility (FCPF) led by the World Bank from 2009 to 2014 that engendered the Country REDD+ strategies and the REDD+ Investment Plan.For the GCF mechanism, after 2 years of implementation, the CSE (Centre de Suivi Ecologique) with the NDA are at the closing phase of the country’s first GCF readiness activities focused on Strengthening of the NDA and Strategic frameworks for engagement with the Fund. Yet, the country benefited the NAP Readiness that the implementation is led by the UNDP as a Deliver Partner. The launching workshop is scheduled to be held at the end of January 2019. The country readiness on finance access approved with FAO as implementing entity launched on July 2019.

The country is developing with FAO as delivery partner a private sector mobilization requests to attract investors interested on green investment, which will help priorities of the country’s NDC in sustainable agriculture to fight food insecurity and reduce vulnerability. Moreover, DRC contributed to 2 regional readiness requests with COMIFAC and Ernst Young as partners to build capacity on climate finance and to support the REDD+ Catalytic Fund. Finally, and DRC is developing with the Climate Technology Centre and Network (CTCN) a preparatory request on Technology need assessment.

This request will be complementary and almost in the center of country to achieve some of climate change priorities. This request focus first goal is to build capacity and reduce weaknesses gap in order to access directly GCF fund and implementing programs or projects. Secondarily, the possibility of operating within the region in long term is not excluded. Finally, as first entity nationally to deliver


2.BACKGROUND The development of this proposal used the feedback from the accreditation process, BCECO self-identification weaknesses, the GCF self-assessment tools conducted by the NDA, and the review sheet from Country Programming. Collection of feedbacks from these four sources helped to build a realistic diagnosis that led to this proposal. In terms of literature, GCF Preparatory Guidelines improved to comply with the form but also DRC approved proposals served as references to develop this Direct Access proposal. Discussion with the accreditation as well as the Country Programming teams led this proposal at the current point. Context of BCECO stands for “Bureau Central of Coordination” that should coordinate funding from partners after math of the war and fragility it brought in the country. The main goal was to reduce the fragile situation through mainly projects on basics infrastructures, health, education, budget and public finance, governance, and reform of state-owned corporation. The priority at the time did not take account of climate change and environmental aspects. Such issues were very timid in the cycle leading to develop their portfolio. However, under World Bank mentoring, which was that time the main provider that helped few BCECO’s experts leaned on climate change impacts on projects. In brief, country priorities on Climate changes, Environment, and sustainable development were occasionally included when implementing projects. This is one of the barriers BCECO should overcome among his professional and experts to play the role of accredited entity or direct access entity for the country. BCECO goal should be to build skills of a significant number of staffs on GCF mechanisms, cycles, and improve their knowledges on accredited entity. Especially, those who will interact with climate finance, project management, and the GCF will target to become expert in their field. Continuous learning through GCF website, webinar, and workshops are the more trustful tool to shape the competency to respond on daily performance. It is important that country priorities in Climate Change to be part of this process of long-term learning. Ministry of environment holds meaningful documents. Most of them should become BCECO staffs’ tools and keep a close follow up in case of update. It will be the road for BCECO to become comfortable with the new role, tasks, and responsibilities. Review sheet from the accreditation process revealed gaps on BCECO lack of long-term plan and strategy, which may not help staffs to have a long-term vision, if accredited. BCECO does not offer such long-run instrument to build a strategic plan to comply with GCF chores in climate investments. The readiness proposal with CSE did provide only capacity to understand the GCF mechanism with light knowledge on national accredited entity. This first readiness provided the country with a programme from which BCECO as potential accredited entity will rely on. BCECO in return will mobilize within the lines of the priorities field identified by the building capacity and country programming to become effective. Yet, FAO readiness is still in the beginning phase and

readiness and implement projects, it may build capacity to other national entities on the GCF mechanism. Which, will create a network of potential new Direct Access entities.


focus on sustainable agriculture, one of the priorities in the NDC. BCECO readiness might get touch on access finance under FAO to make it more effective after the aftermath of its implementation in mobilizing climate finance from sustainable agriculture. NAP readiness with UNDP is making progress and BCECO will mostly see perspectives of the adaptation need to build resilience on Climate Change for the country. Inputs include in the OAS show the incompleteness of the structures that must protect the financial function at each level. Unfortunately, the steering committee is not yet operational instead the board of directors is the only high institution to plan and assess financial performance. Such situation impairs objectivity for the control and the reporting of BCECO. This general context of financial management obstructs fair and best practices from management, auditors and involved staffs. BCECO as a Government agency that worked with many bilateral and multilateral built its staffs knowledge on international requirement on money laundering, conflict of interest, terrorism funds, Fraud zero tolerance. They are still things to improve in this field. The OAS alerted on the lack of the procedures after a fraud or financial misbehavior have been discovered. Necessity to bring BCECO up to where the GCF expects accredited entities should achieve to reduce malpractices. Furthermore, Board of GCF decided to adopt the Policy on Prohibited Practices, as contained in annex XIV to the decision to replace the Interim Policy on Prohibited Practices adopted in decision B.12/31, paragraph (h). Data upload in the OAS by BCECO as accreditation participant entity showed the lack of a project-at-risk system with indicators for each identified risk, even though, the entity is willing to establish such a system once accredited. The Accreditation team recommended that the accredited entity candidate include it in its readiness proposal the development of a project-at-risk system with indicators for each identified risk. It is one of the tools important for any entity that funds project to have risk indicators by category of activities, funding instrument, geographical area, size of amounts, lifelong of customers. And it became more complicated when it should be done for climate related projects. The goal of charts and financial system is to enable staffs understand the flow of transaction, documents, compliance on existing procedures, avoidance of tasks accumulation, encouraging tasks segregation, and truthiness of reports. If structures are not completely implemented and effective, unconditionally the context of reporting, financial management, and the control cannot bear a good result. A good assessment of entities that may strengthen management, assure a sounds independent control, and compliance from the top to the low level of financial procedure. Only after this step that the personnel may be trained on their responsibilities based on a financial environment with structures that are in the right place. The complete and Necessity for BCECO to finalize conditions are not operational as stated the OAS review. Unconditionally separation of tasks. Collaboration with GCF and other national structure will be the first step to bring up to date BCECO staffs. Internally, strong procedure should be set up. Knowledge of customers should be a golden rules and investigation services should be reinforced inside the entity. Documentation and organization on project promoters and executing entities may help to mitigate illegal money in GCF system. Good understanding of the chart of green flow should be done inside BCECO. Finally, Mentorship is another appropriated approach to learn by doing in the workplace. BCECO, the template oath of discretion does not provide any indication of the policy of zero tolerance. In


addition, no information on how the applicant communicates a policy of zero tolerance for fraud, financial mismanagement and other forms of malpractice to suppliers and other stakeholders including Executing Entities has not been provided. BCECO benefited in the past mostly grants, which environment did not oblige existence of a solid to manage investments risks. Also, some funding belonged to the government and as state agency the risk was covered by the government sovereignty funds. Multilateral and bilateral subvention and loans hold the government as the principal beneficiary and the borrower. GCF overview on instruments hold accredited entities responsible for the funding, whichever grants, loans, participation, and guarantees. Even though BCECO aims grants than other GCF instruments as today, it will be important to build capacity of this personnel through the system at risk to anticipate. The country portfolio is not lesser but show the necessity to combine instruments and mainly with the involvement of private sector in the country. Database from the NDA in terms of note of ideas, concept notes, proposals represent approximatively 186 projects valued to 11 billion USD. Better for this governmental agency play fully its role as National accredited entity and Direct access entity. Finally, diversification of instrument overtime will help the country benefit from many windows. BCECO submitted cases about mechanisms used to better investigate on customers ‘due diligence procedures to fight money laundering and financing of terrorism shows a lot of gaps and lack of reliability. This procedure demonstrated and hid the self-confession of incapacity in both system and qualified people. In the side of traceability, electronic monitoring, and transferring and wiring fund are neither reliable regarding cases they uploaded in the OAS. It has been stated in the input data that the applicant does not have procedures/organizational arrangements for ongoing/continuous oversight of the implementation of the approved funding proposal. It has been stated in the input data that the applicant does not have policies and procedures relating to project closure at the present. It has been stated in the input data that the applicant is willing to prepare and establish an evaluation disclosure policy, however, these files are contracts and none of them provide results of monitoring and evaluation of implementation projects for which grants were made. Information from BCECO OAS confirms that this entity did not experience many complaints cases in the past. Thus, its Procurement staffs and compliance /legal department did not practice enough. Their learning needs to be energized and updated. It has been indicated in the input data that the applicant is willing to develop and implement a financial disclosure policy that does not exist in its manual of procedures. The applicant develops this policy in the context of its readiness proposal. The Conflict of interest review and resolution procedures doesn’t exist currently in the BCECO, the gap identified as a weakness will be considered through BCECO Readiness. Fragility of the country for the two aspects with all the wars combining with Militia involvement on illegal trade on natural resources with the rest of the world may be an opportunity to mix GCF funding with some of these dirty monies. The national context if not fixed soon may bring more issues. BCECO should with the support of existing services in charge of tracking illegal traffic, flow of funds, and investments funded by businesses blacklisted. The scope of BCECO remains is to improve all these discrepancies complying with GCF policies on matter on best practices for knowing customers’ due diligence, traceability, monitoring, wiring, and transferring.


BCECO focus will be to fill gaps and weaknesses that appeared in the input data from OAS. This aspect will be a section of the planned to be delivered from this proposal request. Follow up on ongoing and continuous projects is crucial as potential accredited entity, which help to mitigate risk and distress of management. Procurement audit external and internal one must be set up and importantly keeps its independency from management and other departments. As aforementioned in the risk assessment, the need of using it for the procurement is capital to preserve quality and good achievement. priority and include within the manuals that will outcome among sections to be added in the update manual To ensure that BCECO has enough knowledge and able to handle climate change and sustainable development project, there is a need to develop a training on mitigation and adaptation and sector strategies, policy instruments, assessment methods and tools, IPCC assessment reports. Existing policies in the international world on Climate Changes, international scientific structures, national entities managing country climate changes policy, international climate negotiation, Green Climate Funds regulations, etc. BCECO staffs do not have enough knowledge on climate changes policies since in its objective and missions was focus on any type of projects as the agency of the Ministry of Finance. The accreditation process brought up many concerns and such gaps should prioritize during the preparatory phase. In this context, personnel need to acquire additional skills based on the Climate Change existing activities, the country policies, the sectorial etc. BCECO staffs do not have enough knowledges on climate changes policies since in its objective and missions was focus on any type of projects as the agency of the Ministry of Finance. The accreditation process brought up many concerns and such gaps should prioritize during the preparatory phase. In this context, personnel need to acquire additional skills based on the Climate Change existing activities, the country policies, the sectorial etc. BCECO should during activities focus on personnel capacity to conduct E&S risks, E&M process and categorization of risk. Trainings BCECO staffs are trained on GCF climate changes and SDG’s related policies and best practices. Beneficiaries of this readiness activities are BCECO staffs coming from different services or departments. BCECO is planning to have a category C risk project but since its size is between 50-250 million USD, the entity will need its staffs to be able affording ESMS risk B project. Profile of its current personnel seem not ready to conduct ESS and related studies. It plans to use non reimbursable grants in some cases reimbursable grants will be possible. Later on, BCECO ambitious is to use loans and to upscale its accreditation in Central Africa region where many countries are struggling to mobilize because of the lack of a regional entity accredited. Necessity to plan strengthening this capacity of ESS at this phase of readiness request. In term of domain of accreditation, some seem may not be in BCECO portfolios until the ESS team capacity will be built. DRC has already submitted its country programme to the GCF secretariat and BCECO as potential accredited entity will support in collaboration of the NDA to empty the CP pipelines in terms of mobilizing funds able to achieve the NDC. Furthermore, as accredited entity, its role will be also to approach different ministries key that lead the country climate change policy to discuss on any concept note, note of ideas on climate related project coping with the Country Programme. Long experience in project management will help to provide not only small grants (from government as well as partners including GCF) as a future National accredited entity, which may support the Country Programme.


This Readiness fund will help to achieve the following activities: 1. Updating and developing BCECO’s policies, procedures, and systems to comply with GCF’s Performance Standards (1-8); 2. Consultants are recruited and delivered reports or services; 3. Workshops are organized; 4. Mentoring will be led in field and workplace 5. Book guides on GCF cycle and other aspects; 6. Policy for overseeing procurement conducted by Executing Entities BCECO will conduct and co-finance following activities: 1. Mission and strategic planning: developing and implementing a strategic/long term plan and objective setting process; 2. Ethics Committee; 3. Audit Committee; 4. Logistics provided to the Climate Finance Unit. 5. Any other expenses over. .


3. LOGICAL FRAMEWORK AND IMPLEMENTATION SCHEDULE

Outcomes Baseline1 Targets Activities2

(brief description and deliverables)

Anticipated duration : 18 months

Monthly implementation plan of activities3

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Outcome: 3.2..Direct access to climate finance

Sub-Outcome 3.2.1.: Entity’s knowledges about GCF mechanism, cycle of submission, BCECO staffs are informed on GCF mechanism and cycle of submission plus Country priorities on climate Change and related one

0.75 The creation of BCECO did not take account of climate change and environmental aspects. Such issues were very timid in the cycle leading to develop their portfolio. The main raison was more based on the development. Then, weakness revealed from Account Online System review including in the field of environment and Climate Changes is reliable.

2 Activities through this Readiness Proposal must bring BCECO staffs to increase their skills in climate changes projects, climate finance instruments, GCF operations, and improve their knowledges on the role of accredited entity. One set activity will not be helpful but a continuous learning approach through documentation produced is more efficient in solving daily challenges.

Activity 3.2.1. Training session towards BCECO staff on GCF mechanism, cycle of submission, country priorities on Climate Change, 20 participants will work on 2 projects development real cases that might come from the NDA data base or call upon 2 proposals, Deliverables 3.2.1. Report and documentation produced on GCF mechanism and cycle, and country priorities in Climate Changes Timeframe: M2

X

1 For baselines rated at 1 or 2, please shortly elaborate on current baselines on which the proposed activities can be built on, processes that are in place that the current Readiness proposal can strengthen, or any gaps that the proposed activities would fill in. If more space is needed, please elaborate this in Section 2. 2 Please include tangible and specific deliverables for each activity proposed, and the timeframe (month number) in which it will be delivered to GCF. Please note that during implementation all deliverables should be included within the implementation reports for GCF consideration. 3 If the duration of the proposal is longer than 24 months, please change the monthly columns to indicate 2 or 3 months each (e.g. change month “1” to month “1-2’ or “1-3”).







1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Sub-Outcome 3.2.2: Long-term strategic plan is setup and BCECO staff mindset oriented toward sustainable and long run in their analysis, daily tasks, projects development, management, and implementation

0 Review sheet from the accreditation process revealed gaps on BCECO lack of long-term plan and strategy p, which may not help staffs to have a long-term vision in to cope with BCECO mission if accredited. BCECO does not offer such long-run instrument to build a strategic one build on perspective of climate investments under the GCF.

2 BCECO’s Mission and long-term strategic plan and objective setting process are developed and implemented, not as a onetime event but as an activity to include in daily task of staffs under the leadership of the consultant.

Activity :3.2.2 Update of the existing operating manual in order to consider the gaps mentioned in identifying the long-term strategic plan and implementation Deliverable 3.2.2: - Operating Manual updated - Long term strategic plan developed Timeframe: Strategic plan development: M4-M5 Operating Manual update: M16-M18

X X

Sub-Outcome 3.2.3: BCECO Organizational chart defines clearly financial relationship and the role of each ones between Management, Auditors, and other personnel BCECO’s personnel become aware on detection of money laundering, conflict of interest, terrorism

1.2 The OAS alerted on the lack of the procedures after a fraud or financial misbehavior. Yet, BCECO does not have a project-at-risk system with indicators for each identified risk. The absence of charts and financial system is a failure find within BCECO. Finally, inputs include in the OAS show the incompleteness

2 The general context of financial management of BCECO should be improved to avoid obstructing fair and best practices from management, auditors and involved staffs. Also, charts and financial system help to enable staffs understand the flow of transaction, documents, compliance on existing procedures,

Activity 3.2.3.1: - Assessment of the existing document on financial management and recommendation Creation of new one if necessary. -tutorship in the field on everyday realities in the management of Funding risk, Information Disclosure, Investment risk, Non-financial risk, and fees. . Participants 40 staffs expected, all from BCECO and selection based on added value for the role of BCECO as potential accredited entity Deliverable 3.2.3.1: - Report and recommendation to build a strong financial management systems and charts or

X X







1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

funding, zero tolerance of fraud. Capacity of staff is built in implementing a project -at- risk system. BCECO’s staff’s awareness on knowing customers due diligence, monitor, and traceability of money and wire transfer

of the structures that may guarantee the financial function at each level. The lack of the effectiveness of the steering committee is a weakness from the candidate entity.

avoidance of tasks accumulation, encouraging tasks segregation, and truthiness of reports.

production of new report - Mentoring report, assessment, and achievement in the management of Funding risk, Information Disclosure, Investment risk, Non-financial risk, and fees. - a policy or procedures for project at risk management to reduce misbehaviors and frauds Timeframe: M6 –M8

Activity 3.2.3.2: Update and strengthen BCECO best practices standard on anti-money laundering, anti-terrorism and investigation, zero tolerance fraud and corruption, and ethical including GCF policies on wire transfer or traceability. Participants Expected 25 BCECO staffs who directly or indirectly are involved in the management of GCF funding, financial management, and customers/clients Deliverable 3.2.3.2: -Draft of regulation complying with GCF financial policies on money laundering, anti-terrorism, Zero tolerance on fraud and corruption, unethical behavior, and transfer and wire. -Reliable documents released on best practices, -Field mentoring and assessment report delivered Timeframe:

X







1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

M9 – M10

Activity3.2. 3.3: . Implementing in BCECO a project-at-risk system with indicators for each identified risk. Participants: 40 BCECO staffs in charge of financial, projects management, and customers data credits/scores Deliverables 3.2.3.3: - Policy regarding project at risk - Risk assessment tools set up - Mentorship report achieved on

real cases - guidelines chart provided Timeframe: M11 – M13

X

Activity 3.2.3.4 Build BCECO staffs Capacity on Customers Knowledges, due diligence, and investigation based on international fiduciary. And standardizing procurement procedures with executing entities procedures. Capacity of 15 Participants selected from BCECO’s departments or services. Deliverable 3.2.3.4 -Onsite report on achievement of knowledges of customers and partners are delivered - Manual Standard of procurement used by executing entities partnering with BCECO is delivered -Procedures for resolution conflict

X







1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

of interest and financial disclosure policy delivered Timeframe: M13 – M15

.

Activity 3.2.3.5 Set up procedures on assessing risk, and oversight/audit of the procurement function by an independent authority or external/internal auditors, and follow up on projects management (progress, constraints, and adjustments). 20 BCECO personnel from financial, projects management, technical and planning services. Deliverable 3.2.3.5: - Reports are done including

participants assessment. - New formal procedures related

to the procurement and audits are available complying with GCF standard of performance or additional formal procedure will be included in updated/existing manuals

Timeframe: M13 – M15

X

Sub-Outcome 3.2.4. Built BCECO personnel capacity, assessed and strengthened on ESS, E&S, E&M, ESMS, External communication, gender or vulnerable

0.50 BCECO staffs don’t have experience, knowledges and skills on GCF, climate changes and SDG’s related policies and best practices. Most of staffs need to acquire to cope with the

2.0 To ensure that BCECO has enough knowledge and able to handle climate change and sustainable development project, there is a need to develop a training and mentoring or documentation

Activity 3.2.4.1 Strengthened and assessed ESS capacity lead training, field visits, daily mentoring on real cases, E&S, E&M, ESMS, External communication and grievance redress management, gender record track management and take stock of gender or vulnerable groups, indigenous people, and cultural heritage Participants

X X X







1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

groups, indigenous people, and cultural heritage.

development of climate changes projects as a potential accredited entity. B ECO-in-house competency is required and adding new skills related to Climate Finance will help to decide on climate finance instruments when developing climate changes projects, policy instruments, assessment methods and tools, IPCC assessment reports, such context is missing today.

on mitigation and adaptation and sector strategies, policy instruments, assessment methods and tools, IPCC assessment reports. Existing policies in the international world on Climate Changes, international scientific structures, national entities managing country climate changes policy, international climate negotiation, Green Climate Funds regulations, etc. Participants will come from, Technical Department, Climate Finance Unit, Project development unit, Communications services.

BCECO Staffs from Climate Finance Unit, Project Management, Technical Department, Communications service will be beneficiaries of these activities. Deliverable 3.2.4 - Trainings reports -Technical manual on profile of personnel for E&S risk, M&E process, and ESMS for Category B risk -Mentoring, field visit, and achievement reports Timeframe: M4 – M6


4, ADDITIONAL INFORMATION (ONLY FOR ADAPTATION PLANNING SUPPORT)

This section is only to be completed when seeking support for formulation of national adaptation plans and/or other adaptation planning processes. Please see Part 3 Section 4 in the Readiness Guidebook.


5.BUDGET, PROCUREMENT, IMPLEMENTATION, AND DISBURSEMENT

5.1 Budget plan Please complete the Budget Plan in Excel using the template available in the Library page of the GCF website. 5.2 Procurement plan Please complete the Procurement Plan in Excel using the template available in the Library page of the GCF website. For goods, services, and consultancies to be procured, please list the items, descriptions in relation to the activities in section 2, estimated cost, procurement method, relevant threshold, and the estimated dates. Please include the procurement plan for at least the first tranche of disbursement requested below and provide a full procurement plan for the entireduration of the implementation period if available at this stage. 5.3 Disbursement schedule Please specify the proposed schedule for requesting disbursements from the GCF. For periodicity, specify whether it’s quarterly, bi-annually or annually only.

Please choose one option among the two below and delete the one that does not apply to you. Please fill in information under brackets:

☐Readiness Proposal that falls within a Framework Agreement with the GCF

Disbursements will be made in accordance to[Clause xx] “Disbursement of Grants” and [Clause xx] “Use of Grant Proceeds by the Delivery Partner” of the Framework Readiness and Preparatory Support Grant Agreement entered into between GCF and[Delivery partner name] on Click or tap to enter a date. The Delivery Partner is entitled to submit [number] request(s) for disbursement each year.

☒Readiness Proposal that requires a bilateral Grant Agreement to be signed with the GCF (please add more disbursement as needed) • The first disbursement amounting USD 130 000,00 will be transferred upon approval of the readiness request and effectiveness of the Grant Agreement; • The second disbursement amounting USD 70 000,00 will be transferred upon submission of an interim progress report, in form and substance acceptable to the Fund, • The third disbursement amounting USD 50 000,00 will be transferred upon submission of an interim progress report and audited financial report, in form and substance acceptable to the Fund, including an audited expenditure statement for the twelve first months; • The fourth disbursement amounting USD 15 211,00 will be made upon submission of a completion report and financial report, in form and substance acceptable to the Fund, including an audited expenditure statement.




6. IMPLEMENTATION ARRANGEMENTS AND OTHER INFORMATION 6.1 Implementation map Please describe how funds will be managed by the NDA and/or the Readiness Delivery Partner.

Funds Flow Diagram

The ignition of funds disbursement will become operational after the approval letter signed by the GCF/ Division of Country Programming. BCeCo will set a special bank account for this readiness activities with names of the authorized persons. BCeCo’ s financial and administrative Direction follows on the disbursement process that will make the money available to the Treasury for the Climate Finance Unit to plan activities. The Climate Finance Unit will oversee implementation and reporting to the Operation Department (Technical Department) on the progress, this latter will report to the Management. It is important to monitor closely the readiness activities that will bear procedures, systems, capacities, and standards to push BCeCo accreditation forward. This Climate Finance Unit will manage on daily basis after its creation within BCeCo. Furthermore, this team will have to plan and to schedule the achievement under the Operation Department. The assessment and the monitoring will be under this special unit for the sake of transparency.

Institutional framework and coordination

During the process of nomination of potential delivery and accredited entities to implementing readiness activities, direct access entity, and a national accredited entities BCECO was among the six entities the one that made progress. The particularity of this readiness BCECO is implementing its own preparatory activities. It will ease the process because it will be in the center of the preparatory phase that will improve staffs’ knowledges and other requirements to comply with GCF accreditation guidelines.

BCECO will recruit the entity that will provide the Project Assurances services under the following activities, oversight and quality assurance role. The selected entity providing Project Assurance must be totally independent. This project oversight and quality assurance role are covered by the delivery partner fee provided by the GCF. However, BCECO’s Internal audit unit will include this self-building capacities project fo accreditation in its Work Plan. A good way for these readiness activities to be audited internally as new product

GCF

BCECO Management

Climate Finance Unit

Finance & Administrative Direction Treasury

Implementation


and service of BCECO. However, BCECO’s Internal audit unit will include this self-building capacities project for accreditation in its Work Plan. A good way for these readiness activities to be audited internally as new product and service of BCECO.

The National Designated Entity will play an important role on monitoring and observation practice because of the acquired experience from the strengthened and programming with the CSE, and the approved NAP preparatory with the UNDP and the Access finances with the FAO that is already at the Consultants recruitment.

BCECO will implement the readiness activities according to the planning that they will agree with the NDA. The climate Finance Unit will be the project management team. BCECO steering committee and management team will follow up and monitor on activities progress. The progress report as required by the GCF on readiness before the disbursement is mandatory. BCECO’s climate finance unit as project management team will include a manager, a specialist on climate changes, a specialist on monitoring and assessment, a specialist procurement and finance, and a specialist on communication. However, the recruitment will occur only for the capacity they do not have inside BCECO, the case of the climate change specialist. In prospect of the continental and the regional delivering of readiness, it should be necessary to have a Global Management specialist later.

BCECO management is under the tutoring of the Ministry of Finance, it must be normal that to report on the progress and the management of non GCF related activities to the government as it is now. However, for the Self Capacity Building of BCECO as National Direct Access Entity, it will report the readiness activities and any other GCF activities to the NDA that is under the direct supervision of the Ministry of the Environment and Sustainable Development. Since the NDA is a cross cutting and coordination of different Ministries, among them the Ministry of Finance, affecting Climate Change Policy of the country, it will be a best case of country ownership figure through BCECO’s role as Delivery Partner, Direct Access Entity, and Accredited Entity.

The project will be implemented through a transparent, participatory and inclusive approach, involving the relevant stakeholders and communities. Beneficiaries will be the relevant national stakeholders, including women and youth.

Stakeholders and beneficiaries

The country is the first beneficiary because of the role as a delivery partner and further an accredited entity can play in this mechanism. BCECO will be the heart of the channel for the government to mobilize funding through the Ministry of Environment and the Ministry of Finance, with the help of the NDA. Stakeholders will benefit by understanding the mechanism better and the importance of BCECO for the country preparation and without relying on international access mode. Finally, direct beneficiaries will be BCECO staffs that will acquire new skills and as national direct access entity mobilizing funding from GCF. 6.2 Risks, monitoring and evaluation (M&E), and other relevant information

Potential conflicts of interest

To avoid any possible conflicts of interest deriving from the Delivery Partner’s implementing its self-preparatory, the NDA and stakeholders will be part of the recruitment. Avoiding BCECO to take control of the whole channels of the implementation may not make it unreliable. Absence of segregation in this case may bring a serious issue of conflict of interest if not taken account. However, since this readiness is bringing BCECO governance to comply with the international standard, including other actors in that phase (NDA, CSO, Academia, etc.), which may show the transparency as require the GCF. It will be a good manner to reduce conflict of interest for BCECO in the position of self-delivery of its own readiness.

Risk management

In order to ensure stakeholder involvement and country ownership, this proposal will link all proposed strategies and the tools in line with the NDA operation to ensure the sustainability of activities. Strategies the


proposal will develop and will ensure to focus on some specific difficulties that women initiatives encounter to direct access. Risk of attendees to not understand the role of the BCECO as accredited entity or delivery partner may be medium, especially from Civil society and National NGOs. It will be interested to create a platform for each group (NGOs, Public entities, etc.). If not taken account may let false information to spread out that the right one, may affect the project management.

BCECO being a state agency under the Ministry of Finance, the project account should clearly be distinguished from the Government account. Another risk will be about possible BCECO, ongoing and past accounts, that may use this account of the preparatory project to others existing accounts. Occurrence of such risk is very low because the new Minister of Finance appointed one of each advisor to take care of any need for BCECO accreditation.

The Political risk is no more because of a new leadership in the presidency So, monitoring the country safety and consultation from both NDA and BCECO will be recommended as mitigation measure to decide on activities. So, the project may operate without political pressure, since a new Minister is supporting this accreditation process. A very low risk on the Political issues

It may happen that some staffs miss training and any type of mentoring session, it will be important to conduct several activities in situ so will make personnel comfortable for being in their workplaces. Another mitigation measure may be to select at least 2 people from the same department, it may avoid absenteeism. BCECO itself will manage the risk since it will carry out its own preparatory and readiness activities. However, in some cases the Ministry of Finance and the NDA may act as advisory team in case of risk occurrence,

In order to ensure stakeholder involvement and country ownership, this proposal will link all proposed strategies and the tools in line with the NDA operation to ensure the sustainability of activities. The strategies the proposal will develop and will ensure to focus on some specific difficulties that women initiatives encounter to direct access. Risk of attendees to not understand the role of the BCECO as accredited entity or delivery partner may be medium, especially from Civil society and National NGOs. It will be interested to create a platform for each group (NGOs, Public entities, etc.). If not taken account may let false information to spread out that the right one, may affect the project management.

BCECO being a state agency under the Ministry of Finance, the project account should clearly be distinguished from the Government account. Another risk will be about possible BCECO, ongoing and past accounts, that may use this account of the preparatory project to others existing accounts. Occurrence of such risk is very low because the new Minister of Finance appointed one of his advisors to take care of any need for BCECO accreditation.

The Political risk is no more because the country has a new leadership in the presidency. The after ballots period can be subject of instability. So, monitoring the country safety and consultation from both NDA and BCECO will be recommended as mitigation measure to decide on activities. So, the project may operate without political pressure, since a new Minister is supporting this accreditation process. A very low risk on the Political issues

It may happen that some staffs to miss training and any type of mentoring session, it will be important to conduct several activities in situ so will make personnel comfortable for being in their workplaces. Another mitigation measure may be to select at least 2 people from the same department, it may avoid absenteeism,

BCECO itself will manage the risk since it will carry out its own preparatory and readiness activities. However, in some cases the Ministry of Finance and the NDA may act as advisory team in case of risk occurrence.

Additional Procurement Institutional Arrangement

BCECO as a self-delivery partner will carry out the activities relating to the procurement of services. It will use the competitive bidding methodology (open tender) in relation to the procurement of consultancy services. As require the GCF mechanism. In addition, the procurement activities will be carried out in accordance with the delivery partner’s rules in relation to procurement, which in the case is BCECO.


BCECO’s comparative advantage

BCECO has been selected on the same list with private banks, International NGO operating in DRC, and even a National Development Bank. The advantage of BCECO has been visible because of its experience as the one that operated under the World Bank mentoring. The Financial Management Capacity Assessment demonstrated their strength and its file through the accreditation is making progress. Also, the financial standard performance and the best practices they have been familiar with, when mobilized funding from the country’s partners, it helped BCECO to build skills of its staffs on these issues. In the last decade, this entity was provider of experts on procurement and financial standard to many projects, agreed by the international financial system. Finally, the process has been time consuming and BCECO persevere by exchanging with the GCF secretariat through, which most of entities on the list of DRC as accreditation candidate did not afford to follow up.

Sustainability of the outcomes

The sustainability of the outcomes is very perceptible because BCECO as delivery partner will achieve activities that will be documented and communicated. The tools that will produce during the readiness phase will help BCECO staffs and other entities that will be interested to the GCF. The climate finance unit acquired skills will be an important asset and goodwill for the country when developing or reviewing projects to submit to GCF mechanism. Finally, the follow up on training organized by the GCF for knowledges update and other important meetings such as Accredited Entities Workshops, Board meetings, COP gathering, regional meetings, National meeting by the NDA, etc. will sustain the acquired understandings during this preparatory phase.

The following considerations are important when completing the budget:

1. Before preparing the Readiness and PPF budget, please read the full guidance on our website

2. You can select the appropriate budget categories from the dropdown list in the budget plan:

3. To insert additional rows, right click on the row number below where you wish to insert the new row and choose INSERT.

4. Additional budget categories may be added by manually typing them on the Budget Category sheet. :

Project Management Cost: Project management costs (PMC) are the direct administrative costs incurred to execute a project. They should cover only incremental costs incurred due to the GCF contribution. In most cases, these costs are directly related to the support of a dedicated project management unit (PMU) which managesthe day to day execution related activities of the project.

General Principles for PMC costs: 1. The percentage of PMC financed by GCF should not be more than the percentage share of the overall budget financed by GCF 2. PMC budget thresholds: Up to 7.5 per cent of total activity budget. > PMC exceeding 7.5 per cent for the readiness (including NAPs) proposals, and PPF proposals, up to $ 3 million will require detailed documentation and justification supporting the entire PMC budget. > The PMC should be shown as a separate component in the project budget. A detailed breakdown of PMC should be provided by budget category. > Indicative list of eligible project management costs:

> Project staffing and consultants: Project manager, Project Assistant, Procurement personnel, Finance personnel & Support/admin. Personnel> Other direct costs: Office equipment, Mission related travel cost of the PMU, Project management systems and information technology, Office supplies, Audit cost

Contingency :1. Select the appropriate % of Contingency Budget from the dropdown list :

2. Contingency budget for unforeseen costs arising during the project implementation should not be included in the outcome budget separately.3. Contingency budget must be used for any unforeseen programme (output level) cost that is unrelated to implementation/service fee.4. Any use of contingency must be reported to and agreed by the GCF Secretariat in writing in advance provided with justifications that are acceptable to the GCF5. If you get to the end of the project and you haven’t spent Contingency, you can’t increase the scope of the project or buy some more equipment to use it up.

6. The Budget Notes sheet should be used to record explanations, further details or cost breakdowns for individual lines

(https://www.greenclimate.fund/how-we-work/empowering-countries).

If you are unsure about how to complete the budget template, please send your query to: [email protected]

Readiness Grant Budget Preparation Guidelines







5.1 Budget PlanPlease add rows for Outcomes, Outputs and Cost Categories as required. Additional budget categories may be added by manually typing them on the Budget Category sheet.

Consultant - Individual - International Day 8 500.00 4,000.00

Audio Visual & Printing Lump sum 20 50.00 1,000.00

Workshop/Training Lump sum 1 5,875.00 5,875.00

Travel - International Trip 1 3,000.00 3,000.00

DSA - Consultant - International Day 7 283.00 1,981.00 - - -

- - -


Audio Visual & Printing Lump sum 1 700.00 700.00



DSA - Consultant - International Day 28 283.00 7,924.00

- - -

- - -






- - -

- - -


Audio Visual & Printing Lum sum 25 50.00 1,250.00




- - -

- - -




Travel - International Trip 2 3,000.00 6,000.00 35,749.00


0 - -

0 - -



Workshop/Training Lump sum 1 650.00 650.00



- - -

- - -






15,856.00

51,974.00

14,181.00

125,828.00

Update of the exiting operating manual in order to consider the gaps mentioned in identifying the long-

term strategic plan and implementation

Activity 3.2.3.1:- Assessment of the existing documents on

financial management ()and recommendationCreation of new one if necessary,

-tutorship in the field on everyday realities in the management of

Funding risk, Information Disclosure, Investment risk, Non-financial risk, and fees.

Activity 3.2.3.2:Update and strengthen BCECO best practices

standard on anti-money laundering, anti-terrorism and investigation, zero tolerance fraud and

corruption, and ethical including GCF policies on wire transfer or traceability.

Activity3.2. 3.3:.

Implanting in BCECO a project-at-risk system with indicators for each identified risk.

Sub-Outcome 3.2.3:BCECO Organizational chart

defines clearly financial relationship and the role of each

ones between Management, Auditors, and other personnelBCECO’s personnel become aware on detection of money

laundering, conflict of interest, terrorism funding, zero

tolerance of fraud. Capacity of staff is built in implementing a

project -at- risk system. BCECO’s staffs awareness on

knowing customers due diligence, monitor, and

traceability of money and wire transfer

6mTotal Budget

(per outcome)

Sub-Outcome 3.2.1.:Entity’s knowledges about GCF mechanism, cycle of submission, BCECO staffs are informed on GCF mechanism and cycle of submission plus Country priorities on climate Change and related one

# of Unit Unit Cost

Disbursement Plan

30m

13,631.00

Budget Categorieschoose from the drop-down list

Unit

Activity 3.2.3.5Set up procedures on assessing risk, and

oversight/audit of the procurement function by an independent authority or external/internal auditors, and follow up on projects management (progress,

constraints, and adjustments).

12m

14,181.00

Total Budget(per sub-outcome)

Activity 3.2.3.4Build BCECO staffs Capacity on Customers Knowledges, due diligence, and investigation

based on international fiduciary. And standardizing procurement procedures with

executing entities procedures.

36m24m18m

40,161.00

22,106.00

15,856.00

40,161.00

Outcomes

Sub-Outcome 3.2.2:Long-term strategic plan is

setup and BCECO staff mindset oriented toward sustainable and long run in their analysis, daily tasks, projects development,

management, and implementation

Detailed Budget (in US$)

15,856.00

Training session towards BCECO staff on -GCF mechanism, cycle of submission, country

priorities on Climate Change

20 participants expected

Total Budget(per budget category)

51,974.00

35,749.00

51,974.00

22,106.00

13,631.00

6mTotal Budget

(per outcome)# of Unit Unit Cost

Disbursement Plan

30mBudget Categorieschoose from the drop-down list

Unit 12mTotal Budget(per sub-outcome)

36m24m18mOutcomes

Detailed Budget (in US$)

Total Budget(per budget category)

- - -

- - -


Consultant - Individual - Local Day 15 300.00 4,500.00





DSA - Consultant - Local Day 15 250.00 3,750.00

- - -

226,370.00 100,542.00 98,016.00 27,812.00 - - -

Consultant - Individual - Local Month 6 1,800.00 10,800.00

Audit Fee Lumpsum 1 5,000.00 5,000.00

- do not change the formula do not change the formula

- 15,800.00 16,977.75

- 6.98% 7.50%

Total (per budget category)

8,450.00

5,000.00

105,000.00

15,300.00

- Project Management Cost (PMC) 1.5% requested

- Contingency requested

-

36,000.00

-

29,050.00

39,620.00

3,750.00

-

-

-

242,170.00

32,712.00

2,263.70 15,800.00

FOR GREEN CLIMATE FUND SECRETARIAT'S USE ONLY

32,712.00

1%

Activity 3.2.4.1Strengthened and assessed ESS capacity lead

training, field visits, daily mentoring on real cases, E&S, E&M, ESMS, External communication and grievance redress management., gender record track management and take stock of gender or

vulnerable groups, indigenous people, and cultural heritage

Breakdown (per budget category)

Workshop/Training

DSA - Consultant - International

DSA - Consultant - Local

Delivery Partner Fee (DP) - Up to 8.5% of the Sub-Total

265,211.00$

20,776.86

Total Outcome Budget + PMC

244,433.70

FOR GREEN CLIMATE FUND SECRETARIAT'S USE ONLY

constraints, and adjustments).

Actual amount and % of PMC requested:

Maximum PMC that can be requested:

226,370.00

Consultant - Individual - International

Consultant - Individual - Local

Professional Services – Companies/Firm

IT Equipment

Travel – Local

Office Supplies

Total Project Budget (Total Activity Budget + Contingency + PMC + DP)

Audit Fee

Travel - International

Project Management Cost (PMC)Up to 7.5% of Total Activity Budget

Audio Visual & Printing

Total Outcome Budget

Sub-Total (Total Outcome Budget + Contingency + PMC)

Total Outcome Budget

32,712.00

Budget Note Detailed Description

- "A1" - One international consultant (climate change specialist) for 18 working days @ $500 per day for activity 1, activity 5 and activity 6

- "A2" - One international consultant (climate change and Risk Specialist) for 32 working days @ $500 per day for activity 2

- "A3" - One international consultant (climate change and fiduciary Specialist) for 34 working days @ $500 per day for activity 3.

- "A4" - One international consultant (climate change and ESS Specialist) for 28 working days @ $500 per day for activity 4.2

- "A5" - One national consultant (climate change and Ingineous people/SDG Specialist) for 4 working days @ $300 per day for activity 4.3

- "A6" - One inational consultant (climate change and gender Specialist) for 14 working days @ $300 per day for activity 4.1

- "A7" - One international consultant (climate change and project Specialist) for 27 working days @ $500 per day for activity 7.

- "A8" - One international consultant (climate change and project Specialist) for 24 working days @ $500 per day for activity 8

Budget CategoriesAudio Visual & PrintingAudit FeeConsultant - Individual - InternationalConsultant - Individual - LocalProfessional Services – Companies/FirmIT EquipmentOffice SuppliesTravel - InternationalTravel – LocalWorkshop/Training DSA - Consultant - InternationalDSA - Consultant - Local

Indicate additional budget categories

5.2 Procurement Plan

Item Estimated Cost (US$)

$ -

Activity 1 Consultant - Individual - International 8,981.00

Consultant - Individual - International 31,500.00








Consultant - Individual - Local 2,750.00



$ 186,696.00

4-Aug-2020 2-Nov-2020

Open tender

Qualifications du consultant (QC) 7-Mar-2020

Finance and procurement specialist

5-Jun-2020

5-Jul-2020

3-Sep-2020

5-Jun-2020

6-May-2020

Qualifications du consultant (QC) 6-May-2020

Project Management Specialist

3-Sep-2020

31-Jan-2021

Project management specialist

Qualifications du consultant (QC)

4-Aug-2020

6-Feb-2020

Climate change specialist (GCF)

Activity 3.2.3.2:Update and strengthen BCECO best practices standard on anti-

money laundering, anti-terrorism and investigation, zero tolerance fraud and corruption, and ethical including GCF policies on wire

transfer or traceability

Activity3.2. 3.3:.

Implanting in BCECO a project-at-risk system with indicators for each identified risk.

Open tender Qualifications du consultant (QC)


Finance and procurement specialist

Training session towards BCECO staff on -GCF mechanism, cycle of submission, country priorities on

Climate Change, 20 participants expected

Open tender

For goods, services, and consultancies to be procured, please list the items, descriptions in relation to the activities in Section 3, estimated cost, procurement method, relevant threshold, and the estimated dates. Please include the procurement plan for at least the first tranche of disbursement requested below and provide a full procurement plan for the entire duration of the implementation period if available at this stage.

Sub-Total (US$)

7-Mar-2020

Consultancy Services

Procurement specialist Open tender

6-Apr-2020Open tender Qualifications du consultant (QC)

6-Feb-2020

Activity 3.2.3.5Set up procedures on assessing risk, and oversight/audit of the

procurement function by an independent authority or external/internal auditors, and follow up on projects management

(progress, constraints, and adjustments).

Environmental specialist

Institutional Specialist

2-Nov-2020

Open tender Qualifications du consultant (QC) 5-Jun-2020

Activity 3.2.3.4Build BCECO staffs Capacity on Customers Knowledges, due

diligence, and investigation based on international fiduciary. And standardizing procurement procedures with executing entities

procedures.


Activity 3.2.3.1:- Assessment of the existing documents on financial management

()and recommendationCreation of new one if necessary,

-tutorship in the field on everyday realities in the management of Funding risk, Information Disclosure, Investment risk, Non-financial

risk, and fees.

4-Aug-2020 2-Nov-2020

Communications specialist 4-Aug-2020 2-Nov-2020

Activity 2

Open tender

Institutional Specialist Open tenderUpdate of the exiting operating manual in order to consider the gaps mentioned in identifying the long-term strategic plan and

implementation

Activity 8

Strengthened and assessed ESS capacity lead training, field visits, daily mentoring on real cases, E&S, E&M, ESMS, External

communication and grievance redress management., gender record track management and take stock of gender or vulnerable

groups, indigenous people, and cultural heritage



Environmental specialist

Item Description Procurement Method

Thresholds (Min-Max monetary value for which

indicated procurement method must be used)

Goods and Non-Consulting Services

Estimated Start Date Projected Contracting Date

Activity Description Sub-Total (US$)



Gender specialist 4-Aug-2020 2-Nov-2020

Activity 1 (3.2.1): Training session towards BCECO staff on -GCF mechanism, cycle of submission, country priorities on Climate Change

Quantity / # of Day

# of the participants

Unit Cost (USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International 5.00 500.00 2,500.00 Audio Visual & Printing (Participant) 1.00 20.00 50.00 1,000.00 Workshop - Booking auditorium 5.00 475.00 2,375.00 Workshop - Meals 5.00 20.00 20.00 2,000.00 Workshop - Participants perdiem 5.00 20.00 10.00 1,000.00 Workshop - Transport and miscelleanous (lum sum) 1.00 500.00 500.00 Travel - International 1.00 3,000.00 3,000.00 DSA - Consultant - International 7.00 500.00 3,500.00

- Headquarters work / Deliverables developpementConsultant - Individual - International 3.00 500.00 1,500.00

17,375.00

Activity 2 (3.2.2) : Update of the exiting operating manual in order to consider the gaps mentioned in identifying the long-term strategic plan and implementation

Quantity / # of Day


Unit Cost (USD)

Total budget (USD)

2.1 : Strategic plan development

Workshops / trainings / field workConsultant - Individual - International 15.00 500.00 7,500.00 Audio Visual & Printing (Lump sum) 1.00 500.00 500.00 Workshop - Booking auditorium (restitution) 2.00 475.00 950.00 Workshop - Meals (development) 10.00 10.00 5.00 500.00 Workshop - Participants perdiem (development) 10.00 10.00 10.00 1,000.00 Workshop - Meals (restitution) 2.00 60.00 10.00 1,200.00 Workshop - Participants perdiem (restitution) 2.00 60.00 15.00 1,800.00 Workshop - Transport and miscelleanous (lump sum) 1.00 1,000.00 1,000.00 Travel - International 2.00 3,000.00 6,000.00 DSA - Consultant - International 21.00 500.00 10,500.00


2.2 : Operating manual update

Workshops / trainings / field workConsultant - Individual - International 5.00 500.00 2,500.00 Audio Visual & Printing (lump sum) 1.00 200.00 200.00

GREEN CLIMATE FUND - BCECO READINESS BUDGET BREAKDOWN

Workshop - Booking auditorium (restitution) - 475.00 - Workshop - Meals (restitution) 2.00 10.00 10.00 200.00 Workshop - Participants perdiem (restitution) - 60.00 15.00 - Workshop - Transport and miscelleanous (lump sum) 1.00 200.00 200.00 Travel - International 1.00 3,000.00 3,000.00 DSA - Consultant - International 7.00 500.00 3,500.00


58,050.00

Activity 3 (3.2.3.1) : - Assessment of the existing documents on financial management ()and recommendationCreation of new one if necessary,-tutorship in the field on everyday realities in the management of Funding risk, Information Disclosure, Investment risk, Non-financial risk, and fees.

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International (Assessment) 5.00 500.00 2,500.00 Consultant - Individual - International (Tutorship1) 10.00 500.00 5,000.00 Consultant - Individual - International (Tutorship2 & Restitution) 15.00 500.00 7,500.00 Audio Visual & Printing (lump sum) 1.00 500.00 500.00 Workshop - Booking auditorium (restitution) 1.00 475.00 475.00 Workshop - Meals (restitution) 1.00 40.00 10.00 400.00 Workshop - Participants perdiem (restitution) 1.00 40.00 10.00 400.00 Workshop - Transport and miscelleanous (lump sum) 1.00 500.00 500.00 Travel - International 2.00 3,000.00 6,000.00 DSA - Consultant - International 42.00 500.00 21,000.00


49,275.00

Activity 4 (3.2.3.2) : Update and strengthen BCECO best practices standard on anti-money laundering, anti-terrorism and investigation, zero tolerance fraud and corruption, and ethical including GCF policies on wire transfer or traceability

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International (Assessment & Restitution) 5.00 500.00 2,500.00 Audio Visual & Printing (lump sum) 1.00 25.00 50.00 1,250.00 Workshop - Booking auditorium (restitution) 5.00 475.00 2,375.00 Workshop - Meals (restitution) 5.00 25.00 10.00 1,250.00 Workshop - Participants perdiem (restitution) 5.00 25.00 10.00 1,250.00 Workshop - Transport and miscelleanous (lump sum) 1.00 1,000.00 1,000.00 Travel - International 1.00 3,000.00 3,000.00

DSA - Consultant - International 7.00 500.00 3,500.00 -

Headquarters work / Deliverables developpementConsultant - Individual - International 15.00 500.00 7,500.00

23,625.00

Activity 5 (3.2.3.3) : Implanting in BCECO a project-at-risk system with indicators for each identified risk

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International (Assessment & General presentations) 5.00 500.00 2,500.00 Consultant - Individual - International (Tutorship - Finance staff) 5.00 500.00 2,500.00 Consultant - Individual - International (Tutorship - Investment & Procurement staff) 5.00 500.00 2,500.00 Consultant - Individual - International (Restitution) 5.00 500.00 2,500.00 Audio Visual & Printing (lump sum) 1.00 40.00 50.00 2,000.00 Workshop - Booking auditorium (presentations & restitution) 3.00 475.00 1,425.00 Workshop - Meals (presentations & restitution) 3.00 40.00 10.00 1,200.00 Workshop - Participants perdiem (presentations & restitution) 3.00 40.00 10.00 1,200.00 Workshop - Transport and miscelleanous (lump sum) 1.00 1,000.00 1,000.00 Travel - International 2.00 3,000.00 6,000.00 DSA - Consultant - International 28.00 500.00 14,000.00


41,825.00

Activity 6 (3.2.3.4) : Build BCECO staffs Capacity on Customers Knowledges, due diligence, and investigation based on international fiduciary. And standardizing procurement procedures with executing entities procedures

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International 5.00 500.00 2,500.00 Audio Visual & Printing (lump sum) 1.00 500.00 500.00 Workshop - Booking auditorium - 475.00 - Workshop - Meals (presentations) 3.00 15.00 10.00 450.00 Workshop - Participants perdiem - 15.00 15.00 - Workshop - Transport and miscelleanous (lump sum) 1.00 200.00 200.00 Travel - International 1.00 3,000.00 3,000.00 DSA - Consultant - International 7.00 500.00 3,500.00


15,150.00

Activity 7 (3.2.3.5) : Set up procedures on assessing risk, and oversight/audit of the procurement function by an independent authority or external/internal auditors, and follow up on projects management (progress, constraints, and adjustments)

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International 5.00 500.00 2,500.00 Audio Visual & Printing (lump sum) 1.00 500.00 500.00 Workshop - Booking auditorium - 475.00 - Workshop - Meals (presentations) 5.00 20.00 10.00 1,000.00 Workshop - Participants perdiem - 20.00 15.00 - Workshop - Transport and miscelleanous (lump sum) 1.00 200.00 200.00 Travel - International 1.00 3,000.00 3,000.00 DSA - Consultant - International 7.00 500.00 3,500.00


15,700.00

Activity 8 (3.2.4.2) : Strengthened and assessed ESS capacity lead training, field visits, daily mentoring on real cases, E&S, E&M, ESMS, External communication and grievance redress management., gender record track management and take stock of gender or vulnerable groups, indigenous people, and cultural heritage

Quantity / # of Day


Perdiem ( USD)

Total budget (USD)

Workshops / trainings / field workConsultant - Individual - International (ESS / ESMS) 12.00 500.00 6,000.00 Consultant - Individual - Local (Gender) 5.00 300.00 1,500.00 Consultant - Individual - Local (External communication) 5.00 300.00 1,500.00 Consultant - Individual - Local (Vulnerable groups awareness) 5.00 300.00 1,500.00 Audio Visual & Printing (lump sum) 1.00 20.00 100.00 2,000.00 Workshop - Booking auditorium (presentations & restitution) - 475.00 - Workshop - Meals (presentations & restitution) 5.00 20.00 10.00 1,000.00 Workshop - Participants perdiem (presentations & restitution) - 20.00 10.00 - Workshop - Transport and miscelleanous (lump sum) 1.00 1,000.00 1,000.00 Travel - International 1.00 3,000.00 3,000.00 DSA - Consultant - International 14.00 500.00 7,000.00 DSA - Consultant - Local 15.00 250.00 3,750.00

- Headquarters work / Deliverables developpementConsultant - Individual - International (ESS / ESMS) 15.00 500.00 7,500.00

35,750.00

TOTAL GENERAL (1+2+3+4+5+6+7+8) 256,750.00

Légende : le forfait de 3000 USD est prévu comme titre de voyage pour le formateur en y compris des couts dministratifs divers

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