Proposal by Rebel for Vanilla Value Chain: Reducing Smallholder Supply Risk Through Access to Finance

Rebel

Proposal

Vanilla Value Chain: Reducing Smallholder Supply Risk Through Access to Finance – Tanzania

This proposal has been created by Rebel Advisory East Africa.

SECTION 1: BACKGROUND

Project name: Reducing Smallholder Supply Risk Through Access to Finance

Name of submitting organization: Rebel Advisory East Africa Limited

Proposed skill contributions:
• Legal and Institutional Due Diligence, Risk Analysis/Policy Analysis
• Community Capacity Building
• Social Impact Assessment and Mitigation
• Outgrower Support and Engagement
• Monitoring and Evaluation

Proposed partners: Logistics and Management Consultancy Company Limited (LOGIMAC) is a logistics and business management Consultancy Company incorporated in 2013 under company Act of 2002. LOGIMAC is dedicated to providing quality business and management services for improved socio-economic development and people’s livelihood to the public and private sectors.

LOGIMAC endeavours to improve efficiency and effective performance of both public and private enterprises/ organisation; enhance capacities, skills and competencies; improve business relations, partnerships and effective engagement among partners and collaborators; provide sustained transformation of SMEs, small holder farmers and livestock keepers, and their respective organizations; support improved policy and management decisions at all levels within the public and private sector; and ensure optimal utilization of resources.

LOGIMAC currently concentrates on four main areas:

    1. Business Development Services and Capacity Building – conducting business and management training; support in program/ project design, planning, management, monitoring and evaluation; support in resource mobilization and fund raising
    2. Logistical Support and Management Services – organise procurement of goods and warehouse services; organise seminars, workshop, symposia or/and meetings; Provision of information flow to and between concerned parties
    3. Research and Consultancy Services – action oriented and problem-solving research for informed policy and management decision making; mentorship and counselling services for small and micro enterprises/ organizations
    4. Business Relations, Partnerships and Engagements: provision of support, building relations and facilitate engagements with governments, development partners/ donors, private sector organisations, NGOs and CBOs including farm-based organisation and cooperatives.

LOGIMAC has both inhouse consultants and extended network of associate experts who have always delivered all assignments according to client expectations. Our focal point from LOGIMAC is Professor Marcellina Mvula Chijoriga, she is the COE of the company.

Background: Rebel Advisory East Africa Limited (“Rebel East Africa”) is a subsidiary of RebelGroup (Rebel), a Dutch global advisory practice. Rebel was established in 2002 as a financial and economic advisory firm, specialised in public-private partnership (PPP) projects and strategic advisory. Rebel specialises in economics, feasibility, financing and transaction advisory for projects in all infrastructure sectors, including transportation, energy and renewables, water and waste management, ports and airports, as well as social infrastructure and agriculture. Besides its advisory practice, Rebel is active as equity investor and in investment fund structuring, specifically in infrastructure financing. Rebel works with public, private and financial sector clients on the strategy, financial and economic issues associated with infrastructure development and PPPs.

Rebel operates globally out of its headquarters in Rotterdam (the Netherlands) and offices in Nairobi (Kenya), Johannesburg (South Africa), Washington, DC (USA), Manila (the Philippines), Antwerp (Belgium), and Düsseldorf (Germany). We also have representatives based in Jakarta (Indonesia) and Bombay (India). Our experts have been active in the development of infrastructure projects in over 100 developed, transitional and developing countries.

Our 200 staff were involved in 175+ transactions across all infrastructure sectors for a total transaction value exceeding USD 40 billion. We would like to highlight that the entire Rebel team, including our colleagues based in country offices, stand available to provide support to each project to achieve integrated, holistic results. In addition, Rebel has a global network of qualified companies and professionals. We often partner with legal and technical parties that complement our skills to deliver the best possible solution to our clients.

Rebel’s ownership model is founded on entrepreneurship and value sharing. We are organised in different ventures, each leading the work in its particular field of expertise but all work seamlessly under the Rebel brand. We deliver unique project-based expertise by blending all necessary resources from within Rebel to fit each project’s and client’s particular needs. This model allows us to be constantly at the forefront of inter-disciplinary innovation.

Over the last 10 years, Rebel’s portfolio in the East Africa region has increased steadily. To demonstrate its commitment to the region, Rebel recently started a new venture, Rebel East Africa based in Nairobi, Kenya. Through this venture, Rebel aims to further increase its portfolio in infrastructure projects in the region. The Rebel East Africa team has extensive experience in development finance, economic policy and capacity building, with recent projects in Rwanda, Uganda, Kenya and Ethiopia for semi-governmental, public and private organisations, as well as in fund design and structuring of PPPs, in the water sector and other sectors. Why Rebel? We are qualified and enthusiastic to undertake the advertised assignments for NEI, but most importantly, we have shared values with NEI! Both through the ToRs for the three workstreams and NEI’s two-fold vision, it is evident that NEI places great importance on ensure long-term socio-economic benefits for local communities. At Rebel, we only seek projects that we believe have a long-term socio-economic benefits for countries/communities we work for. Starting a work relationship based on such common ground will enable us to deliver the best financial and socio-economic outcome to NEI.

SECTION 2: PROJECT APPROACH

We understand that NEI is having challenges with securing higher volumes of good quality vanilla as farmers prematurely harvest their vanilla crops. The underlying reason for premature harvesting is perceived to be the farmers’ need for cash before the harvest season. Hence, the objective of Workstream 2 is to decrease NEI’s supply risk through improving access of vanilla smallholder farmers (SHFs) to finance.

Our approach will be to first validate that there is a causal relationship between premature harvesting and farmers’ need for cash, and understand other factors that may be effecting premature harvesting such as impact of crop theft or climate change on harvest timing. Once we have a wholistic picture of the cause of the problem, we will then identify the appropriate finance products and providers. These products should address specific needs of the SHFs, such as smoothening seasonal production cashflows, insuring crops or enabling necessary investments in inter alia fences or better irrigation systems.

As the causes of premature harvesting may be driven by behavioural, environmental and/or financial factors, our approach will be to create synergies between the three workstreams. For example, we would like to cooperate with the service provider of Workstream 1 in answering i.a. the following questions:

    1. Do SHFs have sufficient capital to apply crop management practices that they learn from NEI? If not, how do they react to/cope with or resolve working with insufficient capital?
    2. How often does crop theft occur? What measures are the SHFs taking against crop theft? How costly are these measures?
    3. Do farmers grow a single crop or multi-crops? If former, are SHFs open to diversifying their crops? If latter, what is the percentage of income they are receiving from vanilla versus other crops, and what other crops are they growing?
    4. How resilient/secure is the income of SHF in cases of adverse weather events or other natural disasters? Eg. How secure is their income? Does the lack of access to insurance products limit them to secure their continuity?
    5. Have the SHFs experienced changes in the weather pattern compared to previous years that is driving them to prematurely harvest their crops?
    6. How are SHF’s organized? What is the most efficient way of reaching SHFs?
    7. How is the price of vanilla determined? How can SHFs maximize their crop price? How does the lack of equipment and/or infrastructure limit them to achieve this price?

Based on the three ToRs, the workstreams are expected to take place simultaneously starting in February and ending November 2020. However, understanding the key drivers of/barriers to household productivity across NEI’s SHF network, which is within the scope of Workstream 1, is important for us in decreasing supply chain risk as it will influence our recommendation for financial products. Therefore, we propose to commence Activity 1 of Workstream 2 (ie. Assess knowledge, parameters and impact of financial products and services) after reviewing the findings of Activity 1 of Workstream 1 (ie. Identify behavioural drivers of SHF productivity).

Similarly, we would also like to engage with the service provider of Workstream 3 to explore innovative financing options that maybe suitable for Vanilla Centres of Excellence.

Our approach will result in tailor-made products that respond to SHFs’ needs, which will in turn improve crop productivity and quality, and decrease supply chain risk. The project will also improve the livelihoods of the smallholder farmers as it will increase earnings by eliminating the need to side-sell vanilla to middlemen at a discount, which aligns well with NEI’s dual vision.

SECTION 3: ACTIVITIES AND DELIVERIES

Activity 1: Activity 0: Kick-Off Meeting and Alignment Meeting

Description: First and foremost, we place great importance in understanding the precise requirements of our clients. Prior to starting the assignment, we will organize a kick-off meeting to refine our understanding of the background, the specific context and the objectives. We will ensure that NEI’s needs are accurately captured in our work plan and approach. In accordance with the agreed upon adjustments, we will continue with the assignment.

In addition to the kick-off meeting for this workstream, we propose to organize an additional alignment meeting with NEI, AgDEvCo and service providers appointed for the three workstreams. We have read the ToRs of all three workstreams and although we believe that each workstream can be achieved by separate service providers, we believe that outcomes of each workstream will influence one another. An alignment meeting would allow us to get a wholistic view of NEI’s needs and create cohesion between workstreams while promoting cooperation. It would also increase efficiency by leveraging the outputs from different workstreams.

Throughout the lifetime of the assignment, we propose to have regular meetings between other service providers working on the different workstreams to share learnings, ensure alignment, and look to optimize work and interactions with stakeholders (to avoid stakeholders being approached too often by many different people). Outcomes: – Alignment of objectives, and optimization of use of time and resources through preventing overlap of activities between different service providers – Finalizing the work plan

Duration: 0 – <2 weeks

Deliverable: Report, Workshop or meeting

Activity 2: Activity 1: Assess the knowledge, parameters and impact of financial products and services via a field study
Description: Activity 1 has multiple objectives, which are:

    1. to understand SHFs perception/knowledge of financial products and services available in Tanzania;
    2. to understand how limited access to financial services may be impacting crop yields and quality;
    3. to understand factors that enable or impede the uptake of financial products for SHFs (e.g. access to information, repayment terms, collateral requirements, etc.), and
    4. gauge interest of the SHFs in accessing various types of financial services, such as loans and insurances.

Achieving these objectives entail understanding SHFs’ needs, beliefs and behaviours, and reducing the identified vulnerabilities of the supply chain. Building on Activity 1 of Workstream 1, our project team will try to answer questions related to financial behaviour of SHFs through holding interviews with a select group of SHFs during a field study. We propose to interview 10 SHFs from each of the five locations (Arusha, Kagera, Kilimanjaro, Mbeya and Morogoro). These SHFs will be identified together with NEI and will be representative of Farmer Champions (FCs), “top-tier” farmers, “second-tier” farmers, and female vanilla growers. We will conduct these interviews ourselves. We would like to discuss the possibility of expanding the scope of the proposal to carry out a more extensive survey to reach a wider set of SHFs for which we recommend continuing to work with our local partner – LOGIMAC.

Some of the questions that would be addressed include:

    1. Who does the farmers sell their crop to (ie. more than one buyer, to a middlemen, NEI, etc.)? When do they sell the crops and why at this point in time? What is the price they sell it for? How do they determine when and who to sell? What would be the optimal sales price (at right harvesting time) for the SHFs?
    2. What is the living income of SHFs within scope? Which months of the year is the disposable income of SHFs below the living income (struggle to maintain their livelihoods) and why? How much income do the SHFs need to bridge the period to harvest at the optimal time? Ergo, how much is the finance demand from SHFs? [Understand the operational costs of SHFs and overlap that with cyclic high-cost life events, such payment period of schools.]
    3. Have the SHFs ever approach a financial institution to access finance? Why or why not? What has been their experience? What/who are the financial products, services and providers they are familiar with?
    4. What are the deterring factors for SHFs to access to finance? For example, how far do they reside from financial institutions? Is the requirement for collateral perceived as too risky or unfeasible? Are the interest rates too high?
    5. Have the SHFs tried to form small groups to reduce some of their operational costs, such as taking preventative measures against crop theft? If so, how did they finance such initiative?
    6. Under what circumstances would they consider accessing finance through a financial institution? What is the cultural perception of lending? Are there any social factors that withhold SHFs from lending? Do SHFs have experience with any other forms of lending? How do SHFs perceive the added value of lending? Do SHFs understand the risk of lending?

These questions will be refined based on an analysis of data obtained from NEI’s ICT tool, findings of Activity 1 of Workstream 1, discussions with NEI and desk research. If not already part of the ICT tool, we suggest to add these questions to NEI’s ICT tool. Collecting this data would improve decision making process in the future as well and support the monitoring and evaluation of the impact of measures that will be taken as part of this assignment.

Upon completing a two-week field study, the field team will elaborate their findings in a written report to be delivered a month after completion of the field visit. The answers to aforementioned questions and the field findings will determine the path we will follow in undertaking the remainder of this assignment.

Outcomes:

    • Written report outlining field research findings, noting any regional differentiation, and preliminary recommendations for financial services which could be beneficial to/feasible for SHFs
    • NEI understands its SHFs’ knowledge/perception of financial services, and their key barriers to financial inclusion –
    • NEI understands the impact of access to finance on crop productivity, quality, and sustainability in SHF households

Duration: 4 weeks – <3 months
Deliverables: Report, field interviews

Activity 3: Activity 2: Identify relevant financial service products and delivery partners via desk research and phone interviews
Description: Activity 2 entails conducting a desk research and phone interviews to identify relevant, accessible and affordable financial services products and delivery partners. Our desk research and phone interviews will take into account the local context, findings of the field study, and the applicability of the products to the needs to the vanilla SHFs.

Financial service products

We will identify relevant financial services products which suit the financing needs of the SHFs best. Some first ideas of such financial products are working capital finance, long term finance and equipment finance. Working capital finance is short-term and mostly has tenors up to 12 months, ticket sizes can vary but for SHFs it is expected that these are within the microfinance range. There are various types working capital finance relevant within the scope of this assignment, some examples are invoice discounting and factoring. Long term finance and equipment finance can also be provided with the aim to add value to crops (and thereby reducing the incentive to harvest premature). An example of this is the processing of vanilla pods (cure or boil/dry), which requires investment. An obvious question that arises is whether SHFs have the capacity and knowledge to process the vanilla pods, and whether the economics are sufficient to do this at such a small scale (or in cooperatives).

Financial service providers

We understand that NEI is currently in discussions with 2-3 potential third-party financial services providers. We will first engage with NEI to better understand the nature of these discussions. We will then research alternative products offered by other financial service providers. If necessary, we will obtain additional information from relevant stakeholders through phone interviews. Typical financial services providers for the provision of finance to SHFs are non-bank financial intermediaries (NBFIs) (such as leasing companies, specialized working capital lenders and risk capital funds serving agricultural SMEs), microfinance institutions (MFIs) and ‘SME’ and smaller local banks (such as Tier 3 and 4 local banks serving agricultural SMEs). Some initiatives we will review in depth include the Livelihoods Fund for Family Farming, and Producers Direct.

Outcomes:

    • Written report outlining the findings of the desk study and phone interviews
    • NEI identifies relevant, affordable, and accessible financial products for its SHF network
    • NEI identifies reliable third-party partners to deliver financial services to its SHF network

Duration: 4 weeks – <3 months
Deliverables: Report, Workshop or meeting, Phone interviews

Activity 4:Activity 3: Tailor and pilot relevant financial services for SHFs

Based on field findings, we will analyse the relevance, accessibility and affordability of products and partners that were identified in Activity 2. In collaboration with NEI, we will shortlist financial products whose credit terms and conditions are favourable to the needs and constraints of SHFs and assess whether it is possible to further tailor the existing products to deliver tailored product(s) to the vanilla SHFs. We will than engage with the shortlisted delivery partners to discuss the feasibility of tailored-financial products. The financial service and products to be piloted will be selected together with NEI at the end of this process.

We will assess the local circumstances to determine which locations are best suited to pilot the tailored-financial products. Determining factors may include interest of relevant SHF borrowers, presence of financial service providers, accessibility for (regular) monitoring. We will then prepare a communication tool / infographic that will be used to explain the financial service(s) and provider(s) to SHFs. We will hold a “townhall” meeting, where we will invite all interested SHFs and hold an information session on who the service provider(s) is, what the purpose is of the product(s), how they can benefit from it/them, what the eligibility criteria is, and what the application process is like. The service providers present in the townhall will have an opportunity to introduce themselves in-person. The introduction session will be followed by one-on-one consultation sessions and interested will SHFs will express interest by signing-up for the desired products.

Moving forward, we would like to engage the Farmer Champions (FCs) that NEI is already working with. The FCs will be follow-up with those who signed-up to access finance through the proposed product(s). A questionnaire will be prepared to (i) assess the time it took from the information session to successfully submit an application, (ii) monitor SHFs’ use of financial services, and (iii) evaluate whether these services are resulting in beneficial outcomes or heightening risk/harm, for example by measuring reported incidences of crop theft, and quantity and quality of crop. Assuming that NEI has a robust data collection system, we seek to incorporate the questionnaire in the existing ICT tool, which would enable NEI to detect changes over an extended period of time. In the short-run, we will analyse the data one month after the start of the pilot program and after a full crop cycle. The financial provider’s performance will also be monitored through a separate questionnaire directed solely at the service provider based on i) loan application processing time, ii) accessibility of financial service provider, iii) number of loans provided, iv) average loan size, v) average cost per loan (substantiated with detailed budget), vi) maintained terms and conditions, and vii) repayment rate.

Outputs:

    • Tailored-financial products suitable the needs and constraints of SHFs
    • Communication tool / infographic that describes the financial product(s)
    • Monitoring and evaluation survey questions
    • Improved awareness of and access to financial services in SHF households, leading to smoother seasonal production cashflows

Duration: 3 – <6 months
Deliverables: Report, Workshop or meeting

Activity 5: Activity 4: Identify opportunities and dependencies to scale financial services

We will take learnings from Activities 1-3 and identify opportunities and dependencies to scale financial services throughout NEI’s supply chain. Scaling is possible when a financial product works both for SHFs and the financial service provider, hence an analysis should be made of both business models. We welcome the opportunity to further explore this opportunity if the scope of the assignment is widened. We will provide a written report outlining the methodology, assessing the findings of all preceding activities, and identifying implementation strategies to scale recommended access to finance services.

Outcomes:

    • Improved awareness of and access to financial services in SHF households, leading to smoother seasonal production cashflows
    • Reduced SHF supply risk for NEI

Duration: 4 weeks – <3 months

Deliverables: Report, Workshop or meeting

Project measureables: On the SHF side, we will measure (i) the time it took from the information session to successfully submit an application, (ii) SHFs’ use of financial services, and (iii) whether these services are resulting in beneficial outcomes or heightening risk/harm, for example by measuring reported incidences of crop theft, and quantity and quality of crop.

Regarding the financial provider’s performance, we will measure i) loan application processing time, ii) accessibility of financial service provider, iii) number of loans provided, iv) average loan size, v) average cost per loan (substantiated with detailed budget), vi) maintained terms and conditions, and vii) repayment rate.

Methods of data collection: NEI’s ICT tool

Risks in project: The ToR already identifies certain risks: SHFs are not interested in or do not have the time required to participate in research activities; minimal or no financial services exist in the Tanzania market that are suitable for SHFs; if suitable financial services exist, SHFs are hesitant to access new or additional lines of credit. In addition, we are conscious that we multiple service providers may approach the same stakeholders, which might lead to frustrations.

Risk management strategies: In order to mitigate the aforementioned risks, the project team will i) coordinate and cooperate with other service providers prior to approaching SHFs and other relevant stakeholders, and ii) provide advanced notice thought filed officers of NEI to SHFs regarding the studies and field interviews, and emphasize the potential increase income through participating. We would also like to work with service provider of Workstream 3 to device an innovative solution that will financially incentivize the SHFs.

 

SECTION 4: SKILLS AND TEAM

Relevant past experience:

Assignment name: Financial Advisory and Fundraising Mandate for a Large Fully Integrated Natural Ingredient Company

Country: Madagscar

Name of client: Confidential

Start date (month/year): October 2019

Project objective: Client has become the leading producer of Artemisinin (natural ingredient for malaria cure) in Africa and is one of the world’s top suppliers. Artemisinin is the key starting pharmaceutical ingredient selected by WHO for the first line treatment of Malaria. Artemisinin is extracted and purified from the Chinese origin plant Artemisia annua. Client produces Artemisia Annua through a large outgrowers scheme involving an approximate 20,000 smallholder farmers (outgrowers) and created the industrial capacities and capabilities necessary to produce Artemisinin in Madagascar. Client has found a long-term partner in Rebel to support the roll out of a vertical growth (production of malaria cure in Madagascar instead of tolling company in India) and diversification (expansion into Quinine) strategy. Hence, Client has asked Rebel to assist in preparation of relevant materials such as a financial model, Investment Memorandum which can be used in the context of a Roadshow to raise an additional USD 15M of capital in different with a staged approach.

Our effort was split into two consecutive steps:

3. Develop Financial Model and Investment Memorandum. A Financial Model and corresponding Investment Memorandum (“IM”) will be developed. We will strive for three scenarios of the Financial Model based on variations of the strategy as proposed by Client. Based on this financial model an IM will be developed.

4. Support with roadshow to potential investors. We will support Client with a roadshow to preselected potential investors.

Description of actual services provided by your staff within the assignment:

• Develop financial model

• Develop Investment Memorandum

• Develop Teaser and other Marketing Material

• Develop Fundraising Strategy

• Compile list of potential investors and strategy to approach these

• Assist in negotiations with new and existing investors

• Participate in all relevant fundraising activities including financial close

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Assignment name: Savanna Commercial Irrigation and Smallholder Development: Investment advisory services and value chain / market assessment

Country: Ghana Name of client: IWAD Ghana

Start date (month/year): January 2019

Completion date (month/year): December 2019

Project objective: The main objective of this assignment is to carry out project preparation studies to enhance the bankability of the Savannah Commercial Irrigation and Smallholder Development Project in Ghana.

The services provided under this assignment include

(i) a market scoping and value chain analysis, (ii) development of a business case and (iii) transaction advice including the development of a financial model.

• Market scoping and value chain analysis. The purpose of this part of the assignment is to gather the relevant input for the business case. We assess the economic and financial potential of different crops and varieties of crops, by using inputs of the client, experts, existing market research and value chain analysis.

• Business case. We build a business case using the inputs of the market scoping and the inputs available from engineering studies and environmental studies. We end the business case phase with an extensive viability assessment (rates of return, risks, affordability, etc.). Transaction advise / financial model. The business case leads to a financial model. We will include different funding scenarios. We conduct research on funding options and come up with a shortlist of potential investors. In this phase it is crucial for us to know that there is an entrepreneur at risk and/or a lead investor at risk, because this will also be a main condition for investors, development banks and commercial investors, to participate.

Description of actual services provided by your staff within the assignment:

• Desk research

• Interviews

• Financial modelling

• Transaction advise

• Market scoping

• Value chain analysis

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Assignment name: Lessons Learned from Financing Schemes for Outgrower Models in (West) Africa

Country: West Africa

Name of client: Sustainable Trade Initiative (IDH)

Start date (month/year): September 2018

Completion date (month/year): October 2018

Project objective: The main objective of this assignment commissioned by IDH is to document and highlight lessons learned of different outgrowers’ schemes or approaches in (West) Africa, with a focus on the structure and involvement of the government and the concession holder. The aim of this study is to inform the ongoing efforts by Sime Darby Plantation Liberia (SDPL) and Golden Veroleum Liberia (GVL) and involved stakeholders to achieve successful development of their outgrower programs.

Description of actual services provided by your staff within the assignment:

• Desk research

• Interviews

• Collect information on roles of stakeholders and structure of outgrowers’ schemes in (West) Africa

• Analyse the optimal structure

• Apply this analysis to the specific case of SDPL and GVL oil palm plantations in Liberia

Key staff experience: The proposed team comprises of a Senior Agricultural Expert, who will be the Project Lead, a Finance Expert, who is fluent in Swahili and will also serve a project coordinator, and a local partner who will conduct interviews with the SHFs in 5 locations.

Paul Paree – Team Lead / Senior Agriculture Finance Expert

With background in private equity, investment management and agricultural finance in Africa, Paul is an expert in the field of agricultural finance in Africa. Paul holds a master in finance and investments. While finishing his Master thesis, Paul started his career in agricultural finance in 2009 at UFF Agri Asset Management, which is the agricultural investment boutique of the Old Mutual Group and is headquartered in Cape Town South Africa (AuM >USD 300m). During his time in South Africa he gained valuable experience in investment strategy and fund design by developing multiple agricultural investment vehicles. After successfully raising capital for these vehicles, Paul successfully executed multiple agricultural deals across multiple agri-commodity value chains in East and Southern Africa. This has given Paul unique insights and experience into the various agricultural operations and the demand for many different agricultural value chains. In 2015 Paul moved back to the Netherlands to fully focus on impact investments and joined the Wire Group, where he was responsible for building a new innovative impact investment advisory service for family offices in the Netherlands. At Wire Group, Paul invested over EUR 20m in multiple impact deals and was responsible for the development of the Wire Private Markets Fund, a EUR 80 million impact fund-of-funds that will invest in regeneration of natural and human capital. During his time at Wire Group, Paul combined his activities as independent finance consultant. Due to his experience in agriculture, Paul was asked to support the African Development Bank in the development of a strategic action plan for agricultural investments in Africa. Furthermore he, prior to joining RebelGroup, provided advisory support on the market scoping and structuring of the Facility for Agriculture Finance in Africa (FAFINA) project commissioned by AfDB.

Deborah Muriuki – Project Coordinator / Finance Expert

Deborah (Debbie) is a talented Finance Professional with exceptional financial and economics background and demonstrated track record of producing relevant, concise analysis in high pressure and time-sensitive environment. Her experience lies in; identifying Key Risk Indicators (KRIs) for the investments function, reviewing and updating procedure manuals, supervising and executing investment-related projects, creating and maintaining a record of earnings, valuation, and industrial models, identifying credit risks and mitigation and quantitative and qualitative analysis on prospective direct and indirect investments. Led by her strong problem solving and organizational skills, she has established a unique ability to steadfastly manage duties and responsibilities pertinent to the growth of a company. She possesses keen understanding of financial and investment concepts and strong ability to communicate effectively with colleagues and clients. She is also an advocate for poverty awareness and girls’ education through her mentorship initiatives through the Give Back Circle and Mastercard Foundation Scholar through the Baobab Network.

Professor Marcellina Mvula Chijoriga – CEO of LOGIMAC and Focal Point for the Local Partner

Prof. Marcellina Mvula Chijoriga is the CEO of LOGIMAC. Marcellina was Professor in Finance and Business Management at the University of Dar es Salaam Business School having served for the past 36 years. Marcellina professional expertise and strength are in finance and business management. She is a seasoned trainer and facilitator for both public and private enterprises. She has researched and published numerous books, journal papers, and conference papers. She has also consulted for various local and international organizations including government ministries, departments and agencies; development partners; private sector organizations and non-governmental organizations(NGOs). She is currently the liaison officer and Management Consultant to the Bill and Melinda Gates Foundation (BMGF), and supports and facilitates the government of Tanzania, other public and private organizations. Prof. Chijoriga has considerable experience in board management and governance having served and continues serving on a number of public, private and international boards including being a Board Chairperson and member of the Tanzania Revenue Authority (TRA)(9 ½ years)(3 years). Internationally she was a member of the International Monetary Fund Advisory Group of the Sub-Saharan Africa (IMF-AGSA); board member of the Association of African Business Schools (AABS)(2010-2013)(4 years); and Vice President of the Operations Research Society of Eastern Africa (2006-2012)(6 years)

 

SECTION 5: FEES, REPORTING AND FOLLOW ON

Currency Selection: USD

Upper fee limit: $49,849

Payment structure: Milestone / deliverable based

Reporting processes:

Desired frequency of reporting: Monthly

Interest in follow on work: Yes, Contract dependent. We are interested in working with the service provider of Workstream 3 to develop alternative means of finance to SHFs through the Vanilla Centres of Excellence.

We understand that NEI’s current operating model, based on extension services provided by field staff of SHFs, is heavily labour-intensive and costly; therefore unfit to scale. In order to address this issue, NEI is seeking to develop a new decentralize extension model, which is scalable at a national level in Tanzania (and eventually Uganda and DRC) in a cost-efficient way, that ensures dissemination of key messages with a lower field officer-to-farmer ratio.

The proposed solution of NEI is to use technology to design, test and roll out a new farmer-led extension service operating model. Vanilla Centres of Excellence (VCoEs) is the preferred modality to disseminate knowledge. Through these VCoEs, “top-tier” farmers are envisioned to interact with “second-tier” farmers through trainings and demonstrations.

As the causes of low quality and quantity of vanilla pods may be driven by behavioural, environmental and/or financial factors, understanding how the SHFs are implementing what NEI field officers / agronomists are teaching them, and whether NEI is employing the suitable types of SHFs as vanilla outgrowers is paramount. Such understanding will help device a new operating model that is less labour intensive and has lower field officer-to-farmer ratio.

We want to work with the service provider of Workstream 3 in designing the VCoE business model. We are familiar with Producers Direct’s model for Centres of Excellence, where COEs are farmer-run enterprises that serve as “one-stop-shop.” We would like to understand whether NEI has a similar vision for its VCoE, where seedlings, nurseries, training opportunities, collection centres etc. are offered through a single VCoE, which can be “franchised” in multiple locations.

In addition to potentially setting up the VCoEs as franchised “one-stop-shops,” we see opportunities increase value for money:

    1. Giving monetary incentives to “top-tier” farmers in form of a bonus, and
    2. Creating “Vanilla Communities of Excellence” where a community fund is designed to invest in social infrastructure of the community. NEI, ideally with the support of its buyers or NGOs like IDH, could invest in this fund based on the volume of vanilla purchases from SHFs. This would create a disincentive against crop theft, as stealing from a single SHF would imply losses for the community fund and the associated social infrastructure investments.

SECTION 6: ADDITIONAL FILES

CVs
1. Rebel Curriculum vitae

Workplan and budget

1. Workplan

Other file

1. Workstream 2

2. Rebel Proposal Workstream 2