Jordan Valley Links (JVL)

Jordan Valley Links (JVL) Request for Proposals Key Facilitating Partner Initiative Supporting Community-based Tourism in the Jordan Valley Reference Number: RFP-TVC-2017-003 Jordan Valley Links Project (JVL) King Abdullah II Street, Building 367 Amman, Jordan Tel +962 6 568 2335 Fax +962 6 568 2335 JVLsubmission@meda.org www.meda.org

Request for Proposals: Key Facilitating Partner (KFP) Grant RFP Date of Issuance: April 13, 2017 Bidder s Conference: May 3, 2017 (venue details and event agenda to be announced at a later date) Due Date for Questions: May 9, 2017 Submission of questions or requests for clarification in writing via email to JVLsubmission@meda.org by 15h00 Amman time Responses to questions will be communicated on May 11, 2017 Due Date for Proposals: May 31, 2017 Proposals (including technical and budget narratives) are due by 17:00 local time in Jordan via email to JVLsubmission@meda.org Emailed submissions must contain the subject: Jordan Valley Links Project (JVL) Key Facilitating Partners Program

Table of Contents 1. Jordan Valley Links Project (JVL) Overview... 1 2. Objective of the Grant... 1 3. Statement of Purpose... 1 4. Statement of Work... 2 5. Grant Application Information... 6 6. Additional Requirements... 7 7. Selection Criteria... 9 8. Annexes... 11

1. Jordan Valley Links Project (JVL) Overview Jordan Valley Links (JVL) is a five-year project (2016-2021) funded by MEDA and Global Affairs Canada. MEDA is a non-for profit organization whose mission is to create business solutions to poverty. It was founded in 1953 by a small group of business people who saw the need to invest with, and provide support to entrepreneurs and communities to help them take advantage of economic opportunities. MEDA s work is founded on respectful interaction with communities, supporting women to rise above the social and cultural barriers that stand in the way of success and improved livelihood. MEDA s projects cover over 30 countries in Africa, the Middle East, Latin America and the Caribbean, Asia-Pacific, and Europe. The ultimate outcome of the project is to increase the contribution by women and youth to Jordan s economic growth. JVL will seek to support women and youth in the Jordan Valley to seize new opportunities in targeted sectors and in turn become strong economic actors. JVL will use two main approaches to achieve this goal: Improving women s and youth s entrepreneurial and business acumen through capacity building and market linkages; Working with communities, families, and market actors to reduce barriers to entry for enterprise development for women and youth. JVL will work in the Jordan Valley and surrounding areas to directly support 25,000 women and youth in increasing their incomes and their contribution to Jordan s economic growth. A further 25,000 individuals are expected to benefit indirectly from the project s initiatives in three sectors: food processing, tourism and clean technologies. 2. Objective of the Grant The JVL project aims to solicit proposals from NGOs, Business Development Service (BDS) providers or private sector companies who will become Key Facilitating Partners (KFPs) working with the project in the implementation of community-based tourism programming in targeted areas in the Jordan Valley. The project has a Fund for Local Partners that is available to local NGOs, BDS providers and private sector companies, who will become KFPs working with JVL in the implementation of project activities. These local partners will receive technical support, training, and mentoring from JVL to strengthen their capacity in market systems development. Potential recipients should respond to a Request for Proposals and submit a proposal. MEDA will evaluate these proposals based on a selection criteria listed below in section VII. 3. Statement of Purpose Jordan is of great geo-political significance in the Middle East region. Though relatively politically stable, the country s economy can be considered fragile and under stress, due in part to the surrounding politics and influx of people and refugees. In order to successfully achieve stable and equitable economic growth, it is crucial to facilitate sound market-driven strategies that incentivize small businesses because these are important contributors to economic growth, employment and job creation, especially for women and young people. In May 2016, the JVL project team prepared a sectoral assessment study which analyzed the tourism sector in Jordan. The Jordanian tourism has been hard hit in recent years by the instability in the region, even though Jordan itself Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 1

has remained stable. According to the UNWTO, the Middle East was the slowest growing tourist market, averaging 3% growth in 2015, compared with Asia at 6% or Europe and North American at 5%. The government has taken steps to attract foreign visitors to Jordan by reducing visa entry fees and investing in services like meeting/conference spaces and medical facilities to attract regional visitors. The mass tourism sites in Jordan are relatively well developed, and are dominated by large tour operators and international hotel chains, most of which are based in or around Amman. The international hotels usually have good knowledge of the market, tourist preferences, and marketing strategies. These international chains usually also have their own international vendors for inputs and usually undertake their own training for staff to reach their own internal standards. In order to achieve the JVL objectives, the project proposes a Community Based Tourism (CBT) approach as a strategy for empowering communities, in addition to utilizing and leveraging tourism for greater economic growth and for supporting small and medium enterprises. A CBT approach aims to empower communities to utilize tourism as a sustainable economic development strategy, preserve natural and cultural heritage, and distribute the economic benefits equitably within the community, especially among women and youth. JVL is looking for effective tourism programs that can address social needs, contribute to building a more sustainable environment, and be commercially viable. The JVL project aims to find practical solutions to Jordan s development and livelihoods for women and youth within the sector of Community Based Tourism. The project will work with local partners with the institutional support of the Ministry of Tourism and Antiquities and the Jordan Tourism Board. The selected KFP will play a major role in supporting and empowering communities to utilize the potential of tourism for greater economic benefit. The approach should be contingent upon local community institutions taking the lead in coordinating and mobilizing resources. Cooperatives and community-based organizations (CBOs), therefore, will have to play an integral role in carrying the CBT approach forward. Cooperatives of women and youth are especially pertinent as they can mobilize groups of women and youth to advocate for their interests, facilitate access to needed information and resources, and ensure that benefits are shared equitably within the community. 4. Statement of Work a. Approach to Project Implementation When international organizations operate directly in local markets, the results can artificially distort the local economy. Hence, MEDA s project implementation approach is to facilitate and empower market actors to stimulate economic growth and benefit the poor. For example, rather than act as an aggregator of local produce for rural farmers, JVL and its KFPs would look to enhance or create aggregation services and connect farmers to those services, which would provide for sustainability after the project has ended. In the tourism sector, this approach would mean that KFPs would mobilize and empower communities to build their services and products for tourism, while connecting them to improved tourist markets either through direct marketing or through established tour operators. In order to facilitate these market linkages, JVL partners with local organizations across a variety of sectors to provide local knowledge and context, mobilize project beneficiaries, and gain local community input and buy-in for the development effort. In return, JVL introduces these organizations to its market-driven approach to development Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 2

and works with them to increase their capacity to deliver enhanced services. The following list highlights the key roles and responsibilities of the KFP: Act as the primary implementing agency of the project, working closely with both JVL and field staff counterparts to facilitate and carry out specific planned activities; Provide adequate management, administrative, financial and operational support for the project components; Conduct training workshops and seminars designed in consultation with JVL for value chain actors and/or clients; Prepare quarterly, annual and final reports as specified by JVL for reporting to Global Affairs Canada, and the provision of additional information as required; Assist JVL to identify and carry out due diligence on potential private sector stakeholder partners and work with JVL to secure the involvement of such and other stakeholders and service providers; Based on mentoring, training and capacity-building inputs by JVL, acquire the competencies needed, and to assume future leadership roles in value chain development and CBT supported by JVL; Support the project with general networking services aimed at identifying specific market and business opportunities for target clients; Assist JVL to manage and mitigate project risks; Assist JVL to engage governments and communities in activities that may be pertinent to targeted women and youth clients supported by the project; Ensure cross-cutting themes - gender, youth, environment, and monitoring and evaluation - are integrated throughout the design phase and implementation with regular assessments with strategies developed to address any gaps. b. Process for the Development of Community-based Tourism Programming The following table outlines the basic process for CBT that can be replicated in interested communities. The process allows for the customization of CBT strategies that fit the communities in which its being implemented, ensures equitable involvement of stakeholders (particularly for youth and women) at every step, and raises awareness on tourism, entrepreneurship, and the importance of youth and women s inclusion. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 3

Activity Area Identify potential communities for CBT. These are communities with tourism potential, have local organizations that could carry the program forward, and/or have an existing program/project that could have CBT added. Step 1: Community Mobilization Step 2: Strategy Design Step 3: Creating Support Businesses Step 4: Linkage to Markets Identify key stakeholders within target communities that could carry the program forward, introduce the concept of CBT and get buy-in. These could be local NGOs, co-ops, lead businesses, or a national NGOs. Attentions should be paid to groups that represent youth and women's interests. Mobilize community forum for discussion on tourism development. This is an opportunity to discuss the program, but also start to raise awareness that can combat negative perception about tourism, Culture of Shame, and women s participation. Facilitate the establishment of a governing body, ensuring equitable representation of community interests (including youth and women), delegation of responsibilities, and distribution of benefits. The governing body will provide the basis for community empowerment and can be replicated in each program community, with awareness that each community will have a different set of stakeholders, community dynamics, interests, and capabilities. Facilitate community assessment of local assets and capabilities. This includes taking note of what assets and capabilities already exist, and those which do not. Important areas include tourist sites and activities in or near to community, transportation to and from and in the community, and infrastructure. Develop a strategy for CBT. This is where a tourism consultant or tour operator with intimate knowledge of tourist preferences could input into the design of the strategy. The consultant could help the community identify which assets might be attractive to tourists, or which tourist groups that community might want to target. The strategy should be long-term, inclusive, and have a plan for distributing benefits equitably, and have private sector as a key to making the venture viable. The strategy should identify capabilities in need of upgrading or creation for CBT to be commercially viable. Upgrades to existing infrastructure, especially ICT and connectivity for connecting to tourists and for tourists themselves. Community-wide infrastructure development plans will most likely involve municipal or government stakeholders. Smaller infrastructure upgrades, like to hotels, could be financed through better access to finance, or possibly even by other value chain stakeholders, such as tour operators or hotel chain owners, who have a vested interested in the successful implementation of CBT in the community. Upgrade and/or create supporting businesses. This will include the usual suite of business development services and access to finance for SMEs. Sector financing should be facilitated where appropriate to gain greater community and industry buy-in. Particular attention should be paid to financial products for youth and women. Education and/or training on directly applicable skills such as guiding or hospitality, or associated skills such as health and hygiene standards. This skills transfer can be developed specifically for that community or sourced from an organization already providing such learning. Connect communities to markets and allow these connections to mature. These connections can facilitate the flow of information on tourism and tourist preferences. Connections to markets includes tour operators, hotels, tourist associations, and tourists themselves. It could also include connections to other vendors that provide other necessary inputs such as food stuffs or transportation. Facilitate the development of a marketing plan for communities that targets specific market segments, including tour operators, industry associations, and tourist themselves. Facilitate the development of an on-line presence. Increasingly, tourist will research destinations and even make reservations virtually. Having a virtual presence will ensure communities connection with potential markets and industry networks. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 4

c. Place of Performance The project s geographic focus is the Jordan Valley and immediate surroundings. For CBT programming purposes, four initial target areas have been identified for implementation, which are based on the designated nature reserves within Jordan as they provide the essential elements of nature tourism. These sites are also located close to other tourism sites that offer additional tourism potential to CBT beneficiaries. Therefore, the CBT efforts could build services oriented toward tourists looking for natural and adventure experiences, as well as historical and archaeological attractions. The targeted sites include: the Mujib Nature reserve within the Jordan Valley; the Ajloun Forest Reserve (just outside the northern Jordan River Valley); and the Fifa and Dana Reserves within the Jordan Rift Valley. Potential KFPs and proposals should demonstrate ability and experience to work in at least one of these target areas. d. Period of Performance The award date for KFP sub-awards is anticipated for mid of May 2017, with activities commencing early June 2017. The maximum period for a sub-award will be 2.5 years from the award date, renewable each year based on a performance evaluation. Potential KFPs should indicate a level of preparedness for commencing activities in late June 2017 and the ability to implement for up to 2 years. Additional awards for new geographic locations or new interventions may be considered based on outstanding performance. e. Grant Expected Outcomes The tourism component will aim to target 15,000 men and women beneficiaries over the project s life, including both direct and indirect beneficiaries. The target number of beneficiaries is based on the estimated rural population for the identified four areas mentioned here above. The estimated target number for each KFP proposal/grant is between 3,000 to 4,000 women and youth, including both direct and indirect beneficiaries. Note: Applicants may break down targets on a quarterly basis in their proposals. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 5

5. Grant Application Information a. Application Submission Requirements Applications must include the following: Cover Letter (maximum 2 pages): briefly introducing the applying organization and intention to partner with JVL. Technical Proposal (maximum 10 pages excluding CVs): See Statement of Work for project outcomes and description of activity areas. The Technical Proposal should contain: o A technical narrative detailing how the organization will assist the JVL project in achieving its outcomes including a Gantt Chart of the implementation process; o A summary of relevant past performance or capability statement demonstrating experience in the activity areas; and o CVs of all staff who will perform work under the grant and an organization chart. Grant Budget (maximum 2 pages): detailed budget, including staffing plan, budget narrative or budget notes, and detailed cost-share contribution, not to exceed 15% of total allowable budgeted costs. Additionally, budgets should not exceed 20% for total program staff (involved directly in activity implementation) or 10% for administration of total grant value. Annexes (no limit documentation supporting the application may be submitted as annexes, such as registration status, promotional material, letters of reference, applicable certifications, etc. Annexes should also provide the last two years of official financial statements (balance sheet, profit and loss statements/income statements). Please see Section 7 for detailed information on award selection. b. Eligibility Requirements This RFP is open to qualified locally registered Jordanian entities, such as profit companies, non-profit organizations, professional associations, and relevant special interest associations. The Selection Committee will consider international entities that may be headquartered outside Jordan, but have a legally registered, permanent branch or office located in Jordan. Applicant must be officially registered with the appropriate Jordanian supervisory body or ministry with headquarters based in Jordan for at least three years. In addition, they must possess the relevant licenses required to operate in their field. Although applicants to this opportunity may be for profit or not-for-profit entities, profit is not an allowable element under this mechanism. Indirect costs are also not allowed, but can be converted to direct costs to be accepted (such items include local salaries and benefits, travel, local office costs and specific programing costs). c. Ineligible Cost Elements Costs that are considered as ineligible under the project include, but are not limited to the following: i. Entertainment expenses; ii. Costs incurred before the effective date of the Agreement; iii. Gifts; iv. Travel insurance (health, cancellation, baggage, etc.), except as previously approved by MEDA; v. Carrying charges; vi. Membership fees; Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 6

vii. Patents; viii. Immunizations or medications; ix. Interest expenses; x. Costs related to non-authorized accompanying family members; xi. Costs related to building, construction, and any other physical infrastructure costs; and xii. Costs related to procurement of any equipment or supplies for producers and/or processors not preapproved by MEDA, including but not limited to land, seeds, processing machinery. d. Cross-Cutting Themes All JVL project activities and proposed CBT initiatives must take into account a number of cross-cutting areas: Gender Equality: The project will work to promote gender equality throughout it project activities, ascertaining the unique barriers to women s economic empowerment and designing strategies to integrate women at all levels of the value chain. Youth Integration: The project is interested in designing products and services that support greater participation of youth in the economy, and to increase youth awareness and attitudes regarding entrepreneurship. Environmental Sustainability: The project will integrate environmental sustainability throughout its activities in order to address Jordan s particular environmental challenges. Information Communication and Technology Strategies: The project is interested in introducing and integrating appropriate technologies for sustainable development. Potential KFPs will be instrumental in assisting the JVL project in achieving these outcomes. The project s work within these sectors will seek to integrate a focus on women, youth, and environment. Potential KFPs should have some experience with design or delivery of tourism products and services that support women and youth and/or have an element of environmental sustainability. 6. Additional Requirements The applicant shall bear in mind the following special requirements for any grants awarded in response to this RFP: Separate Account: A separate account must be established to house all funds provided under the grant, as well as all interest income. Use of Funds: Funds provided under any grant awarded shall be used exclusively for the implementation of activities and in the achievement of outcomes related to the Jordan Valley Links Project. Diversion of grant funds to other uses will result in the cancellation of the award and retrieval of funds disbursed to the grant recipient. Reporting Procedures: A description of reporting requirements will be included in the Grant Agreements. The types of reporting required, along with the schedule of reporting, will depend on the grant type and project duration. Reporting forms will be provided to grant recipients. Types of reporting will include the following: Progress reports to be submitted during project implementation according to a schedule determined by JVL. This report will include a description of project activities and progress towards meeting the project goal; problems in project implementation; actions taken to overcome them; and plans on how the next phase of the project will be implemented. Final narrative report, which will describe how the project objectives and goals were reached, results of the project, and problems and solutions during implementation. This information should be presented in a manner suitable for presentation to the public. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 7

Financial reports will be submitted to JVL according to a schedule described in the grant agreements. Types of financial reports, as well as the schedule of reporting, will depend on the type of grant, length of project, and amount of grant funding. Financial reports will be required in order to receive grant installments. These reports will describe the amount of grant funds spent during the previous period, total amount spent to date, and amount remaining in each budget line item. In addition, all grant recipients are required to submit a detailed Final Financial Report. Issuance of the final installment of grant funds is contingent upon JVL s receipt and acceptance of the Final Financial and Final Program Reports. Project Monitoring: JVL staff will monitor projects in terms of both programmatic and financial aspects. Grant recipients will be expected to monitor the project activities according to a monitoring and evaluation plan design in collaboration with JVL. Grant recipients will provide monitoring data to JVL in project deliverables or as requested by JVL. Cost Share: Each organization submitting a proposal will be required to show a cost share of up to 15% of the total proposal budget. This cost share can be in the form of a cash contribution or in-kind contribution and may include such elements as proportionate shares of management and other employee time, equipment, office supplies, and other costs of program operations. Rates for employee services shall be consistent with those paid for similar work in the recipient s organization. The value of equipment (e.g. computers) shall not exceed the fair market value of equipment and supplies shall be documented in the application. Organizational overhead is not an allowable cost share element. Grant ceiling and payment method: As previously indicated, grants will be made available to legally registered Jordanian entities in amounts not to exceed JOD 250,000. Payment will be made according to an installment schedule, and in no event, will more than 90% of the total agreed budget be disbursed prior to receiving and approving the Final Financial and Narrative Reports. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 8

7. Selection Criteria All proposals should meet the submission requirements as outlined above. Proposals that meet these requirements will be evaluated by the Selection Committee, which consists of 5 evaluators from MEDA headquarters and the JVL project. Each proposal will be evaluated according to the criteria on a 5-point scale in 6 categories. Criteria have been provided for the minimum, maximum and mid-point of the scale for illustrative purposes only and does not represent an exhaustive list. The descriptions provided on the next page should act as guidance for proposal applicants and evaluators alike. 1.Cover letter 1 point 2 points 3 points 4 points 5 points Description of the organization is poor or generic; alignment to project objectives and outcomes is unclear Poorly written and/or copy and pasted from previous material; description of organizations is lacking; relevance to the project is unclear Brief description of the organization as it relates to the project, concisely noting relevant experience in tourism, registration status, and certifications 2. Technical Proposal a. Technical Narrative Poorly written; does not address the project's objectives or outcomes as outlined in the Statement of Work; does not demonstrate understanding of local context; no relevance to project sectors or cross-cutting areas Technical narrative is generic/simple repeat of the Statement of Work; shows only a topical understanding of development issues Description of how the organization can support the JVL project in achieving its objectives as outlined in the Statement of Work; offers unique methodology and/or tools; highlights new or innovative solutions; demonstrates a deep understanding for local development issues Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 9

b. Past Performance Descriptions are poorly written; show lack of experience working in the Jordan Valley or immediate vicinity; no relevance to the project; no experience in the tourism sector or cross-cutting areas c. CVs Poorly written, staff experience is not relevant to the project 3. Financial Proposal a. Budget Mathematical errors, individual costs are not articulated, not related to or supported by the Technical Proposal Descriptions are generic; relevance to the project is tenuous; limited geographic experience within Jordan Valley and vicinity CVs are unbalanced between senior/junior and technical/support staff; relevant experience is unclear Costs are not clearly related to Technical Proposal, failure to account for associated costs like indirect rates, yearly escalation, taxes and fees Descriptions are concise and thorough; relevance to project is highlighted or clearly understandable; partner organizations are named; experience in the tourism sector and one or more of the cross cutting areas; experience working the targeted geographic areas in Jordan CVs are uniformly formatted; relevant experience is highlighted; personnel represent a mix of senior and junior technical experts and support staff and is appropriate for project implementation Budget line items are clear; individual costs are clearly articulated; no mathematical errors; costs are directly and easily linked to the Technical Proposal b. Budget Narrative No budget narrative or very few notes on the budget Does not accurately describe budget line items or areas; descriptions are generic Each area of the budget has a narrative that provides explanation and/or supporting documentation and rational for individual costs, notes are brief, but concise Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 10

Applications will be evaluated according to the selection criteria established in the table above. To the extent necessary (if an award is not made based on initial applications), negotiations may be conducted with each applicant whose application, after discussion and negotiation, has a reasonable chance of being selected for award. Awards will be made to responsible applicants whose applications offer the best value, noting that the Jordan Links Valley Project reserves the right to fund any or none of the applications received. Signing of Grant Agreements Upon recommendation of the Selection Committee, the JVL project will contact the potential grant recipient and begin contract negotiations. After JVL and the successful applicant have signed the Grant Agreement, JVL will provide training on financial management and reporting on grant funds. All reporting and contractual obligations will be explained to the grant recipients. Before receiving the first grant installment, all grant recipients must open a separate bank account as this is the only means by which grant funds will be transferred from JVL to the grant recipient. 8. Annexes A budget template is attached separately, to form the basis of the financial proposal. Jordan Valley Links Project (JVL) Key Facilitating Partners Initiative Page 11