TERMS OF REFERENCE

Consultancy Services for Consolidation and Sustainability of WE-LED cum NutriHub Centres in Lasbela and Hub, Balochistan

1. Background

The Client, in partnership with relevant government institutions and development partners, has been supporting nutrition-sensitive livelihood interventions in Lasbela and Hub, Balochistan, with a particular focus on strengthening the economic participation of women while improving household access to nutritious food, livelihood opportunities and community-level resilience.

The intervention has evolved through successive phases of the Gwadar-Lasbela Livelihood Support Project (GLLSP-II), an IFAD-supported programme. Rather than treating nutrition and livelihoods as separate issues, the programme has progressively developed a community-based model through which women can acquire skills, engage in production and enterprise activities, improve household nutrition practices, and provide products and services within their communities.

During the first phase, a Context Assessment and Analysis was undertaken across 12 Union Councils, followed by development of a Multisectoral Nutrition-Sensitive Livelihoods Enhancement Strategy, baseline and endline assessments, training modules and community-level resources. Selected interventions were subsequently piloted in six Union Councils in Lasbela and Gwadar. The programme applied the 4A framework of Awareness, Availability, Accessibility and Affordability and developed community-based NutriHub structures through which nutrition information, health and wellbeing services, cooking demonstrations, kitchen-garden inputs, poultry support, livelihood services and financial literacy could be made accessible to households.

The subsequent phase deepened this approach and further developed the Women Economic and Livelihood Empowerment and Development (WE-LED) cum NutriHub model. Four Centres are now operating across Lasbela and Hub:

• Nayyab Women Development Organization (WDO) – Sonmiani;

• Sanj Women Development Organization (WDO) – Khurkhera;

• Umeed Women Development Organization (WDO) – Hassan Peer; and

• Rashd Women Development Organization (WDO) – Sakran.

Each Centre functions as a women-led institution with two mutually reinforcing arms. The Production cum Training Centre (PTC) provides a platform for skills development, production, income generation and enterprise activities, while the NutriHub translates nutrition awareness into practical household action through nutrition-sensitive products and services, food preparation and preservation, cooking demonstrations, kitchen gardening and related interventions.

The four Centres are supported by a wider community network comprising approximately 30 mini-centres and 113 Community Resource Persons (CRPs). Mini-centres provide decentralised production, service and outreach points at village level, while CRPs extend products, services and nutrition messaging across communities in Lasbela and Hub. This provides the programme with an existing last-mile infrastructure that can progressively be developed for both social outreach and commercially sustainable distribution.

The previous phases have generated encouraging results. The programme has strengthened community participation, expanded livelihood opportunities for women and contributed to changes in household nutrition and economic practices. During the second engagement, for example, the number of participating households growing vegetables increased from 18 to 125, households reporting joint financial decision-making increased from 47 to 168, and reported monthly income among active participants increased from approximately PKR 3,000–6,000 to PKR 10,000–30,000.

A subsequent consolidation period further strengthened the four Centres through improved revenue and expense recording, distribution of dried fruits and vegetables through the CRP network, capacity development in stitching, community engagement and initiation of the formal registration process for the Centres. This experience confirmed both the potential of the model and the need for a more structured consolidation and sustainability phase.

1.1 Rationale for the Next Phase

The programme has now reached an important transition point. The principal challenge is no longer the establishment of community structures or the creation of basic awareness. Four functioning WE-LED cum NutriHub Centres, a network of mini-centres and an extensive CRP cadre already exist. The next challenge is to enable these structures to become institutionally strong, financially functional, commercially viable and increasingly self-sustaining.

The next phase will therefore focus on moving the WE-LED cum NutriHub model from a project-supported intervention towards a network of durable, women-led social enterprises capable of continuing beyond the period of direct programme support.

The proposed eighteen-month phase will pursue this transition through five mutually reinforcing areas of work:

1. Institutional Consolidation: Strengthening the governance, legal identity, financial systems, regulatory compliance, accreditation, production readiness and monitoring systems of the four Centres and their network.

2. Green Enterprise Development: Developing and market-testing a viable portfolio of nutrition-sensitive and environmentally responsible products and services, including food processing and preservation, green inputs, textiles and other locally appropriate enterprise opportunities.

3. Rural Enterprise Incubation: Developing the four Centres as Rural Incubation Centres that provide girls and young women from communities, colleges and universities with structured pathways from business ideas to viable micro-enterprises.

4. Last-Mile Outreach and Distribution: Strengthening and rationalising the CRP and mini-centre network so that active members can progressively earn through product distribution and services while continuing nutrition-sensitive community outreach.

5. Market Development and Sustainability: Opening external market channels for the Centres, including institutional buyers, school meals, cooperatives, retail, digital markets and other commercially viable opportunities.

These five areas are designed to operate as one integrated sustainability model. Institutional strengthening provides the legal and financial foundation; enterprise development provides products and services that can generate income; incubation creates a pipeline of new women entrepreneurs; the CRP and mini-centre network provides last-mile access; and market development generates the external demand required for longer-term financial sustainability.

The intended result is a transition from externally supported community structures to community-owned, women-led institutions capable of generating revenue, creating livelihood opportunities, improving access to nutritious products and services, and contributing to a more resilient local food system in Lasbela and Hub.

1.2 The Assignment

Against this background, Client intends to engage a qualified consulting firm to provide the technical, managerial and field implementation support required for the eighteen-month consolidation phase.

The selected firm will work with the four WE-LED cum NutriHub Centres, their mini-centres and CRP networks, relevant government departments, regulatory and technical institutions, academia, private-sector actors, financial institutions, cooperatives and other development partners.

The assignment will require more than the delivery of trainings or stand-alone livelihood activities. The consulting firm will be expected to provide sustained institutional mentoring, enterprise and product development support, regulatory facilitation, market development, partnership building, monitoring and adaptive management, with the objective of progressively transferring systems, capacities and responsibilities to the Centres and their network.

The consultancy will be implemented over a period of eighteen months in Districts Lasbela and Hub, Balochistan.

2. Purpose, Overall Objective and Specific Objectives of the Assignment

2.1 Purpose of the Assignment

The purpose of this assignment is to provide sustained technical, institutional and market-development support to consolidate the four existing WE-LED cum NutriHub Centres and their associated community networks in Lasbela and Hub, and to progressively transition them from project-supported structures into stronger, locally owned and increasingly self-sustaining women-led institutions.

The assignment will build upon the infrastructure, capacities, community networks and livelihood activities established during the previous phases. It will focus particularly on addressing the remaining institutional, enterprise, regulatory, distribution and market-related constraints that currently limit the Centres' ability to operate independently and generate sustainable revenues.

2.2 Overall Objective

The overall objective of the assignment is to strengthen and institutionalise the WE-LED cum NutriHub model in Lasbela and Hub by developing the four Centres into sustainable, market-connected and community-owned women-led social enterprises that generate livelihood opportunities for women and adolescent girls, improve community access to nutrition-sensitive products and services, and contribute to resilient local food systems.

2.3 Specific Objectives

The specific objectives of the assignment are to:

1. Strengthen the institutional foundation of the four WE-LED cum NutriHub Centres by improving their governance, legal status, financial management systems, operational procedures, regulatory compliance, skills accreditation, production readiness and internal monitoring systems.

2. Develop and strengthen viable green and nutrition-sensitive enterprises through enterprise assessment, product development and testing, improved production processes, quality assurance, food safety, costing, packaging, branding and commercially viable product portfolios.

3. Develop the four Centres as Rural Incubation Centres (RICs) that provide structured entrepreneurship, skills development, mentoring and enterprise-development opportunities for adolescent girls and young women from communities, educational institutions and other relevant local networks.

4. Strengthen the last-mile outreach and distribution network by assessing and rationalising the existing CRP and mini-centre structures and developing viable roles for them in community outreach, product distribution, service delivery and income generation.

5. Establish and expand sustainable market linkages for products and services generated through the Centres and their networks, including opportunities through school meals, cooperatives, local and regional retail markets, digital channels, institutional buyers and other appropriate market segments.

6. Strengthen partnerships and local ownership by engaging relevant government departments, regulatory bodies, technical and vocational institutions, academia, private-sector actors, financial institutions, cooperatives and development partners in supporting the Centres and the wider local food-system ecosystem.

7. Establish effective monitoring, learning and sustainability mechanisms to track institutional performance, enterprise viability, women's economic participation, household-level outreach and progress towards financial sustainability, and to use this evidence for adaptive management and future scale-up.

3. Geographic and Institutional Coverage of the Assignment

The assignment will be implemented in Lasbela and Hub Districts, Balochistan, covering the four existing WE-LED cum NutriHub Centres located in Sonmiani, Khurkhera, Hassan Peer and Sakran.

The assignment will cover the four Centres and their associated network of approximately 30 mini-centres and 113 Community Resource Persons (CRPs). The consulting firm will work through these existing structures and strengthen their institutional, enterprise, outreach and market functions rather than creating parallel community structures.

The assignment will also involve engagement, as required, with relevant government departments, regulatory and technical institutions, academia, private-sector actors, financial institutions, cooperatives and market actors within and outside the target districts to support accreditation, compliance, enterprise development, market access and long-term sustainability of the Centres.

4. Scope of Work

The consulting firm will be responsible for providing technical and implementation support for the consolidation and sustainability of the four WE-LED cum NutriHub Centres and their associated networks. The scope of work will comprise the following five interlinked areas:

4.1 Institutional Strengthening and Consolidation

The consulting firm will strengthen the institutional and operational foundation of the four Centres to enable their transition towards independently functioning women-led institutions. This will include:

• Assessing the institutional, operational, financial and enterprise status of the Centres and associated mini-centres;

• Supporting legal registration and appropriate institutional arrangements for the four Centres and their network;

• Strengthening governance structures, roles, decision-making processes and operational procedures;

• Establishing/improving bank accounts, financial management, revolving funds, recordkeeping and reconciliation systems;

• Facilitating skills accreditation and certification through relevant technical institutions;

• Facilitating food safety compliance, licensing and other regulatory requirements for food-related enterprises;

• Assessing equipment and production capacity and addressing priority gaps for improved production readiness; and

• Establishing simple institutional performance monitoring and mentoring systems.

4.2 Green and Nutrition-Sensitive Enterprise Development

The consulting firm will support the Centres to develop commercially viable products and services aligned with local resources, nutrition objectives and environmentally responsible practices. This will include:

• Conducting enterprise and product assessments and identifying viable enterprise opportunities for each Centre;

• Developing, testing and refining products before commercial scale-up;

• Strengthening food processing, preservation and drying capabilities and associated quality-control systems;

• Developing opportunities in textiles, upcycling and other locally appropriate green enterprises;

• Developing nutrition-sensitive food products and snacks, including products with potential relevance to school meals;

• Strengthening kitchen-garden, nursery, poultry and other nutrition-sensitive livelihood products and services;

• Supporting product costing, pricing, packaging, labelling, branding and catalogue development; and

• Providing required technical and enterprise-development skills to Centre members.

4.3 Rural Incubation and Entrepreneurship Development

The four Centres will be progressively developed as Rural Incubation Centres (RICs) providing enterprise-development opportunities for adolescent girls and young women. The consulting firm will:

• Establish the operational model and partnerships required for the RICs;

• Mobilise potential participants through communities, colleges, universities and other relevant networks;

• Design and deliver structured incubation covering technical skills, entrepreneurship, costing, bookkeeping, customer management and business development;

• Provide mentoring and technical support for development and testing of enterprise ideas;

• Organise appropriate idea, pitching, graduation and market-linkage events;

• Mobilise partnerships and sponsorship for enterprise awards and start-up support;

• Facilitate linkages with appropriate financial and enterprise-support institutions; and

• Ensure appropriate safeguarding arrangements and post-incubation tracking of participants.

4.4 Strengthening Last-Mile Outreach and Distribution

The consulting firm will strengthen the existing CRP and mini-centre network as an effective mechanism for community outreach, product distribution and income generation. This will include:

• Assessing and categorising CRPs and mini-centres according to their functionality, capacity and potential roles;

• Developing appropriate commercial and outreach roles for active CRPs;

• Establishing practical systems for stock management, ordering, replenishment, commissions and sales reporting;

• Developing community-level options for access to preserved foods and household food-drying services/technologies;

• Strengthening nutrition outreach through cooking demonstrations and related community engagement;

• Introducing practical digital and non-digital ordering and reporting mechanisms; and

• Defining sustainable functions for existing mini-centres and identifying any need for further expansion based on evidence and demand.

4.5 Market Development and Sustainability

The consulting firm will support the Centres to progressively move beyond community-level sales and establish diversified external market channels. This will include:

• Assessing and prioritising potential market channels and buyers;

• Strengthening the common branding, product presentation and market identity of the Centre network;

• Developing and facilitating opportunities for supply to school meals and other institutional food programmes, subject to applicable standards and procurement requirements;

• Establishing linkages with farmer, producer and fisheries cooperatives where commercially relevant;

• Developing retail and institutional market linkages within Balochistan and other potential markets;

• Strengthening digital marketing and sales channels;

• Preparing the Centres for engagement with institutional and humanitarian buyers;

• Strengthening sales management, quality assurance, order fulfilment, invoicing and customer-feedback systems; and

• Facilitating partnerships and coordination through the Lasbela Food Systems Platform and other relevant mechanisms.

Across all five areas, the consulting firm will ensure that interventions build upon existing capacities and investments, strengthen local ownership, promote women’s economic participation, and progressively transfer systems and responsibilities to the WE-LED cum NutriHub Centres and their networks to support their continued operation beyond the assignment period.

5. Cross-Cutting Requirements

The consulting firm shall ensure that the following principles are integrated across the design and implementation of all activities under the assignment:

• Women’s Economic Empowerment: The programme shall maintain women and adolescent girls as its primary participants, with at least 90% of active participants being women and adolescent girls, while strengthening their opportunities for skills development, enterprise participation, income generation and economic decision-making.

• Adolescent-Girl Safeguarding: Activities involving adolescent girls shall incorporate appropriate safeguarding measures, including guardian consent where required, safe participation arrangements, female mentoring and age-appropriate mechanisms for enterprise and financial support.

• Nutrition Sensitivity: Enterprise, livelihood and community activities shall contribute, wherever relevant, to improved availability, accessibility, affordability and utilisation of nutritious foods and promote positive household nutrition practices.

• Climate Resilience, DRR and Environmental Sustainability: Enterprise and community interventions shall promote climate-resilient practices, responsible resource use, waste reduction, environmentally sustainable production and appropriate disaster-risk considerations.

• Market Orientation: Skills development and production activities shall be linked to demonstrated demand, product viability and realistic market opportunities, with emphasis on moving from training-led activities towards sustainable income generation.

• Community Ownership and Institutional Sustainability: Activities shall strengthen the ownership, governance and management capacity of the Centres, mini-centres and community networks, with progressive transfer of responsibilities and reduced dependence on external project support.

• Private-Sector and Institutional Engagement: The assignment shall actively engage relevant businesses, buyers, financial institutions, technical institutions, academia, cooperatives and other partners to strengthen enterprise development, market access and sustainability.

• Documentation and Learning: The consulting firm shall systematically document implementation experience, results, challenges, innovations and lessons and use this evidence for adaptive management, knowledge sharing and future replication or scale-up.

6. Implementation Approach and Principles

The assignment shall follow a hands-on, results-oriented and field-based implementation approach. It is not intended primarily as a training or capacity-building assignment. Training shall be used as one of several instruments and only where it contributes to practical institutional, enterprise, market or community-level results.

The consulting firm will be expected to work directly with the WE-LED cum NutriHub Centres, mini-centres, CRPs and relevant stakeholders to establish and strengthen systems, resolve operational constraints, develop enterprises, facilitate institutional processes and build sustainable market relationships.

The implementation approach shall be guided by the following principles:

• Implementation over stand-alone training: Emphasis shall be placed on putting systems, processes, products and market mechanisms into actual operation. Workshops and trainings should lead to demonstrable application and results.

• Continuous mentoring and handholding: Centre members, CRPs and emerging entrepreneurs shall receive practical follow-up support, mentoring and problem-solving assistance throughout the assignment rather than one-time capacity-building inputs.

• Learning by doing: Enterprise and institutional capacities shall be developed through practical application, including production, product testing, costing, recordkeeping, sales, order fulfilment, market engagement and management of actual operational responsibilities.

• Market-led enterprise development: Products and enterprises shall be developed in response to demonstrated demand and commercial potential. Production shall progressively be linked with actual buyers, sales channels and revenue opportunities.

• Institutional facilitation: The consulting firm shall actively facilitate registration, accreditation, regulatory compliance, financial systems, partnerships and other institutional processes rather than limiting its role to providing advice or recommendations.

• Build on existing structures: The assignment shall strengthen the four existing Centres, mini-centres and CRP network and utilise previous investments, capacities and relationships. New structures or activities shall only be introduced where justified by identified gaps and demonstrated need.

• Partnership-based implementation: Relevant government institutions, technical bodies, academia, private-sector actors, financial institutions, cooperatives and other partners shall be engaged for technical support, market access, certification, financing and sustainability.

• Progressive transfer and sustainability: Systems and responsibilities introduced during the assignment shall progressively be transferred to the Centres and their networks so that essential functions can continue with reduced external support.

Accordingly, the performance of the consulting firm will be assessed primarily on functional institutional systems, operational enterprises, market engagement, income-generation opportunities, strengthened community networks and progress towards sustainability, rather than on the number of workshops or trainings conducted.

7. Key Outputs and Deliverables

The consulting firm will be responsible for the following key deliverables over the eighteen-month assignment:

1. Inception, Baseline and Detailed Implementation Plan

Inception report, baseline assessments, confirmed targets, detailed workplan and implementation arrangements.

2. Institutional and Regulatory Strengthening of Four Centres

Strengthened governance, legal and financial systems, accreditation processes, food-safety compliance and institutional operating arrangements for the four WE-LED cum NutriHub Centres.

3. Green Enterprise Portfolio and Production Systems

Tested and commercially viable nutrition-sensitive and green enterprise products, together with improved production, quality assurance, costing, packaging and operational systems.

4. Rural Incubation Centre Programme

Operational Rural Incubation Centres across the four locations, including participant mobilisation, structured incubation, mentoring, enterprise development and graduation of the first cohort.

5. CRP and Mini-Centre Last-Mile Distribution System

A strengthened and functional CRP and mini-centre network with defined roles for outreach, product distribution, service delivery and income generation.

6. Market Development and External Sales Channels

Strengthened branding and market systems, with linkages developed across appropriate institutional, cooperative, retail, digital and other external market channels.

7. Food Systems Platform and Institutional Partnerships

Functional coordination and partnership mechanisms involving relevant government, academia, technical institutions, private sector, cooperatives, financial institutions and development partners.

8. Monitoring, Learning and Sustainability/Exit Package

Operational monitoring and performance systems, periodic learning products, endline assessment and sustainability/exit arrangements progressively transferred to the Centre network.

9. Final Assignment Report and Year-2 Sustainability Proposition

Consolidated final report documenting achievements, results, lessons, sustainability status and a forward-looking proposition for continued growth, financing and scale-up.

Results Measurement: Performance of the assignment will be assessed against the agreed Results Framework, including institutional, enterprise, market, outreach, sustainability and women’s economic empowerment indicators. Baseline values and final targets will be confirmed during the inception phase in consultation with Client.

8. Duration and Workplan

The assignment will be implemented over 18 months, covering six quarters.

The consulting firm shall submit a detailed workplan during the inception phase, outlining the sequencing of activities, deliverables and key milestones. The workplan shall take into account critical regulatory requirements, seasonal production cycles and market opportunities and shall be periodically reviewed and updated in consultation with Client.

9. Reporting Requirements

The consulting firm shall maintain appropriate implementation and performance records and submit the following reports to the Client:

• Inception Report: by the end of Month 2, including confirmed baselines, targets and detailed workplan.

• Quarterly Progress Reports and Performance Scorecards: at the end of each quarter, covering progress against deliverables and indicators, Centre performance, key issues and corrective actions.

• Semi-Annual Review: at Months 9 and 15, covering progress against outcomes and any required implementation adjustments.

• Final Report: at Month 18, presenting overall results, achievements, lessons learned, sustainability status and the Year-2 proposition.

• Learning Products: relevant case studies and learning/documentation products developed during the assignment.

The consulting firm shall also maintain appropriate Centre- and CRP-level monitoring records to support the above reporting.

10. Required Team Composition and Key Experts

The consulting firm shall propose a suitably qualified multidisciplinary team, including at minimum:

• Team Leader: Postgraduate qualification in management, development studies, social sciences or a related field, with at least 15 years of relevant experience in programme management, institutional strengthening, livelihoods/enterprise development and stakeholder coordination. Engagement may be on a part-time/strategic-oversight basis proportionate to the assignment's needs.

• Programme Manager/Coordinator: Relevant postgraduate qualification with at least 10 years of experience in programme coordination, operational management and multi-stakeholder delivery. Engaged full-time for the duration of the assignment.

• Enterprise Development and Market Linkages Specialist: Relevant postgraduate qualification with at least 10 years of experience in enterprise development, business viability, market assessment and market linkages.

• Food Processing/Food Safety Specialist: Relevant qualification with at least 7 years of experience in food processing/preservation, product development, quality assurance and food-safety compliance.

• Institutional Development/Governance Specialist: Relevant postgraduate qualification with at least 15 years of experience in institutional strengthening, governance, organisational systems and regulatory facilitation.

• Skills Development/Training Specialist: Relevant qualification with at least 7 years of experience in skills development, training, mentoring and enterprise/incubation support.

• Monitoring, Evaluation and Learning Specialist: Relevant postgraduate qualification with at least 7 years of experience in monitoring, results measurement, analysis, reporting and learning.

• Two District/Field Coordinators or Officers: Relevant qualification and at least 5 years of field experience, responsible for continuous field coordination, Centre-level mentoring and monitoring in Lasbela and Hub.

The consulting firm may propose additional short-term technical specialists as required.

The level of effort for each key expert shall be proportionate to the technical demands of the assignment across its 18-month duration. With the exception of the Team Leader, Programme Manager and District/Field Coordinators, key experts may be engaged on a part-time or task-based basis, provided their cumulative inputs are sufficient to deliver the outputs specified under their area of responsibility.

Given the field-intensive nature of the assignment, the firm shall ensure regular field presence in Lasbela and Hub throughout implementation. Previous organisational experience of working in Lasbela and Hub, and an established office or operational presence in the target area, will be considered an advantage.

11. Minimum Qualification and Experience of the Consulting Firm

The consulting firm should meet the following minimum requirements:

• At least 10 years of demonstrated experience in development consulting, programme implementation, capacity development and/or institutional strengthening.

• Demonstrated experience in women’s economic empowerment, livelihoods and enterprise development, particularly through community-based approaches.

• Proven experience in institutional strengthening and sustainability of community-based organisations, centres or similar local institutions.

• Relevant experience in market-oriented skills development, entrepreneurship/incubation, enterprise development and market linkages.

• Experience in nutrition-sensitive livelihoods, food systems, food processing or related community-based programming.

• Demonstrated capacity to undertake field-intensive assignments, including community mobilisation, mentoring and implementation in geographically dispersed locations.

• Experience of implementing development assignments in Balochistan, particularly Lasbela and Hub, will be considered a strong advantage.

• Previous experience with UN agencies, international development organisations, government institutions and/or donor-funded programmes will be considered an advantage.

• Demonstrated experience in establishing, strengthening and sustaining community-based centres, enterprise hubs, incubation centres or similar institutional structures, with evidence of their continued operation beyond initial project support.

• The firm should have adequate organisational, technical and field capacity to undertake an 18-month multidisciplinary assignment and maintain regular field presence in the target districts.

• Applications msut be submitted by a single firm that will demonstrate overall contractual and technical responsibility for the assignment, and the firm meets the qualification requirements set out in Section 13.

• The firm shall be a legally registered entity in Pakistan, with valid National Tax Number (NTN) and General Sales Tax (GST)/BRA registration where applicable.

• The firm shall declare any pending litigation, blacklisting, or conflict of interest relevant to this assignment.

12. Coordination and Institutional Arrangements

The consulting firm shall work under the overall guidance and oversight of Client and in close coordination with the four WE-LED cum NutriHub Centres and the emerging apex body representing the Centre network.

The firm shall facilitate coordination and partnerships, as relevant to the assignment, with key government departments and technical and regulatory institutions, including Balochistan Food Authority (BFA), B-TEVTA, LUAWMS, SMEDA, district administrations and other relevant line departments.

The firm shall also engage Chambers of Commerce, cooperatives, financial institutions, private-sector actors, educational institutions, market actors, development partners and other relevant stakeholders to support institutional strengthening, accreditation, regulatory compliance, enterprise development, market access and sustainability.

Coordination mechanisms shall progressively strengthen the role and ownership of the Centres and apex body so that key institutional and market relationships can continue beyond the assignment period.

13. Monitoring, Quality Assurance and Adaptive Management

The consulting firm shall establish and maintain a practical monitoring and quality assurance system to track progress against agreed deliverables, results and performance indicators.

Baseline values and final targets for the Results Framework shall be reviewed and confirmed with Client within the first eight weeks of the assignment. Progress shall thereafter be tracked through regular Centre- and CRP-level monitoring, quarterly performance reviews and periodic field verification.

Monitoring findings shall be used for adaptive management, including adjustment of activities, enterprise approaches, market strategies and implementation priorities where required. The consulting firm shall ensure the quality, consistency and reliability of all technical outputs, monitoring data and reports submitted under the assignment.

14. Safeguarding, PSEA and Ethical Requirements

The consulting firm shall comply with applicable Client safeguarding, Protection from Sexual Exploitation and Abuse (PSEA), gender and ethical standards throughout the assignment.

Appropriate safeguarding measures shall be maintained for activities involving women and adolescent girls, including informed participation, guardian consent for minors where required, safe participation arrangements, confidentiality and accessible mechanisms for raising concerns.

All team members and associated personnel shall maintain professional conduct, respect community dignity and privacy, and ensure that programme participation does not expose beneficiaries to exploitation, abuse, discrimination, harassment or avoidable harm.

Any safeguarding or PSEA concern arising during implementation shall be handled and reported in accordance with the applicable Client protocols and referral mechanisms.

15. Proposal Submission Requirements

Interested consulting firms shall submit separate Technical and Financial Proposals.

Technical Proposal

The Technical Proposal should include:

• Understanding of the assignment and its objectives;

• Proposed methodology and implementation approach;

• Detailed workplan for the 18-month assignment;

• Proposed team composition and deployment arrangements;

• Relevant corporate experience and organisational capacity;

• Details of similar assignments undertaken;

• CVs of proposed key experts; and

• Key implementation risks and proposed mitigation measures.

Financial Proposal

The Financial Proposal shall be submitted separately, with a clear breakdown of professional fees, field implementation costs, travel, operational costs and other costs required for completion of the assignment, including applicable taxes as appropriate.

Submission of Proposals

Complete proposals must be submitted electronically to  [email protected] no later than 6:00 PM on September 7, 2026

The email subject line should clearly state: “Proposal – Consultancy for Consolidation and Sustainability of WE-LED cum NutriHub Centres in Lasbela and Hub.”

Late or incomplete submissions may not be considered.

Clarifications

Any questions or requests for clarification regarding these ToRs must be submitted in writing to [email protected] no later than 6:00 PM on September 4, 2026. Responses to substantive clarifications may be shared with all prospective applicants, as deemed appropriate.

16. Evaluation Criteria

Proposals will be evaluated using a Quality and Cost-Based Selection (QCBS) approach, with 80% weight assigned to the Technical Proposal and 20% to the Financial Proposal.

1. Technical Evaluation – 80 Marks

A minimum technical score of 56 out of 80 (70%) shall be required for a proposal to qualify for financial evaluation.

2. Financial Evaluation – 20 Marks -- Financial proposals of technically qualified firms will be evaluated using the following formula:

Financial Score = (Lowest Evaluated Financial Proposal / Financial Proposal of the Firm) × 20

3. Final Evaluation

The Technical and Financial Scores will be combined, and the firm obtaining the highest overall score out of 100 will be ranked first for award, subject to any required due diligence and contractual negotiations.

17. Right to Accept or Reject Proposals

The Client reserves the right to accept or reject any proposal, seek clarifications, or cancel the procurement process, in accordance with its applicable procurement procedures, without incurring any liability to the applicants.