Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698076169799.pdf (Saint Lucia)
DRAFT TERMS OF REFERENCE CONSULTANCY SERVICES FOR THE REVISION OF THE LIVESTOCK SUB-SECTOR POLICY AND STRATEGY AND DEVELOPMENT OF A MASTERPLAN - SAINT LUCIA 1.

BACKGROUND 1.01 In the past three decades, agricultural development in Saint Lucia was adversely affected due to the over-reliance on the banana industry.

The favourable conditions offered by the European Common Market were the primary cause of that development.
However, since the removal of guaranteed preferential market access banana output in has declined drastically.

Inevitable, the socioeconomic conditions of farm families and rural communities have been significantly affected.

This has prompted GOSL through the Ministry of Agriculture, Fisheries, Physical Planning, Natural Resources and Co-operatives (MAFPPNRC) to intensify its agricultural diversification efforts on subsectors with high growth potential, particularly livestock.
The sub-sector contributes towards the fulfilment of national development goals, such as improved food and nutrition security.

Most importantly, it has provided opportunities for women who were displaced following the demise of the banana industry and has also demonstrated significant potential for the engagement of youth in the production, processing and service segments of the value chain.

1.02 At present, the livestock sub-sector is dominated by poultry and pork production.
Chicken production continues to thrive as was seen in the financial year 2018 when output increased by 0.8%, a total of 2,407 metric tonnes compared to 2,389 metric tonnes in 2017.

Pork production also improved, registering a 24% growth, 278.2 metric tonnes in 2018 from 225 metric tonnes in 2017.

Saint Lucia remains self-sufficient in the production of eggs, and small ruminant production is poised for rapid growth.
Efforts are being made to arrest the spread of the Tropical Bond Tick which has affected cattle production over the recent years.

1.03 While there is enormous potential for sector expansion and increased contributions, food safety, weak linkages across the value chain and industry planning are areas that require urgent attention.

Specifically, the intensification and modernisation of the livestock sub-sector require improved governance and management and investment in infrastructure.
This includes livestock input supplies, production and processing facilities, animal health, extension and business development services.

Also, poor quality and quantity of breeding stock and the absence of a strong framework for the management of the national gene pool have over the years, negatively impacted development of the sub-sector.
The recently decommissioned Beausejour Agricultural Station (BAS), a critical asset which provided breeding stock and other essential services to the livestock sub-sector has further exacerbated the situation.

The MAFPPNRC is currently exploring cost-effective solutions and efficient delivery mechanisms to provide inputs and services to producers and other actors of the livestock value chain.
1.04 Given this recent development (the decommissioning of BAS) as well as the critical areas for intervention identified, GOSL has taken a second look at the governance and management framework for the sub-sector with the view to outlining a clear path for development.
GOSL found it prudent to build on the principles, values and broad objectives outlined in the Livestock Sub-sector Policy and Strategy of 2018 and further orient them towards addressing critical issues such as sub-sector resilience, climate change, gender equity and food and nutrition security.
This entails reviewing the current policy and strategy and establishing what needs to be done to achieve stated objectives and, the identification of performance indicators (PIs) for the monitoring of progress and the achievement of results.

Additionally, to operationalise the strategy GOSL recognises the need for the development of a Masterplan that details how the strategy will be executed and, the identification of infrastructure critical to the modernisation and growth of the sub-sector.

2.
2.

OBJECTIVE The overall objective is to enhance the capacity of GOSL and its relevant agencies to plan 2.01 development interventions for the livestock sub-sector in Saint Lucia.

2.02 The Specific Objective of this consultancy is to: (a) (b) (c) (d) (e) Review and augment the Saint Lucia Livestock Sub-sector Development Policy and Strategy.

Develop a Masterplan that outlines how the major elements of the Strategy will be achieved.
Determine and prioritise critical infrastructure required for the operationalisation of the Livestock Development Strategy.

Determine prerequisites for the establishment of prioritised infrastructure.

Recommend locations and specifications for prioritised infrastructure including cost effective and efficient delivery mechanisms for the provision of services.

3.
3.

SCOPE OF SERVICE The Consultancy team will be required to use a combination of investigative and consultative 3.01 processes to realise the objectives defined above, including but not limited to the following; (a) (b) (c) Revise the Saint Lucia Livestock Sub-sector Development Policy and Strategy in keeping with national development policies and priorities articulated by GOSL.

Develop a Masterplan for the Livestock Sub-sector based on the augmented strategy.
The plan should include a results framework (activities, roles and responsibilities, time frame), and highlight critical success factors.

Determine and prioritise critical infrastructure required for the operationalisation of the Strategy.

The consultant(s) will: (i) (ii) (iii) (iv) (v) Conduct an assessment of current infrastructure; capacity, relevance, suitability, current conditions; potential for expansion and upgrade.
Determine new/modern infrastructure requirements and outline their added value to the sub-sector.

Develop a prioritisation framework for livestock industry infrastructure, including associated timelines for construction with the view to providing maximum benefits to the sub-sector.

Review relevant plans and documents with the view to determining locations and specifications for prioritised infrastructure including cost effective and efficient delivery mechanisms for the provision of services.
Explore approaches for public/private sector partnership opportunities for investments in livestock infrastructure and the provision of services.

4.

REPORTING REQUIREMENTS 4.01 The consultant will be required to submit the following number of reports, respectively: (a) (b) (c) (d) Inception Report - Analysis of existing situation and work plan for the project including the methodology and the approach to be adopted.
Specifically, the report should contain a detailed timeline for project activities, a format for reports and a preliminary list of secondary data sources.

The report should be submitted within two (2) weeks of the commencement of the assignment.

Revised Saint Lucia Livestock Sub-sector Development Policy and Strategy - An updated Policy and Strategy which is aligned to articulated national policy - By September 2020.
Saint Lucia Livestock Sector Master Plan - Master Plan based on the Revised Saint Lucia Livestock Sector Development Strategy - By December 2020.

Saint Lucia Livestock Infrastructure Requirement Report - An infrastructure requirement report based on the Revised Saint Lucia Livestock Sector Development Strategy - By March 2021.

(e) Final report - Summary of major findings and recommendations - By June 2021.

4.02 GOSL will provide comments on the reports within two weeks of receipt.
Revised reports are expected within one week of receipt of comments.

5.

QUALIFICATIONS AND EXPERIENCE 5.01 A team comprising two (2) experts and possible support staff is required.

More specific details as it relates to qualifications and experience are as follows: Key Expert 1: Livestock Development Specialist Required Qualifications, Experience and Competencies: (a) At least a Master’s Degree in Livestock Science, Veterinary Public Health, Agricultural Economics or equivalent.
At least ten (10) years of relevant professional experience, and at least five (5) years as lead planning and monitoring expert in livestock sector or related programs/projects.

Experience in undertaking assessments and consultancies in preparing feasibility studies for agricultural projects, agricultural institutional analysis and other related areas and a solid knowledge of capacity development challenges in public and private livestock sector institutions will be an asset.
(b) Specific professional experience: (i) (ii) (iii) (iv) Substantial experience in animal production and animal health, in particular, planning/advisory functions in programs/projects dealing with animal health and livestock value chain development.

Proven experience in public-private animal health service delivery systems, and the regulatory framework.

Proven experience in the design, implementation and monitoring of public policy and development programmes.
Solid, proven professional experience in the analysis of policies, strategies, approaches, and tools for effective livestock development and service delivery.

(c) Other technical competencies include: (i) (ii) (iii) (iv) Proficiency in report writing.

Excellent analytical skills.

Experience in executing stakeholder consultation.

Excellent oral and written skills.


Key Expert 2: Veterinary Expert Required Qualifications, Experience and Competencies (a) At least a first Degree in Veterinary Public Health, Livestock Science or equivalent.

At least seven (7) years of relevant professional experience, and at least three (3) years as lead planning and monitoring expert in animal health delivery services or related programs/projects.
(b) Specific professional experience: (i) (ii) Proven experience in the design, implementation and monitoring of animal health and livestock development programmes.

Professional experience in the analysis of policies, strategies, approaches, and tools for effective delivery of animal health and livestock development service delivery.

(c) Other technical competencies include: (i) (ii) (iii) (iv) Proficiency in report writing.

Excellent analytical skills.

Experience in executing stakeholder consultation.


Excellent oral and written skills.