Our projects

The current objective is to improve the performance of the Swiss HoA programme. This will be achieved thanks to a broad shift in posture, achieved through four highlevel outcomes: (a) improved monitoring and risk governance of the SDC HoA programme, (b) increased benefits for the most vulnerable people, including in hard-to-reach areas, through better targeting by Swiss Agency for Development and Cooperation (SDC), (c) increased number and improved quality of partnerships with local actors, and (d) improved state-led national development plan (NDP) and sustainable development goals (SDG) monitoring.

To better achieve this it is believed that third-party monitoring should be applied at the project, portfolio and strategy level, backed up by community feedback mechanisms to increase accountability to beneficiaries, and implementing partner risk assessments, audit field spot checks, in addition to training and capacity building of implementing partners. SDC will therefore be able to improve the tracking of its projects in Somalia, and also to extend the mix of aid modalities, and allow the management of projects to focus to a greater extent on risk management and trust.

Through its Whole-of-Government Regional Cooperation Strategy Horn of Africa (CS Horn of Africa) 2018-2021, Switzerland has the following priorities:

• Geographic target: At risk regions of the Horn of Africa, mainly Somalia (including Somaliland), and the Arid and Semi-Arid Lands (ASAL) of Kenya (i.e. North-Eastern Kenya) and Ethiopia (i.e. South-Eastern Ethiopia). Switzerland aims at stronger focusing its intervention to rural and harder-to-reach areas.
• Population target: pastoralists, agro-pastoralists, most vulnerable parts of population (including displacement-affected communities). Switzerland aims at better including marginalized and disadvantaged groups, such as minority groups in Somalia.
• Thematic target: Governance, Food Security, Health, Protection/Migration.
• A new Regional Cooperation Programme for the Horn of Africa will be developed in 2021 for the period 2022-25. It is expected that only minor adjustments to the mentioned geographic, population and thematic targets will occur.

Project Components and Phases. FRAP is made up of the following elements:

a) Third-Party Monitoring (TPM) (subject of this tender) and a Digital Platform

b) Support to the International NGO Safety Organization (INSO)

c) Possibly support to the Somalia UN Risk Management Unit (UN RMU)

d) Possibly direct or indirect support to the National Bureau of Statistics of Somalia

As part of the first element, the Kulmis Support Team (KST) works with SDC, implementing partners and digital platform developers to ensure all SDC M&E tools and IP progress data are accurately transferred to the digital platform. This task also including supporting implementing partners during this transaction process, as providing trainings, supporting on filling and uploading specific progress monitoring tools, undertaking the initial QA-QC in data management, etc. In addition to that, KST regularly provides feedback to developers to ensure the digital platform is user friendly and reflects the accurate data, along with regular updates on data protocol to be adopted.

The current objective is to improve the performance of the Swiss HoA programme. This will be achieved thanks to a broad shift in posture, achieved through four highlevel outcomes: (a) improved monitoring and risk governance of the SDC HoA programme, (b) increased benefits for the most vulnerable people, including in hard-to-reach areas, through better targeting by Swiss Agency for Development and Cooperation (SDC), (c) increased number and improved quality of partnerships with local actors, and (d) improved state-led national development plan (NDP) and sustainable development goals (SDG) monitoring.

To better achieve this it is believed that third-party monitoring should be applied at the project, portfolio and strategy level, backed up by community feedback mechanisms to increase accountability to beneficiaries, and implementing partner risk assessments, audit field spot checks, in addition to training and capacity building of implementing partners. SDC will therefore be able to improve the tracking of its projects in Somalia, and also to extend the mix of aid modalities, and allow the management of projects to focus to a greater extent on risk management and trust.

Through its Whole-of-Government Regional Cooperation Strategy Horn of Africa (CS Horn of Africa) 2018-2021, Switzerland has the following priorities:

• Geographic target: At risk regions of the Horn of Africa, mainly Somalia (including Somaliland), and the Arid and Semi-Arid Lands (ASAL) of Kenya (i.e. North-Eastern Kenya) and Ethiopia (i.e. South-Eastern Ethiopia). Switzerland aims at stronger focusing its intervention to rural and harder-to-reach areas.
• Population target: pastoralists, agro-pastoralists, most vulnerable parts of population (including displacement-affected communities). Switzerland aims at better including marginalized and disadvantaged groups, such as minority groups in Somalia.
• Thematic target: Governance, Food Security, Health, Protection/Migration.
• A new Regional Cooperation Programme for the Horn of Africa will be developed in 2021 for the period 2022-25. It is expected that only minor adjustments to the mentioned geographic, population and thematic targets will occur.

Project Components and Phases. FRAP is made up of the following elements:

a) Third-Party Monitoring (TPM) (subject of this tender) and a Digital Platform

b) Support to the International NGO Safety Organization (INSO)

c) Possibly support to the Somalia UN Risk Management Unit (UN RMU)

d) Possibly direct or indirect support to the National Bureau of Statistics of Somalia

As part of the first element, the Kulmis Support Team (KST) works with SDC, implementing partners and digital platform developers to ensure all SDC M&E tools and IP progress data are accurately transferred to the digital platform. This task also including supporting implementing partners during this transaction process, as providing trainings, supporting on filling and uploading specific progress monitoring tools, undertaking the initial QA-QC in data management, etc. In addition to that, KST regularly provides feedback to developers to ensure the digital platform is user friendly and reflects the accurate data, along with regular updates on data protocol to be adopted.

The current objective is to improve the performance of the Swiss HoA programme. This will be achieved thanks to a broad shift in posture, achieved through four highlevel outcomes: (a) improved monitoring and risk governance of the SDC HoA programme, (b) increased benefits for the most vulnerable people, including in hard-to-reach areas, through better targeting by Swiss Agency for Development and Cooperation (SDC), (c) increased number and improved quality of partnerships with local actors, and (d) improved state-led national development plan (NDP) and sustainable development goals (SDG) monitoring.

To better achieve this it is believed that third-party monitoring should be applied at the project, portfolio and strategy level, backed up by community feedback mechanisms to increase accountability to beneficiaries, and implementing partner risk assessments, audit field spot checks, in addition to training and capacity building of implementing partners. SDC will therefore be able to improve the tracking of its projects in Somalia, and also to extend the mix of aid modalities, and allow the management of projects to focus to a greater extent on risk management and trust.

Through its Whole-of-Government Regional Cooperation Strategy Horn of Africa (CS Horn of Africa) 2018-2021, Switzerland has the following priorities:

• Geographic target: At risk regions of the Horn of Africa, mainly Somalia (including Somaliland), and the Arid and Semi-Arid Lands (ASAL) of Kenya (i.e. North-Eastern Kenya) and Ethiopia (i.e. South-Eastern Ethiopia). Switzerland aims at stronger focusing its intervention to rural and harder-to-reach areas.
• Population target: pastoralists, agro-pastoralists, most vulnerable parts of population (including displacement-affected communities). Switzerland aims at better including marginalized and disadvantaged groups, such as minority groups in Somalia.
• Thematic target: Governance, Food Security, Health, Protection/Migration.
• A new Regional Cooperation Programme for the Horn of Africa will be developed in 2021 for the period 2022-25. It is expected that only minor adjustments to the mentioned geographic, population and thematic targets will occur.

Project Components and Phases. FRAP is made up of the following elements:

a) Third-Party Monitoring (TPM) (subject of this tender) and a Digital Platform

b) Support to the International NGO Safety Organization (INSO)

c) Possibly support to the Somalia UN Risk Management Unit (UN RMU)

d) Possibly direct or indirect support to the National Bureau of Statistics of Somalia

As part of the first element, the Kulmis Support Team (KST) works with SDC, implementing partners and digital platform developers to ensure all SDC M&E tools and IP progress data are accurately transferred to the digital platform. This task also including supporting implementing partners during this transaction process, as providing trainings, supporting on filling and uploading specific progress monitoring tools, undertaking the initial QA-QC in data management, etc. In addition to that, KST regularly provides feedback to developers to ensure the digital platform is user friendly and reflects the accurate data, along with regular updates on data protocol to be adopted.

The overall objective (impact) to which this action contributes is: to increase the Commission’s capacity to strengthen resilience and better link humanitarian, development and peace actions (HDP nexus approach) in a conflict-sensitive way in fragile and conflict-affected countries, and in partner countries affected by a sudden shock.

The specific objectives (Outcomes) of this contract are as follows:

• To support the preparation and implementation of the resilience component of the RRP and the mainstreaming of resilience in geographic and thematic projects and programmes.
• To strengthen coordination and synergies between DG INTPA, DG ECHO, FPI, EEAS, and wherever relevant and possible “Team Europe” following a HDP nexus approach. Similarly, strengthen coordination and synergies with other humanitarian, development and peace actors on the ground.
• To support the Commission efforts to ensure that all actions in fragile and conflict affected countries are conflict sensitive, as per NDICI-GE and good international practice.
• To support the Commission´s effort to advance different policy areas related to resilience, peace and security and their implementation.

Overall objective of the project is to enhance the effectiveness and efficiency of the “Inclusive Lesotho” Action’s implementation by setting up a tailored monitoring & evaluation framework for the programme. The “Inclusive Lesotho” Action aims to achieve systemic, participatory improvements in the way elections are conducted by promoting targeted civic education, enhancing transparency measures, and supporting broad-based participation, particularly among underrepresented groups such as women, youth, people with disabilities, and those experiencing multidimensional poverty, as well as to improve the voter registry and to enhance the capacity of the Independent Electoral Commission to administer fair, transparent, and inclusive elections through targeted capacity building.

Specific objectives of the monitoring & evaluation assignment are as follows:

• To design and implement a monitoring system at action level, based on the action’s logical framework, on the basis of the agreed data and information collected in collaboration with the project implementers (International IDEA and UNDP);
• To set up a learning mechanism that provides feedback to involved stakeholders at regular intervals, and allows progressive adjustments of the programme when needed;
• To provide a mid-term review of the programme, including support to the implementing partners in the definition of a sustainability/exit strategy.

Under lot 16 – Evaluation at intervention level, Framework Contractors support the European Commission services (HQ and EUDs) in carrying out external and evidence-based evaluations of EU external action in partner countries and regions worldwide, and globally.

Evaluations include the following types: ex-ante, mid-term, final or ex-post. These types reflect the fact that an evaluation can take place at different stages of EU external actions and determine the principal evaluation purpose and intended use. It also includes cases in which a single evaluation covers elements with different temporal scopes and counterfactual impact evaluations.

To date, the following evaluations and assessments were implemented or are currently implemented:

• Evaluation of ADELANTE (final / ex-post phase 1 and interim second phase)
• Evaluation of CBRN risk mitigation interventions - IcSP
• Final evaluation of the program to support the empowerment of women and the protection of the rights of women and girls (FEMFI) in Djibouti
• Final Evaluation of the two projects strengthening social cohesion between displaced populations and host communities in Burkina Faso and Niger (WFP)
• Final Evaluation of Decision No. 042-166 (AMCC+) "Strengthening Governance and Climate Resilience in Chad"
• Mid-term Evaluation of the Health Sector Support Programme in Tunisia "Essaha Aziza"
• Final Evaluation of the China – EU School of Law Programme
• Final Evaluation of the Health Care Access and Supply Strengthening Programme in DRC and Support for the Preparation of the Future EU Health Programme in the Democratic Republic of Congo
• Final Evaluation – IBM III in Lebanon
• Mid-term Evaluation of PAGFAM in Mauritania
• Evaluation of BIC Africa
• Final Evaluation of FPI Crisis Response in North-East Syria
• Final Evaluation of the 'Technical Assistance to the Implementation of the EU-Angola Dialogue Facility'
• Final Evaluation of Investment Support to the Wadi Al Arab Water System II Project
• Mid-term Evaluation of the "United for Peace and Security" Programme
• Final Evaluation of Promove Comercio - Building Competitiveness for Exports
• Mid-term Evaluation of the "Support to the Formalization of the Economy including Social Protection and Support to Public Finance Management" Programme
• Mid-term Evaluation of the Blue Economy Programme

The general objective of this technical assistance is to promote and facilitate the participation of civil society organisations (CSOs) in general, and women in particular, at all levels of the country's public and socio-economic spheres, through the structural and operational strengthening of Congolese CSOs and those working specifically on the promotion and enhancement of women and young people, including support for the consolidation of women's leadership. The aim is to support and build the capacity of Congolese civil society organisations (CSOs), and of women's and youth organisations in particular, as players in sustainable development and inclusive growth.

SO1: Strengthen the capacities of Congolese civil society, its structuring and networking around existing joint actions financed by the EU, including organisations managed by women and/or working on the promotion and enhancement of women's rights;

SO2: Facilitate the representativeness and contribution to social, economic and political dialogue of organisations, particularly those managed by women and/or working on the promotion and enhancement of women's rights;

SO3: Strengthen the capacity of Congolese civil society organisations, particularly women's organisations, to participate in public debate, and in drawing up and monitoring national policies and socio-economic development programmes;

SO4: To improve knowledge of civil society in general and women's organisations in particular, and the visibility of their actions.

Haiti is evolving in a context of institutional fragility and unstable democratic governance, aggravated by the assassination of the President in 2021 and an ongoing constitutional crisis. This context of fragility and chronic instability has led to a confusion of roles between civil society and the political class. The decay of the State and the absence of coherent public policies over the long term have forced many CSOs to fill in the gaps (substitution logics) to respond, as best they can, to the needs of the population. In this context, the role of Haitian civil society remains essential, both in advocating for public policies that improve the situation of the population, and in providing basic services and reinforcing community solidarity and a spirit of citizenship.

With PAIESC, the EU is continuing its support to civil society after the 10th and 11th EDF. The programme aims to contribute to the consolidation of democracy and civic culture in Haiti through the growing, inclusive and effective participation of emerging civil society players, particularly young people, in the country's democratic, economic and social development process. It should therefore contribute to strengthening the organisational, technical, advocacy and proposal capacities of civil society players. PAIESC will be implemented through programme estimates.

++General objective++

Contribute to the consolidation of democracy and civic culture in Haiti

++Specific objectives++

• To provide technical assistance for the coordination, planning, implementation, monitoring and reporting of PAIESC, as well as its financial and contractual management.
• Provide the technical assistance and management, support and supervision measures required within the framework of the resources provided for in this contract, to ensure that the Programme Specification and related activities run smoothly, in particular the strengthening of the strategic, institutional and operational capacities of CSOs (in particular, NGOs), institutional and operational capacities of Haitian CSOs (including CBOs and small formal or informal associations in communities) to be responsible, informed and competent partners in economic, political and social life, and to support small communities in tackling structural problems through cascading grants to be awarded under the programme estimate

The overall objective underlying the proposed specific contract is to support the Contracting Authority (INTPA G5) and its partners to coordinate, manage and deliver on the components of the TEI. The technical assistance is primarily focused on coordination/management support and delivery of TEI processes and outputs, while providing capacity for targeted substantive IFF/TOC inputs as needed.

Specific objectives are:

1. Ensure smooth, efficient and inclusive coordination of all TEIs stakeholders within and among the Strategic Steering Group and the Management Committee.

2. Support high-level knowledge management, monitoring and information sharing to enhance the coordination, coherence, complementarity and visibility of actions taken by the EU and TEI members in the areas covered by the TEI.

3. Provide a platform for EU actors and African partners to align approaches, ensuring a unified stance and stronger visibility in regional and global fora.

The objective of the FWC is to provide, via individual assignments defined and contracted through Specific Contracts, expertise which can be mobilised at short notice. The quality of the services, which may make use of expertise either internal or external to the Framework Contractor, must be guaranteed by the Framework Contractor who will provide the appropriate internal technical skills and resources.

The FWC has no funds on its own. The main instrument within external action is the Neighbourhood, Development and International Cooperation Instrument - Global Europe (NDICI-Global Europe).

The implementation duration (not exceeding 48 months) and the contractual amount (not exceeding € 1,999,999) are fixed for each individual assignment.

The thematic division is articulated according to the priority areas of the EU International Partnerships and Lot 9 focuses on the following sectors:

• Human Rights Based Approach (HRBA)
• Human Rights
• Support to democratisation
• Reinforcement of the rule of law and administration of justice
• Public administration reform and organisational development of public institutions
• Elections
• Gender equality and women’s empowerment