Nuestros proyectos

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 Project Development Objective (PDO) is to improve access to basic services and food security of Select Communities in the Republic of the Sudan. The project is designed to complement the current humanitarian aid to Sudan by laying a foundation for medium and longer term development support in areas with high concentration of IDPs. It builds for the future of Sudan by restoring access to basic services and food, protecting human capital, and enhancing communities’ resilience using a bottom-up approach. It is sequenced to first meet immediate basic service needs of vulnerable groups in areas of high IDP concentration and relative safety and accessibility, followed by community-led planning and implementation of medium-term basic services.

Project M&E efforts will be supplemented by BSMA to ensure WB oversight on the ground, given limited access for Bank personnel. To support the WB to fulfil its monitoring and supervision obligations in areas where its staff are unable to access project sites, the Bank engaged with BSMA with the objective of providing a monitoring layer to complement the monitoring activities of the Implementing Entities and ensure that Bank funds are utilized for the purposes specified in the grant agreement and project documents. The BSMA ’s services will include monitoring of all aspects of Project implementation, including:

• Implementation progress or completion status (including community selection and fund allocations, verification of stakeholder engagement activities, timeliness of implementation, physical verification of infrastructure and goods including quality, quantity, sizing/dimensions, etc. prepared as part of small-scale climate-resilient infrastructure development), and compliance that the physical implementation of projects (including physical verification of works/construction) is in accordance with signed contracts and approved safeguards instruments which are prepared based on the requirements of the WB safeguards policies, UNICEF/WFP policies and procedures and relevant laws and regulations of Government of Sudan.
• Monitoring of the Implementing Agencies’ implementing partners’ fiduciary compliance within the limits focused on site assessments as outlined below.
• On the environmental and social risk management (ESRM) side, the BSMA shall carry out verification of the degree of compliance with ESRM requirements as per the site ESRM instruments including site visits to construction sites, waste disposal sites aided, GMV Centres to comply with WB requirements. This will include monitoring compliance with the Environmental and Social Commitment Plan and more specifically the ESF instruments used in the project.
• Monitor functioning of the project’s grievance redress mechanism (GRM).
• Carry out physical verification with digital photographs of ongoing works and goods supplied, through geo-tagged information and support of smart technology, alerting the Bank and relevant Implementing Agency to deficiencies in quality and implementation and following up on the correction of these deficiencies.
• Compile lessons from activity verification, challenges faced and output monitoring to generate reports on lessons learned and recommendations for improving monitored projects.

The BSMA will also be responsible for monitoring any project activities to develop the capacity within the lowest level of governance structures to enable delivery of basic services – at the community and Locality level.

The overall objective (Impact) to which this action contributes is to improve gender responsive Water, Sanitation and Hygiene (WaSH) services and practices in the Autonomous Region of Bougainville (AROB) based on the EU-PNG MIP 2021-2027 and in line with current agreed processes of the drawdown of powers.

The specific objective of this action is to improve governance and institutional capacity of mandated authorities for WaSH service delivery in Bougainville.

This evaluation has two overarching objectives. Firstly, it aims to provide an independent and comprehensive assessment of the performance and strategic relevance of the EU’s partnership with the Republic of Guinea. Secondly, it seeks to identify key lessons and produce forward-looking recommendations to inform responsible decision-makers – particularly within the European External Action Service and the Directorate-General for International Partnerships – on how to enhance the quality, coherence, and impact of the EU’s current and future strategies, programming, and actions in Guinea.

Its specific objectives are as follows:

• To assess how the EU’s overall engagement in Guinea has contributed to its strategic objectives at the country level, through political dialogue, development cooperation, trade, and investment initiatives;
• To provide EU external cooperation services and the broader public with an independent assessment of the EU’s cooperation with the Republic of Guinea over the period 2014-2024.

The evaluation will focus on six priority sectors: i) return to constitutional order; ii) south-north migration; iii) natural resource exploitation and public finance; iv) energy; v) climate change; and vi) health.

The evaluation will deliver findings, conclusions, and lessons regarding the effectiveness, coherence, and sustainability of the EU support in Guinea. It will also provide targeted, practical, and forward-looking recommendations to improve the design and implementation of current and future EU interventions in Guinea under the 2021-2027 programming period

This assignment consists of an evaluation of the European Union’s Budget Support in Montenegro, focusing on three strategic areas: Public Administration Reform (PAR), Integrated Border Management (IBM), and the response to COVID-19. It covers four sector budget support programmes implemented between 2016 and 2026, including the PAR programme, two IBM programmes, and COVID-19 crisis response support. The evaluation will assess the relevance, effectiveness, efficiency, coherence, EU added value and sustainability of these interventions, with particular attention to their contribution to Montenegro’s EU accession agenda. It will examine how EU financial support, policy dialogue and complementary technical assistance have supported reforms, strengthened national systems, and contributed to governance, security, economic recovery and social resilience.

The work will combine document review, interviews, field visits, quantitative analysis and stakeholder consultation, structured around reconstructed intervention logics and evaluation questions. The evaluation will provide evidence-based findings, conclusions and recommendations for future EU support in Montenegro.

Methodologically, the assignment will follow the OECD-DAC approach to budget support evaluation, structured around the levels of the intervention logic: inputs, direct outputs, induced outputs, outcomes and contextual impact indicators. The evaluation will not aim to prove direct causality for higher-level results, but will assess the plausibility and consistency of EU contributions in relation to observed changes. Evidence will be gathered through a combination of documentary review, administrative and statistical data, interviews with EU, government, donor and civil society stakeholders, focus groups and field visits.

The USAID-funded Assistance for Families & Indigent Afghans to Thrive (AFIAT) project aims to conduct the AHS 2022/2023. The overall purpose of the project is to provide the data needed to assess the performance of Afghanistan's health care system by conducting a household level assessment of key health indicators with a focus on evolving perceptions and socio-cultural norms, with an emphasis on gender and youth, to guide implementation of high impact interventions for reproductive, maternal, newborn, and child health (RMNCH), nutrition, and tuberculosis. The AHS 2022 will help to understand and monitor changes in household and community motivations, attitudes, habits (e.g., health expenditures), and other health information.

The goal of AHS 2022/2023 is to provide national level and provincial level population estimates of various outcome and impact level health indicators based upon the performance of the basic package of health services (BPHS) in both rural and urban areas of the 34 provinces in the following key areas:

Socio-economic and demographic characteristics: Child health and immunization, Maternal and Neonatal health (i.e. ANC, Delivery, PNC, danger signs), Maternal and child mortality and their causes, Nutritional status and behaviors of women and children, Fertility and family planning, including contraceptive prevalence rate and birth spacing, Tuberculosis, Health equity, accessibility, and utilization differences between higher and lower wealth quintiles and urban vs. rural populations, Household level knowledge, motivation, attitudes, behaviors, satisfaction with services and perceptions of the quality of healthcare (including Household expenditures on health services and drugs and other recommended information)

The Somalia Crisis Recovery Project is a flood and disaster recovery, and reconstruction project financed by the World Bank to the Federal Ministry of Finance (MOF). It will support immediate and sustainable flood recovery and finance activities to mitigate against future shocks, by supporting: (a) immediate early floods recovery and service delivery restoration activities; (b) immediate support activities to respond and mitigate COVID 19; (c) medium-term rehabilitation of flood-impacted infrastructure, services and livelihoods; (d) elements of immediate and longer-term crisis preparedness and recovery; (e) detailed flood risk management plans, including both structural and non-structural flood risk management solutions for the country; and (f) support to enhance government performance and accountability and citizen engagement in service delivery.

The overall objective of the assignment is to provide independent review of project implementation and verification of all project results.

The project components include:

• Component 1: Immediate basic services and livelihood support for early recovery
• Component 2: Medium-term flood recovery
• Component 3: Longer-term disaster risk management and preparedness
• Component 4: Project Management
• Component 5: Contingency Emergency Response Component

As part of the Component 2 verification activities, the team is undertaking progress monitoring and assessment of river embankments, health facilities, roads and irrigation canals, through technical assessment of measurements of construction sites and materials, and verification of compliance as per the works contract.

The Project’s early recovery and locust preparedness activities will likely take six to twelve months to complete, while an overall four-year project duration is proposed to: (a) allow the completion of infrastructure activities to building-back-better standards; (b) allow time for the FGS-Federal Member State (FMS) project management arrangements to become functional, and (c) support longer-term resilience building and risk management within Government. The Project will follow a rigorous prioritization and sequencing exercise based on the needs identified in the FINA, to identify state-level annual investment plans.

The Health Sector Support Programme ('Essaha Aziza', financing agreement ENI/2016/39-819) was composed of two phases: the first phase started in 2017 with an overall budget of EUR 20 million and the second started in 2021 (following an extension in the form of a budget reinforcement decided in 2020), increasing the overall budget to EUR 70 million. Its general objective was to support Tunisia in improving healthy living conditions and promoting the well-being of all and at all ages. More specifically, the program aimed to improve the performance of the health system in Tunisia, particularly in terms of front-line services, surveillance, emergency, telemedicine and family, community and hospital care.

This evaluation was a "mid-term evaluation" and covered the period from the start of intervention activities in 2017 until mid-2023 (30/06/2023). Its aim was to provide an independent analysis of the programme's performance, highlighting the qualitative and quantitative results in relation to the objectives. More specifically, it assessed the relevance of the intervention's focus areas in light of the results obtained. It also verified the proper delivery of equipment (including destination, allocation, use, and associated training). Additionally, it evaluated the intervention's performance in terms of the results achieved and the resources allocated, as well as the satisfaction of users of frontline health services. The recommendations aimed to contribute to the reflection for the next strategic programming in the health sector and to inform future interventions by 2025/2026.

The general objective of this assignment was to provide the European Commission, EU Member States, and other stakeholders with an independent final evaluation of the EU Trust Fund Bekou. The Bekou Trust Fund had been established in July 2014 to support the Central African Republic in its transition from crisis to development through stabilisation, reconstruction, and resilience-building interventions. The final evaluation covered the period from the Fund's inception until 2024. This strategic evaluation had a dual thematic scope: on the one hand, all the sectors of intervention financed by the Fund, and, on the other hand, the Fund as a political and financial instrument.

The specific objectives of the evaluation are:

• To assess the response of the Bekou Trust Fund to the needs of beneficiaries and its contribution to results in a crisis context and regarding the SDGs;
• To assess the ownership by stakeholders in the CAR and the sustainability of the interventions financed by the Bekou Trust Fund;
• To identify lessons learned from the Bekou Trust Fund within the framework of the principles of aid effectiveness;
• To examine the comparative advantages of the functioning of the Bekou Trust Fund and on the sustainability of its working methods.

The ++overall objective++ of the TPM for primary health care (PHC) and secondary health care (SHC) at PHC/BPHS and SHC/EPHS facilities is to ++independently verify the implementation++ processes and outcomes achieved by the contracted Service Providers (SPs) in supported health facilities and service delivery points, including verification at the community level.

More specifically, Particip,

• Monitors Health Facility Functionality;
• Conducts HMIS Data and Community verification;
• Conducts Drug Procurement, Distribution and Storage Assessment;
• Monitors Quality of Care. In phase 2 this includes Quantified Quality Metrics (QQM) Approach, Minimum Standards of Services (MSS) and high-impact value interventions (HIVA)- specific monitoring.

Furthermore, focused assessments are carried out to verify that health workers received trainings provided by third parties. Assessments of training and protocols on gender-based violence are also conducted at EPHS facilities.

Main staff provided:

• Project Manager 275wds
• Technical Health Manager 275wds
• Technical Data Manager 275wds
• Human Resource Officer 275wds

Provincial Monrs 275wds

QA Manager 275wds

• Field Monitors 1,147wds
• Other administrative support 275wds