DANIDA FELLOWSHIP PROGRAMME

auburnhairSoftware and s/w Development

Dec 13, 2013 (3 years and 8 months ago)

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DANIDA FELLOWSHIP PROGRAMME

Tender Document: 1
3
.
0
3

I
nstructions to
T
enderers


1.1

Activity title

Development and implementation of a
4
-
week

fellowship course

(3 weeks in Denmark with a
follow
-
up
week in one of Danida’s priority countries
1
)
with the
working
title




Public

P
rivate
P
artnership



The course
is planned to be the first in a
planned
series of
three
courses over
the next
3 years
:

2014,
2015 and 2016
.

T
he individual courses will be approved one by one
.



1.2

Description

See
below

1.3

Financing and
contract




Danida Fellowship Centre (DFC) shall finance the activity, negotiate and sign the contract.

1.4

Tenderers



The
tendering is
open tendering
according to the
Danish
general rules for
tendering

of

services
in the public sector
(“Konkurrenceloven”).

P
rospective tenderers are expected to

keep themselves updated on future options for bidding
for Fellowship courses and relevant information hereto.

All
tender
information will be posted on
DFC’s website.

1.5

Expenses Relating to Tendering


The tenderer shall be
ar all expenses incurred in relation to preparation and submission of the
tender.

1.6

T
ender Documents



The tender documents consist of the following:



Invitation to Tender



Instructions to Tenderers

(incl
uding

Outline

of Activity and
Scope of Work
)




Retningslinier for kursusafholdelse, budget og regnskab


Januar

20
1
3




S
hort CV
s

for the course manager(s) and resource persons; the CVs should
document
specific experience of relevance to the assignment
only
(maximum
5

pages)




1

To be agreed between course provider and DFC


For general information rega
rding
the
Danida Fellowship Programme and DFC, see

www.dfcentre.com

1.7

Price





The financial offer must be prepared according to DFC’s guidelines (“Retningslinier for
kursusafholdelse, budget og regnskab


Januar
20
1
3
”)
, refer DFC’s website
.


The financial offer price shall be divided into one, possibly two

or three
, separate parts:

I:

Detailed course budget (development and implementation of the course) with



overhead specified for each activity (e.g. course

management, facilitation, guidance on

excursions, counselling, etc.). Curriculum Development has to be indicated separately.


II:

One budget for accommodation
in Denmark
(if
required
)

III:

One outline budget for the follow
-
up week including reimbursable
costs for course


manager/facilitator
(s)

The financial offer must reflect that the course is planned to
be
repeated (a total of 3 courses)
;
thus,
it is expected that the fee shall be reduced for courses 2 and 3
;

th
e reduction

should be

clearly indicated in the financial offer.




1.8

Human Resources



The proposed
human resources

shall have appropriate professional as well
as educational
qualifications,
professional experience from at least one developing country
(a minimum of 6
months

combined)
and fluency in English
.

The offer must include a brief presentation of the
candidates

assigned and their responsibilities pertaining to this assignment, as well as an
overview showing detailed allocation of hours and responsibilities for each pr
oposed member of
staff. Failure to do so will result in the tender being considered non
-
compliant.
In addition,
the
t
enderer must annex the proposed
candidates’

CVs with selected assignments relevant to this
course

only
.


A balanced team of candidates in
terms of gender and years of experience will be considered an
advantage.



DFC reserves the right to request change
s

of proposed

staff

during contract negotiations.
Replacement of proposed staff after entering of contract can only be allowed upon approval by
DFC.

The t
ender
ing entity

shall be

requested to indicate whether they have the ability to conduct the
course in other languages th
an English.


1.9

Clarifications




Q
uestions
of clarification can be raised
until
15 November 2013
.

The questions raised and
answers given will be forwarded to
all

tenderers

on

19 November 2013.


1.10

Contents of the tender


I
A proposal

describing the development and implementation
of
a
four
-
week

(3+1)
Fellowship
Course

in


Public

P
rivate Partnership


II

CVs for proposed
candidates

(maximum
5

pages)



CVs longer than
5

pages will be
considered non
-
compliant

III

Selected references

(maximum 10, not older than 4 years)

IV

Amendments to the activity (if any)

V

A financial offer


1.11

Validity of tender



Tender validity period is
90 days

1.12

Submission of tender


The Tender shall be written in English and submitted in a sealed envelope marked:

Tender
1
3
.0
3


to:
DFC, Hostrupsvej 22, 1950 Frederiksberg C.

Tenders must be received at DFC in
an electronic copy and
two
hard
copies no later than

2
December 2013 at 12.00am.

Please note that only tenderers having notified DFC
by
11 November 2013

of
their inten
t
ion to

submit a tender will be considered by the evaluation committee
.

1.13

Tender evaluation



DFC will carry out the evaluation based on the following criteria:



Contents of
the proposal

(
vision, approach and methodology
, etc.)



30%



Resources
(e.g. staff, company exper
ience, venue, facilities, etc.)



50%



Price

(e.g. no. of hours for curriculum development, budget for subsequent courses)


20%



Amendments to the activity (if
any
)
may lift the score by a maximum of
10%
,

if found
relevant by DFC



For study places within the Copenhagen area, DFC will provide accommodation etc. Outside
Copenhagen
,

these costs shall be included as a separate part of the tender. The geographical
venue of the course
shall

not influence the tender evaluation
;
this is also the case, should it
later
be decided to conduct part of the course in a developing country
.



DFC reserves the right to accept any of the tenders or reject all.

The t
enderer who has submitted the best
acceptable
offer will be invited for
contract
neg
otiations.


DFC will notify
all
tenderers on wh
ich entity

will be invited for contract negotiations

by

the latest
on
20

December 2013
.

The selection of the winning proposal will be announced on DFC’s
website no later than 3 weeks after tender s
ubmission.

DFC shall not be obliged to state the reasons for its decision nor shall it enter into any discussion
or correspondence with tenderers on the results of the tender.

Outline of Activity

Introduction

The course
Public

P
rivate
P
artnership course

i
s planned to take place
during
2014

with three weeks

in
Denmark

(the exact course period to be negotiated)
and
one week later in

2014

in
a developing country
(
again
-

course period
to be agreed between course provider and DFC
)
, suggestion for a partner in
a
developing country can be given by DFC upon request
.

Similar courses
are planned to

be arranged in
the coming years with the same objectives and basic contents, although course evaluation
(s)

may
result
in

minor changes in the approach, design, and implem
entation in order to enhance the
effects of
future
course
s
.

Course Characteristics

Background and context

The Danish Strategy

Right to
a B
etter

L
ife


(2012) focuses amongst other on p
artnering with the private
sector
, including

cooperation with private c
ompanies and foundations.

This is a reflection of an
increasing international recognition that the private sector
must
play a key role

in development
,

amongst other
,

as a provider of employment, tax payer and
as an
investor.


There is a massive need for in
vestment in infrastructure in developing countries. An estimated
2.5 billion
people lack access to
sanitation services,

1.6 b
illion live without electricity,

1 billion lack access to roads
and
900 million drink unsafe water
2
.
The estimated investment
-
gaps in public services cannot be filled
by governments and donor resources alone.
Consequently, many governments turn to the private sector
to mobilise private capital

and

speed up delivery of better managed infrastructure
. The pr
ivate sector is
increasingly
getting involved in designing, building, financing, and/ or operating new and existing
infrastructure facilities

through public private partnerships
.

The involvement of the private sector takes place in a multiplicity of diffe
rent forms.
T
here is no single,
internationally accepted definition of “Public

Private Partnership”.
The Public Private Infrastructure
Advisory Facility (
PPIAF
)

defines

a PPP as “A long
-
term contract between a private party and a
government agency, for pro
viding a public asset or service, in which the private party bears significant
risk and management responsibility”.


While
PPPs
can contribute to accelerating
infrastructure investments, cases from all over the world also
highlight the
considerable
challen
ges related to
setting up and
implementing successful PPPs
.
T
his
c
ourse is planned in consideration of the
opportunities and challenges related to public private
partnerships and
the need for
an
improved understanding of
the most important building blocks
of a
successful public private partnership.




2

PPIAF: PPPs an introduction

Course goal

Participants have gained
practical
knowledge of the core concepts, strategies and tools
,

which will
enable them to initiate successful public private partnerships when returning to their home country
.

Course impact

Partic
i
pants shall be able to directly apply the course content in a way that enhances progress in their
respective areas of work and, in the long
-
term, supports the attainment of strategic objectives for
identifying, selecting
and managing
public
-
private partnerships in the organisations and/or programmes
for which they work.

Training approach

Dynamic shift between different pedagogical tools with emphasis on
case studies and
practical exercises

as well as counselling of participants’ actio
n plans
.
Emphasis will be on equipping the participants with a
tool box which they can
activate
when returning home.

Target Group

The focus of this course will be on participants from
public
and private
institution
s
. The group of
participants from the public institutions will
ideally
be
a combination of
employees from
sec
tor
agencies
,

which

will have perspectives on infrastructure needs and
employees from
central agencies as
e.g. a Ministry of Finance where focus wil
l be on

issues as
government
financial and legal
liabilities and
cash flows

in relation to PPPs
. The
private sector
participants
will typically come
from private
companies
or business member organisations
.

Participants should have at least 3 years of experience in relevant
senior position
including several years within the present organisation. Approximately 20 persons will be
selected for the course, taking geographical and sector
-
wise diversity as well as
gender into
consideration.

The r
ole of Danida Fellowship Centre (DFC)

DFC will select the contract holder according to
Danida/
DFC’s guidelines

for tendering and
rendering

consultancy services. DFC will forwa
rd course information to Danida’s
priority
countries
;
based on
endorsed applications forwarded from the Danish Embassies, DFC will

select candidates for the course,
in co
-
operation with the contract holder.

DFC will be responsible for the fellowship holders’ travel arrangements,
accommodation,
vis
a
applications, payment of allowances, etc. DFC will monitor the course in accordance with the
ir

normal

procedures and the contract
,

i.e. DFC will supervise, approve, and evaluate the courses.

Course Structure

The course will be of
a
4
weeks’

duration and
contain
20

course days of 7 hours

each
.


The list of course
contents shall encompass the main them
atic areas

suggested in the below table.


Introduction to study and study place

1

day

Setting the scene
-

i
ntroduction to PPPs

1

½

day

An e
nabling
PPP Fr
amework


2 days

Identification of PPP projects

1 day

Analysis and appraisal of PPP projects

4

days

PPPs
-

the perspective of the private sector

1 day

Managing PPP p
rocurement
processes


2

day

Management of PPPs

1 day

United Nations Guiding Principles and Corporate Social Responsibility

1 day

Available funding for preparation of PPPs

½

day

Action Planning

2
-
3

days

Exposure

2
-
3

days

Total

20 days


The
tenderer
may propose an adjusted course plan including additional topics, if deemed relevant.

Introduction to study and study place (
2 x
½ day)


Introduction

Objectives:

Partic
i
pants are familiar with the course objectives and contents. Partic
i
pants are able to
use
study place facilities and understand the role of the

course management and
DFC.
A
lignment of
participants’ expectations to course has taken place and relevant adjustments done.

Course Module
s

Setting the scene
-

i
ntroduction to PPPs

(1 1/2

day
s
)

Objec
tives:

A joint vocabulary is built and
the
participants
understand the
span of different PPP models

as well as their pros and cons. T
he participants
appreciate

the strengths
and weaknesses

of using PPPs
as a means to accelerate investments and improve mana
gement of infrastructure
; and

have
an overview
of the basic building blocks of a successful PPP initiative.

An
Enabling
PPP Framework
(2 days)

Objectives:

The participants
are aware of
the minimum framework conditions which ideally have to be
in place for

successful PPPs to materialise
.
Elements of an enabling
framework
comprise a
clear policy
framework, a conduc
ive

legal
& regulatory
framework, a coherent
i
nvestment
f
ramework

as well as
sufficient operational
framework

and human capacities
within
government capa
ble of managing the PPP
process.

Identification of PPP projects

(
1

day
s
)

Objectives:

Turning a desirable concept into a realizable public
-
private partnership (PPP) project
is an
extensive process that
requires significant resources.

Upon th
e finalisation of the course, t
he
participants
will
be

equipped with knowledge and tools to carry out needs
assessments

esta
blish clarity
on
project requirements;

and
identify

s
u
itable projects.

The participants
will have
b
e
e
n

challenged to
explore and tes
t creative solutions
,

which
change
the traditionally perceived
roles, responsibilities and
incentives of public and private sector stakeholders.

Analysis and appraisal of PPP projects (
4

days)

Objectives:

The participants will have improved
their
ability to analyse and appraise project options and
select the projects which provide most value for money. They
have been
introduced to relevant tools
and approaches

to
assess project feasibility and viability;
stakeholder analysis,
assess
cost
-
benefits;
risks
attached to the project

and ability to mitigate risks
,

bankability

etc.
Furthermore, any infrastructure
project
should be subject to environmental and social impact assessments. The participants shall have a
solid understanding of the main principles

of carrying out environmental and social impact assessments.

PPPs
-

the perspective of the private sector (1day)

Objectives
: Project selection and preparation are likely to be ineffective if they are not based on a good
understanding of how private sector

bidders will view the project and what the costs are likely to be.
The participants will have an understanding of
the factors
private sector partners look for
when deciding
whether or not to bid for a project.
These factors include amongst other
firm poli
cy foundations
and
long
-
term political commit
ment
, clear expectations to project outcomes, predictability,
cost structures,
profit and manageable risks.

Managing PPP
p
rocurement
processes
(
2

day
s
)

Objectives:

Public authorities should run a competitive pr
ocess, wherever possible. A well
-
run
competitive process usually delivers a better solution at a lower cost than one with no competition. It
helps to ensure a much firmer foundation for the project by strengthening the acceptance of
stakeholders
.

However,
p
rocurement of PPPs is different from traditional procurement

processes and
p
articipants

should
understand

the
particularities of PPP procurement
as well as the most common
challenges faced.
The participants will
have
be
en

exposed how to incorporate social

and environmental
considerations in the procurement processes.

Finally the participants will have been introduced to anti
-
corruption best

practices.

Management of PPPs (1 day)

Objectives:

A public

private partnership (PPP) project should be considered a s
uccess when construction
is complete and a satisfactory level of the services contracted for is being delivered on a regular basis.

T
he

public authority needs proper
human and financial resources and
an appropriate
governance
arrangement

to manage the

cons
truction phase, the commissioning stage, and the operations stage

successfully
.

Participants will appreciate the importance of
managing the
PPP
arrangement properly


also after the
signing
of the contracts, which
t
oo often is underestimated
.

United Nation
s Guiding Principles
(UNGP)
and Corporate Social Responsibility (1 day)

Objectives:

The
Danish
S
trategy
for Development Cooperation “Right to a Better Life”
makes direct
reference to the 2011
UNGP

on business and human
rights

which are of particular relevance for Private
Sector interventions.

The UNGP Framework rests on three pillars

i)
the
State duty

to protect against
human rights
abuses

ii)

the
corporate responsibility

to respect human rights

and iii)

the need for greater
a
ccess by victims

to effective remedy
, both judicial and non
-
judicial.

The participants
will
be conversant
with human rights issues and
have experienced
practical examples of how these pillars are
operationalized in a PPP

context.

Lastly,
the participants
should be familiar with the Corporate Social
R
esponsibility (CSR) approach and the UN Global Compact.

Available funding for preparation of PPPs (1/2 day)

Objective:

The costs of project preparation and tendering
PPPs
should not be underestimated
.

The
part
icipants
will
be aware of the wealth of funding sources
3

which can be solicited to finance
the various
stages of
project preparation.
Furthermore, the participants will be provided with tips and tricks to
access

funding.

Introduction to Danish Business
Instruments (1/2 day)

Objective:
The participants will have acquired an understanding of the Danida Business Finance
programme, the Danida Business Partnership Programme as well as the Danish export guarantees etc.

Action Planning (2
-
3

days)

Objectives:

To

provide enhanced linkages between the participants’ work/work place and the course
modules. For the action planning, the course provider will provide feedback and facilitation. The
capacity of the participants to apply relevant parts of the course is stre
ngthened by analysing a topic
which has been identified prior to the course in cooperation with colleagues and management. The
topic has to take its star
t
ing point in the participants’ own work and organisational needs. It must also
be related to the overa
ll theme of the course. The analysis shall lead to a draft action plan which, upon
finalization

while back at work, should be realistic, kept within existing resources and implementable
within 6 months of returning to place of work.

Exposure (
2
-
3

days)

Obj
ectives:

One or two PPPs are visited for exposure to
set
-
ups,
systems, problems or other relevant
issues. Ideally the participants are
also
exposed to private sector participants in PPPs who can illustrate
what they look for in terms of risk minimization a
nd profit when they identify good PPPs.

S
cope of Work

3.1

Course Development
,

including:



Course information (course leaflet) to be sent to relevant Danish Embassies/Programmes in Danida’s
p
riority
countries


a draft
of

the leaflet must be included in the
tender

material




Curriculum development including target group description, course goal and objectives, course
structure, duration and time allocation, detailed module descriptions, learning methods and
principles



Proposed team of facilitators and course m
anagers/assistants



Proposed venue for course implementation, and accommodation, if relevant



Description of
how the
course manager tasks

are envisaged



Suggestions for course alterations, if any
,

based on feed
-
back from evaluations


3.2

Course Coordination,
including:



Logistical arrangement of course venue



Selection and coordination of internal and external facilitators



Development of learning aids and provision of required equipment and materials




3

A guide prepared by the Infrastructure Consortium for Africa (ICA)
provides details of facilities, with information
on how and at what stage to access them.

http://www.icafrica.org/en/fund
-
finder/introduction/



Arrangement of accommodation (if course venue outside of Copen
hagen) and arrangement of
board, if required



Formulate 10 questions for
DFC Assessment

related to the thematic areas of the course



Communication with course participants before and during the course


3.3

Course Implementation, including:



Selection of
participants in collaboration with DFC

based on received endorsed applications



Implementation of the course



Support the participants on the application of new knowledge and skills



Course reporting to DFC according to DFC Guidelines


3.4

Course Reporting,
including:

A final report should be submitted to DFC no later than
2 months

after the completion of the course.
The final report should at a minimum contain the following information:




An assessment of the attainment of the learning objectives for the cour
se



Challenges experienced in connection with the implementation of the course



Feed
-
back from fellows from verbal mid
-
term or final evaluation of the course



Recommendations for adjustment of the curriculum or design of the course, if any



Other information r
elated to the course found relevant for DFC