sagsnummer: 2018 - 30296 sagstitel: lessons learned study ... 3. aktindsigt - lessons...

AktoversigtSagstitel: Lessons Learned Study on the P4G first call for proposals - PEMconsult a/sSagsnummer: 2018 - 30296Akt nr. Dato Titel Akt ID # Fra Til Kommentar

1 07-08-2018 Godkendelse + standard request for proposals forconsultancy services

3504518 3 WilliamSchackAxelsen

2 02-08-2018 P4G Lessons Learned First Call 3495796 2 DorritSkaarupJensen

Søren-Erik Manegold Svendsen([email protected])

3 08-08-2018 Signed DC2018-173-FC - Standard Request forProposals for Consultancy Services (08-08-2018)

3506440 2 WilliamSchackAxelsen

4 09-08-2018 Lessons learned study kontrakt 3509570 2 DorritSkaarupJensen

[email protected] ([email protected])

5 20-08-2018 Note on procurement 3532565 2 DorritSkaarupJensen

6 30-07-2018 RE: P4G / Partnershipfund / First Call 3532599 2 HansAlarcon

Dorrit Skaarup Jensen (Medarbejder, Vækst,beskæftigelse og erhvervsudvikling (VBE))

7 15-06-2018 SV: VS: Update on Inception Report 3532750 1 LisRosenholm

Dorrit Skaarup Jensen (Medarbejder, Vækst,beskæftigelse og erhvervsudvikling (VBE))

8 20-08-2018 Lessons Learned 3533090 2 DorritSkaarupJensen

# = antal relaterede dokumenter.

21. august 2018

Udenrigsministeriet

AktdetaljerAkttitel: Godkendelse + standard request for proposals for consultancy servicesAktnummer: 1Akt ID: 3504518

Dato: 07-08-2018

Type: Intern

Dokumenter: [1] Aktdokument.html

[2] Standard Request for Proposals for Consultancy Services (02-06-2018) P4G Lessons Learned First Call.pdf

[3] VBE Endelig godkendelse - Lessons learnt PG4 - DKK 210.000.pdf

21. august 2018

Udenrigsministeriet

2 June 2018

== AKT 3504518 == Dokument 2 == [ Godkendelse + standard request for proposals for consultancy services ] ==

Preface

This document constitutes the Ministry of Foreign Affairs, Danida’s Standard Request for Proposals for Consultancy Services (SRFP) with a value below DKK 1,072,094. The Request for Proposal (RFP) includes a standard Letter of Invitation, standard Instructions to Consultants, Terms of Reference, and a standard Form of Contract. The standard Instructions to Consultants and the standard Forms of Contract may not be modified under any circumstances. The Letter of Invitation, the Appendix to Instructions to Consultants and the Terms of Reference (Annex A) to the Standard Forms of Contract is filled out by the Department of the Ministry of Foreign Affairs or the Danish Representation responsible for the contract. The Proposal Submission Form; Standard Forms of Contracts; Curriculum Vitae (CV) for proposed Key Staff (Annex B); Budget Form for Contract Proposal (Annex C); and Outline of Proposed Methodology (Annex D) when required, is filled out by the Consultant submitting the proposal. Danida Contracts, Ministry of Foreign Affairs, Copenhagen, 2 June 2018.

Section 1. Letter of Invitation 3

Section 1 - Letter of Invitation

PEMconsult a/s

F.2 case number: 2018-4504.

Title of Contract: Lessons Learned Study on the P4G first call for proposals.

The Ministry of Foreign Affairs of Denmark, Danida, herewith invites proposals to provide consulting services for the above mentioned assignment. More details on the services are provided in the Terms of Reference, Annex A.

The award of contract will be carried out according to the One Offer method of selection. The maximum budget for the Contract is DKK 250.000.

[Insert for Restricted Tendering Procedure:]

This Request for Proposal has been addressed to the following shortlisted Consultants:

[Insert list of Consultants]

It is not permissible to transfer this invitation to any other firm.

The Client’s Representative is:

Dorrit Skaarup Jensen, Special Advisor, Growth and Employment, Ministry of Foreign Affairs

[email protected], [email protected]

All correspondence concerning this Request for Proposal must be addressed to the above. General questions about the contract format shall, however, be directed to Danida Contracts on [email protected]

Proposals must be received at the e-mail address of the Client’s Representative no later than 03 August 2018. Proposals received after the deadline will not be considered.

The Request for Proposal (RFP) includes the following documents:

Section 1 - Letter of Invitation Section 2 - Instructions to Consultants Section 3 - Proposal Submission Form Section 4 - Standard Forms of Contract

Annex A: Terms of Reference Annex B: CurriculumVitae (CV) for proposed Key Staff, Annex C: Budget Form for Contract Proposal [Insert if relevant: Annex D: Outline of Proposed Methodology].

4 Section 2. Letter of Invitation

Please inform the Client’s Representative in writing using the e-mail address above that you have received the Letter of Invitation, and whether you will submit a proposal.

Yours sincerely,

Dorrit Skaarup Jensen, special advisor, Growth and Employment, Ministry of Foreign Affairs

Section 2. Instructions to Consultants 5

Section 2 - Instructions to Consultants Definitions

(a) “Client” means the Ministry of Foreign Affairs of Denmark or the Danish Representation.

(b) “Client’s Representative” means the Programme Officer at the Department or Representation responsible for the assignment.

(c) “Consultant” means any entity that may provide or provides the Services to the Client under the Contract.

(d) “Contract” means the Contract signed by the Parties and all the attached documents listed in its Clause 1 and 2.

(e) “Day” means calendar day.

(f) “Instructions to Consultants” (Section 2 of the RFP) means the document which provides Consultants all information necessary for preparation of their Proposals.

(g) “LOI” means the Letter of Invitation being sent by the Client to the Consultants.

(h) “Key Staff” means key and support staff provided by the Consultant or by any Sub-Consultant and assigned to perform the Services or any part thereof.

(i) “Proposal” means the Technical Proposal and the Financial Proposal.

(j) “RFP” means the Request For Proposal to be prepared by the Client for the selection of Consultants, based on the SRFP.

(k) “SRFP” means the Standard Request for Proposals, which must be used by the Client as a guide for the preparation of the RFP.

(l) “Services” means the work to be performed by the Consultant pursuant to the Contract.

(m) “Sub-Consultant” means any entity with whom the Consultant subcontracts any part of the Services.

(n) “Terms of Reference” (TOR) means the document included in the RFP as Annex A to the Contract which explains the objectives, scope of work, activities, tasks to be performed, respective responsibilities of the Client and the Consultant, and expected results and deliverables of the assignment.

6 Section 2. Instructions to Consultants

1. Introduction 1.1 The Client’s Representative named in the Letter of Invitation will select a consulting firm/organization (the Consultant) in accordance with the method of selection specified in in the Appendix to Instructions to Consultants, Criteria and method of Evaluation.

1.2 The Consultant(s) are invited to submit a Technical Proposal and a Financial Proposal for the consulting services required for the assignment to the Client’s Representative named in the Letter of Invitation. The Proposal will be the basis for contract clarifications and ultimately for a signed Contract with the selected Consultant.

1.3 Consultants should familiarize themselves with local conditions and take them into account when preparing their Proposals.

1.4 At no cost to the selected Consultant and in a timely fashion, the Client will provide the inputs and facilities specified in the Terms of Reference, assist the Consultant in obtaining licenses and permits needed to carry out the services, and make available relevant project data and reports.

1.5 Consultants shall bear all costs associated with preparation and submission of proposals and contract clarification. The Client is not bound to accept any proposal, and reserves the right to annul the selection process, with justification for such a decision, at any time prior to Contract award, without thereby incurring any liabilities.

Limitation on number of Proposals

1.6 Each Consultant may only submit one proposal. Furthermore, the Client reserves the right to rule out a proposal from a Consultant participating in a consortium (or the like) that also submits a proposal, and vice versa, if the affiliation between the consortium and the participating Consultant constitutes a substantial risk of influencing or narrowing competition. However, this does not limit the participation of the same Sub-Consultant, including individual experts, to more than one proposal.

If the contract is tendered in lots, (and this will be specified in the Terms of Reference and/or Letter of Invitation), each Consultant is allowed to bid for one, more or all lots. The Consultant has to clearly specify the price for each lot. Each lot will be evaluated separately.


Proposal Validity

1.7 Consultants’ Proposals must remain valid for 45 days after the submission date. During this period, Consultants shall maintain the availability of Key Staff nominated in the Proposal. The Client will make its best effort to complete award of the contract within this period. However, should the need arise the Client may request Consultants to extend the validity period of their proposals. Consultants who agree to such extension shall confirm that they maintain the availability of the Key Staff nominated in the Proposal. Consultants who do not agree have the right to refuse to extend the validity of their Proposals.

2. Clarification andAmendment ofRFP Documents

2.1 Consultants may request a clarification of any of the RFP documents up to 4 calendar days before the proposal submission date. Any request for clarification must be sent in writing, or by standard electronic means to the Client’s address indicated in the Letter of Invitation. The Client will respond in writing, or by standard electronic means and will send written copies of the response (including an explanation of the query but without identifying the source of inquiry) to all Consultants who have been invited to submit a proposal or who have requested the RFP. Should the Client deem it necessary to amend the RFP as a result of a clarification, it shall do so following the procedure under paragraph 2.2.

2.2 At any time before the submission of Proposals, the Client may amend the RFP by issuing an addendum in writing or by standard electronic means. The addendum shall be sent to all Consultants who have been invited to submit a proposal or who have requested the RFP and will be binding on them. Consultants shall acknowledge receipt of all amendments. To give Consultants reasonable time in which to take an amendment into account in their Proposals the Client may decide, if necessary, to extend the deadline for the submission of Proposals.

3. Preparation ofProposals

3.1 The Proposal (see paragraph 1.2), as well as all related correspondence exchanged by the Consultants and the Client, shall be written in the language(s) specified in the Terms of Reference.

3.2 In preparing their Proposal, Consultants are expected to examine in detail the documents comprising the RFP. Deficiencies in providing the information requested may result in rejection of a Proposal.


3.3 While preparing the Proposal, Consultants must give particular attention to the following:

(a) The estimated number of Key Staff-input shall be shown in the Terms of Reference. The Proposal shall be based on the number of Key Staff-input estimated by the Client’s Representative.

(b) Alternative Key Staff shall not be proposed, and only one Curriculum Vitae (CV) may be submitted for each position.

Language (c) Documents to be issued by the Consultants as part of this assignment must be in the language(s) specified in Annex A Terms of Reference.

Proposal Format and Content

3.4 Consultants are required to submit a Proposal. The Proposal shall provide the information indicated in the following paragraphs using the attached Standard Forms:

(a) The Proposal Submission Form (Section 3). (b) The Standard Forms of Contract (Section 4):

i. Contract (Signed) ii. Curriculum Vitae (CV) for proposed Key Staff

(Annex B) iii. Budget Form for Contract Proposal (Annex C) in

both Excel and PDF format. iv. v. Outline of Proposed Methodology, if requested

(Annex D)

Financial Proposal

3.5 The Financial Proposal shall be prepared using the attached Standard Forms (Section 4). It shall list all costs associated with the assignment, including (a) remuneration for staff, and (b) reimbursable expenses indicated in the Terms of Reference. All activities and items described in the Technical Proposal must be priced separately; activities and items described in the Terms of Reference but not priced, shall be assumed to be included in the prices of other activities or items.

Taxes 3.6 The Consultant may be subject to taxes in the country of the assignment (such as: value added or sales tax, social charges or income taxes on non-resident or resident personnel, duties, fees, levies) on amounts payable by the Client under the Contract. Any such amounts shall be included in the Financial Proposal, cf. 1.3 above. Country Agreements between the Government of


Denmark and a partner country do not contain or confer rights regarding exemptions of any kind to the Consultant.

The Consultant is solely responsible for the correct VAT treatment of the assignment.

Currency 3.7 The total contract sum shall include all taxes, charges, VAT and other costs. Consultants shall express the price of their services in Danish Kroner (DKK).

4. Submission,Receipt, andOpening ofProposals

4.1 The original proposal shall contain no interlineations or overwriting, except as necessary to correct errors made by the Consultants themselves. The person who signed the proposal must initial such corrections.

4.2 The Proposal must be sent by electronic means to the address indicated in the Letter of Invitation and received by the Client no later than the time and the date indicated in the Letter of Invitation, or any extension to this date in accordance with paragraph 2.2. Any proposal received by the Client after the deadline for submission shall be rejected.

4.3 The Proposal shall be submitted in pdf format.

5. ProposalEvaluation

5.1 From the time the Proposals are opened to the time the Contract is awarded, the Consultants should not contact the Client on any matter related to its Technical and/or Financial Proposal. Any effort by Consultants to influence the Client in the examination, evaluation, ranking of Proposals, and recommendation for award of Contract may result in the rejection of the Consultants’ Proposal.

5.2 Upon opening the Proposals, the Client shall assess their compliance. A proposal may be rejected at this stage if it does not comply with the RFP and the Terms of Reference.

Evaluation of Proposals

5.3 The Client shall then evaluate the compliant Proposals in substance applying the award criteria, sub criteria, and point system specified in the Appendix to the Instruction to Consultants. Each compliant Proposal will be given a technical score and a financial score. Proposals that fail to achieve the minimum technical score indicated in the Appendix shall be rejected. As shall proposals that exceed the maximum budget specified in the Letter of Invitation.

5.4 The Consultant whose Proposal obtains the highest total score shall be awarded the contract. The total score of a Proposal shall


be obtained by weighting its technical and financial scores as specified in the Appendix and adding them.

Clarifications 6.1 The Client may at any time invite Consultants to clarify minor issues in their Proposal, but negotiations concerning substantial matters shall not take place.

Availability of Key Staff

6.2 Having selected the Consultant on the basis of, among other things, an evaluation of proposed Key Staff, the Client expects to finalize a Contract on the basis of the Key Staff named in the Proposal. Before contract award, the Client will require assurances that the Key Staff will be actually available. The Client will not consider substitutions during contract clarifications. If it is established that Key Staff were offered in the proposal without confirming their availability, the Consultant may be disqualified.

7. Award ofContract

8. Replacement ofKey Staff

7.1 The Client shall promptly notify all Consultants who have submitted proposals of the result of the evaluation.

7.2 The Client does not deem the award procedure to be completed, until the Contract has been signed by the Parties.

7.3 The Consultant is expected to commence the assignment on the date and at the location specified in the Terms of Reference.

8.1 In case, during contract implementation, due to unforeseen circumstances, the need to substitute Key Staff under the contract arises, any proposed substitute shall have equivalent or better qualifications and experience than the original candidate.


Appendix to Instructions to Consultants Criteria and Method of Evaluation

Proposals shall be evaluated using the principle of Quality and Cost Based Selection with a weight of 80 % given to the technical proposal and a weight of 20 % to the financial proposal. (the sub weighs must be a total of 100 % for each position and total weights must be a total of 100%)

Key Staff Sub weight1 Total weight

Indicate how many of the CVs (one, two, three or all) that will be evaluated.] [Insert position or discipline as appropriate]

General qualifications Adequacy for the assignment Experience in the region and language

[Insert position or discipline as appropriate] General qualifications Adequacy for the assignment Experience in the region and language




Methodology

For Contracts with an estimated value up to DKK 500,000 - decide if a Methodology is required.

For Contracts with an estimated value above DKK 500,000 and up to DKK 1,072,094 - a Methodology is recommended.

When required indicate the Sub weight of the Methodology and insert the maximum number of pages in Annex D.

Total Technical Proposal (Key Staff and Methodology) 100 % Weighted Technical Proposal 80 % Weighted Financial Proposal 20 %

Proposals where the Total Technical Proposal fail to achieve a minimum of 75 points shall be rejected.


[Specific information pertaining to this tender: [Insert N/A if not applicable. If relevant, insert short outline of specific information, e.g.: All Consultants shall set aside, eg. DKK 250,000 as reimbursables in their financial proposal to cover the costs for a workshop in thepartner country; or that the tender is divided into lots. If the latter is the case, each lot has to be priced and evaluated separatelty.]

The rating scale of responsiveness is divided as follows:

Poor (40 points) Satisfactory (70 points) Good (90 points) Very good (100 points)

The Client shall evaluate the proposed expert(s) by considering the following aspects:

General qualifications: Poor: The proposed candidate has limited/less-than academic education and training and his or her general experience has limited relevance to the assignment. Satisfactory: The proposed candidate has satisfactory academic education and training and overall working experience relevant to the assignment. Good: The proposed candidate has ample academic education and training and substantial working experience related to the assignment. Very good: In addition to the criteria under “good”, the proposed candidate has substantial specialized working experience in the field of the assignment and is up to “the state of the art” of the discipline.

Adequacy for the assignment: Poor: The proposed candidate has never or only occasionally worked in a position similar to the one required under the assignment. His or her qualifications do not entirely match the assignment. Satisfactory: The experience of the proposed candidate fits the assigned position; he or she has held positions similar to the one proposed for the assignment on at least one occasion. The proposed candidate’s skills are satisfactory for the assignment. Good: The qualifications of the proposed candidate are ample for the assigned position; he or she has held several similar positions in similar assignments; the proposed candidate’s skills are adequate for the job. Very Good: In addition to the criteria under “good,” the proposed candidate has qualifications and experiences that fully meet the requirements of the assignment.

Experience in the Region and Language: Poor: The proposed candidate has never or only occasionally worked in countries similar to the one of the assignment, and his or her knowledge of the language(s) of the assignment, including the local language, is basic. Satisfactory: The proposed candidate has worked in countries with cultural, administrative, and governance structures similar to the ones of the country of the assignment; his or her knowledge of the language(s) of the assignment is good. Good: In recent years, the proposed candidate has worked in the region of the assignment on several occasions; and he or she is very good in the language(s) of the assignment. Very Good: In addition to meeting the above definition of “good”, the proposed candidate has detailed, up to date knowledge of the country resulting from substantial professional experience in the country. The candidate is fluent in the language(s) of the assignment.

If a proposed Methodology is rated, this shall be done using the above rating scale for responsiveness.

--- oOo --- The lowest financial proposal will be given a score of 100 points and the other financial proposals will be given scores inversely proportional (cf. the evaluation form).

The total score of the Proposal shall be determined be weighting and adding the technical and financial scores.

Section 3 – Proposal Submission Form 13

Section 3 - Proposal Submission Form

To: Dorrit Skaarup Jensen, Special Advisor, Growth and Employment, Ministry of Foreign Affairs

Dear Sir/Madam,

We, the undersigned, offer to provide the consulting services for Lessons Learned Study on the P4G first call for proposals in accordance with your Request for Proposal dated 02nd August 2018. We are hereby submitting our Proposal, which includes a Technical Proposal and a Financial Proposal.

By submitting this Proposal we solemnly declare that we have fulfilled our obligation relating to the payment of social security contributions and to the payment of direct and indirect taxes in accordance with the legal provisions in Denmark and in the country in which we are established.

Additionally we solemnly declare the we have not within the last 2 years committed serious negligence in the exercise of our profession, which gives rise to doubt our integrity in accordance with the Danish Public Procurement Act, cf. section 137 (1), no. 3

If awarded the contract we undertake to abide by the principles of the United Nations Global Compact, and to carry out the Services in compliance with the Ministry of Foreign Affairs’ Anti-Corruption Code of Conduct.

We agree to abide by this Tender for a period of 45 days from the Tender Submission Date, and that it shall remain binding upon us and may be accepted at any time before that date.

We hereby declare that all the information and statements made in this Proposal are true and accept that any misinterpretation contained in it may lead to our disqualification.

Our Proposal is binding upon us and subject to the modifications resulting from Contract clarifications.

We undertake, if our Proposal is accepted, to initiate the consulting services related to the assignment not later than the date indicated in Paragraph 7.3, section 2., Instruction to Consultants.

We understand you are not bound to accept any Proposal you receive.

We remain, Yours sincerely,

Authorized Signature: Name and Title of Signatory: Søren-Erik Manegold Svendsen, Managing Director Location, date of signature: Copenhagen, 2nd August 2018 Name of Consultant: PEMconsult A/S

14 Section 3. Personnel Proposal - Standard Forms

Address: Wilders Plads 9a, 2 floor, 1403 Copenhagen K, Denmark Tax/VAT reg. No.: DK18458071

Contract number: DC____________

Section 4. Standard Forms of Contract

CONTRACT

THIS CONTRACT (“Contract”) is entered into by and between:

and


Phone: +45 33 92 00 00 E-mail: [email protected]

PEMconsult A/S (“the Consultant”)

Address: Wilders Plads 9a, 2 floor, 1403 Copenhagen K, Denmark

Phone: +45 32 95 26 26

E-mail: [email protected].

WHEREAS, the Client wishes to have the Consultant performing the services hereinafter referred to, and

WHEREAS, the Consultant is willing to perform these services,

NOW THEREFORE THE PARTIES hereby agree as follows:

1. Services (i) The Consultant shall perform the services specified in Annex A,“Terms of Reference,” which is made an integral part of thisContract (“the Services”).

(ii) The Consultant shall provide the reports listed in Annex A, Termsof Reference, within the time periods listed in such Annex, and theKey Staff listed in Annex C, Budget Form for Contract to performthe Services.

2. The Contract The Contract has been made on the following basis:

1. The present Contract with annexes.

Annexes to this Contract are as follows in the stated order of priority:

2. Terms of Reference and Scope of Services

3. Curriculum Vitae (CV for proposed Key Staff)

4. Budget Form for Contract Proposal

5. Outline of Proposed Methodology, if required.

6. Request for Proposal, section 1., Letter of Invitation, and section 2., Instruction to Consultants and Appendix to Instruction to Consultants

7. Danida’s Aid Management Guidelines

Any references to the Contract will also include the annexes and addenda to this document.

The provisions of this document will take precedence over the provisions of annexes unless explicitly stated otherwise in the annexes; therefore, any provisions included in an annex which are inconsistent with the provisions of this document will have no legal effect unless explicitly stated otherwise in the annex in question. If at the time of the Contract an inconsistency exists in any annex between a requirement specified by the Client and the Consultant’s requirements response, the Client’s requirement will prevail; however, this involves no restriction of the Consultant’s duty to deliver any such additional services in relation to the Client’s requirements as may be included in the Consultant’s requirements response at the time of the Contract.

3. Term The Consultant shall perform the Services during the period commencing 09 August 2018 and continuing through 10 September 2018 or any other period as may be subsequently agreed by the parties in writing. The assignment cannot be commenced until at the earliest the date of signing of the Contract by the Client.

4. Suspension

The Client may, by written notice to the Consultant, suspend all payments to the Consultant e.g. if the Consultant fails to perform some or all obligations under this Contract, provided that such notice (i) specifies the nature of the failure, and (ii) requests the Consultant to remedy such failure within a period not exceeding fifteen (15) days after receipt by the Consultant of such notice of suspension.

5. Termination by the Client

The Client may terminate this Contract in case of the occurrence of any of the events specified in paragraphs (a) through (g) below. The Client shall give a not less than fifteen (15) days’ written notice of termination to the

Consultants in case of the event referred to in (a), and sixty (60) days in case of the events referred to in (b) and (c). The Client may without notice terminate this Contract in case of the occurrence of any of the events specified in paragraphs (d) through (g) below.

(a) If the Consultant fails to remedy a failure in the performance of its obligations, as specified in a notice of suspension pursuant to Clause 4 above.

(b) If, as the result of Force Majeure, the Consultant is unable to perform a material portion of the Services for a period of not less than sixty (60) days.

(c) If the Client, in its sole discretion and for any reason whatsoever, decides to terminate this Contract. In this case, the Consultant shall immediately make arrangements to stop the services and minimize expenditure. The Consultant shall be entitled to be reimbursed in full for such fees and expenses as shall have been duly incurred prior to the date of termination. The Consultant shall also be entitled to unavoidable reasonable costs incidental to the orderly termination of Services.

(d) If the Consultant becomes insolvent or bankrupt or enter into any agreements with creditors for relief of debt or take advantage of any law for the benefit of debtors or go into liquidation or receivership whether compulsory or voluntary.

(e) If the Consultant fails to comply with any final decision reached as a result of arbitration proceedings pursuant to Clause 17 hereof.

(f) If the Consultant has engaged in corrupt or fraudulent practices in competing for or in executing this Contract.

(g) If the Consultant submits to the Client a false statement which has a material effect on the rights, obligations or interests of the Client.

6. Termination by the Consultant

The Consultant may terminate this Contract, by not less than thirty (30) days’ written notice to the Client, in case of the occurrence of any of the events specified in paragraphs (a) through (d) of this Clause.

(a) If the Client fails to pay the Consultant pursuant to this Contract and not subject to dispute pursuant to Clause 17 hereof within forty-five (45) days after receiving written notice from the Consultant that such payment is overdue.


(c) If the Client fails to comply with any final decision reached as a result of arbitration pursuant to Clause 17 hereof.

(d) If the Client is in material breach of its obligations pursuant to this Contract and has not remedied the same within forty-five (45) days (or such longer period as the Consultant may have subsequently approved in writing) following the receipt by the Client of the Consultant’s notice specifying such breach.

7. Payment A. Ceiling

For Services rendered pursuant to Annex A, the Client shall pay the Consultant an amount not to exceed a ceiling amount indicated in Annex C: Budget Form for Contract Proposal.

This amount has been established based on the understanding that it includes all of the Consultant’s costs and profits as well as any obligation, such as value added or sales tax, social charges or income taxes on non-resident or resident personnel, duties, fees, levies, that may be imposed on the Consultant. All amounts in the agreement are in Danish Kroner (DKK). Fluctuations in foreign prices and exchange rates are of no concern to the Ministry of Foreign Affairs and will therefore not result in any adjustment of the agreed total budget in Danish Kroner.

B. Payment Conditions

Payment shall be made in Danish Kroner, or in another currency as agreed between the Client and the Consultant, not later than 30 days following submission of invoices. Invoices shall be submitted to the signatory to the contract. Payments will be made as an Advance Payment and a Final Payment.

The advance payment corresponding to 60 % of the total contract amount with a maximum amount of DKK 500,000 will be made at the request of the Consultant after the Commencement Date. The advance payment shall be deducted the Final Payment.

C. Audit Instructions

The Final Payment shall be made at the request of the Consultant after the Services have been completed according to the Contract and to the satisfaction of the Client.

The final invoice shall be accompanied by the final accounts and an Auditor’s Report by an independent auditor.

The Report from the Auditor must be issued in accordance with International Standards of Auditing ISA 800 – “The Auditor’s Report on Special Purpose Audit Engagements” and on the provisions of this contract and its annexes.

The final accounts (but not supporting documents) and the Auditor’s Report shall be submitted to the Client not later than three months after the completion date, cf. paragraph 3 above.

If the three-month period expire and the Client does not receive the abovementioned documentation in full, a written request will be sent with a deadline of 30 days from the date in the written request to provide the full documentation.

If the Consultant fails to provide the documentation mentioned within the 30-day period, the Consultant is obliged to repay all amounts received under this Contract.

8. Project Administration

A. Representative

The Client designates the staff member indicated in the Letter of Invitation as Client’s Representative; the Representative shall be responsible for the coordination and control of the activities under the Contract and for acceptance of the deliverables by the Client.

B. Timesheets

During the course of their work under this Contract, including field work, the Consultant’s employees providing services under this Contract may be required to complete timesheets or any other document used to identify time spent, as well as expenses incurred, as instructed by the Representative.

C. Records and Accounts

The Consultant shall keep accurate and systematic records and accounts in respect of the Services, which will clearly identify all charges and expenses. The Client reserves the right to audit, or to nominate a reputable accounting firm to audit, the Consultant’s records relating to amounts claimed under this Contract during its term and any extension, and for a period of three months thereafter.

9. Performance Standard and Ethics

The Consutant undertakes to perform the Services with the highest standards of professional and ethical competence and integrity. The Consultant shall promptly replace any employees assigned under this Contract that the Client considers unsatisfactory.

The Consultant undertakes to perform the services in compliance with the Danida Anti-corruption Code of Conduct, and to commit to the principles of the UN Global Compact.

10. Reimbursement of unanticipated costs

If unanticipated circumstances beyond the control of the Parties affect the performance of the Services, and if these unanticipated circumstances give rise to costs which are not already covered by the Contract and the Consultant specifies these additional costs in the prescribed format, and if further the Client approves the additional costs within the budget, the Client shall reimburse the Consultant for these costs.

11. Confidentiality

The Consultants shall not disclose any proprietary or confidential information relating to the Services, this Contract or the Client’s business or operations without the prior written consent of the Client.

12. Ownership of Material

Any studies, reports or other material, graphic, software or otherwise, prepared by the Consultant for the Client under the Contract shall belong to and remain the property of the Client. The Consultant may retain a copy of such documents and software.

13. Conflict of Interest

The Client’s policy requires that Consultants provide professional, objective, and impartial advice and at all times hold the Client’s interests paramount, strictly avoid conflicts with other assignments or their own corporate interests and act without any consideration for future work.

14. Security, Insurance and Liability

A. The Consultant shall take out adequate insurances for sickness and accident (including repatriation) for employees of the Consultant, sub-contracting consultants etc. and liability insurance for the Consultant and all employees, also including local employees.

B. With respect to professional liability insurance (Client’s representative to tick relevant box below):

The Consultant shall take out a professional liability insurance.

Exemption from the requirement to take out professional liability insurance has been granted by the Client’s representative.

C. The professional liability of the Consultant shall be limited to an amount equal to twice the total contract amount. The Consultant’s liability for errors and defects shall cease five years after the Ministry of Foreign Affairs’ approval of the Consultant’s final report.

D. The Consultant is responsible for the safety and security of the employees of the Consultant, sub-contracting consultants, including local employees etc., also if the assignment involves missions in an area of conflict or an area with high security risks.

E. [Insert N/A or the following sentence: In accordance with Article

13 D above, the Consultant is responsible for the safety and security of the employees of the Consultant, sub-contracting consultants, including local employees etc., also if the assignment involves missions in an area of conflict or an area with high security risks. For this particular assignment, the responsibility of the Consultant in this regard will be fulfilled by the security company [indicate name]. The Consultant hence accepts and agrees to use the services provider used for close protection in [indicate country or area] by the Danish Ministry of Foreign Affairs and that this Company will carry out protection to the full satisfaction of the Consultant.]

15. Assignment The Consultant shall not assign this Contract or Subcontract any portion of it without the Client's prior written consent.

16. Substitution of Key Staff

The Consultant shall not substitute any Key Staff listed in Annex B, Budget Form for Contract, to perform the Services, without the Client's prior written consent.

Any proposed substitute shall have equivalent or better qualifications and experience than the original candidate and proper documentation for this must be submitted along with the Consultant's request for substitution. The proposed substitute shall be offered without any additional costs to be incurred by the Client other than those approved in relation to the original candidate.

The Client may refuse a substitution, if the refusal is based on a reasoned statement.

17. Amendments The Client may request the Consultant for amendments to the Services if the needs of the Client change. The Payment shall be adjusted accordingly based on the fees pr. hour and project related expenses.

However, the amendments may neither exceed 10 percent of the value of the Contract nor exceed the relevant threshold amount of the Contract (250,000 DKK / 500,000 DKK /the applicable EU procurement threshold). If several amendments have been made to the Contract, the value of the amendments shall be added in the calculation.

The Consultant shall prepare the addendum to the Contract reflecting the amendments. The Consultant shall not initiate the performance of any Services covered by amendments until the Client has provided its written approval of the addendum.

18. Law Governing Contract and Language

The Contract shall be governed by the laws of Denmark and the language of the Contract shall be English.

19. Dispute Resolution

Any dispute arising out of or in connection with this contract, including any disputes regarding the existence, validity or termination thereof, shall be settled by simplified arbitration arranged by The Danish Institute of Arbitration in accordance with the rules of simplified arbitration procedure adopted by The Danish Institute of Arbitration and in force at the time when such proceedings are commenced. The language to be used in the arbitration case shall be Danish, or English if the Consultant is not Danish.

20. SolemnDeclaration

The Consultant solemnly declares that the information and declaration by the Consultant in this agreement with relating annexes are correct.

The contract shall be signed by the Consultant and the Client and each of the parties shall have a copy hereof.

For the Consultant For the Client

Signed by: Søren-Erik Manegold Svendsen Signed by: [Ministry of Foreign Affairs or the Danish Representation in XX]

Title: Managing Director

Date: 02nd August 2018

Name:

• Date:

F.2 Case no.: 2018-4504

Budget (DKK): 209656,06

Contract no: DC

LIST OF ANNEXES

Annex A: Terms of Reference Annex B: Curriculum Vitae (CV) for proposed Key Staff Annex C: Budget Form for Contract Annex D: Outline of Proposed Methodology, if required

ANNEX A

Terms of Reference

TOR for Lessons Learned Study on the P4G first call for proposals. Background Partnering for Green Growth and the Global Goals 2030 (P4G) is an action oriented global green growth engine that powers breakthrough partnerships with government, business and community leaders to speed up the UN Sustainable Development Goals and fulfil the commitments of the Paris Agreement of 2015. P4G’s public-private partnerships pursue specific global development goals through market-based actions. P4G, through an international coordination Hub hosted by WRI, supports partnerships through: funding; facilitation and recognition. A first call for proposals was launched in February 2018. A total of 450 concept notes from partnership applicants were received. P4G conducted a rigorous review process with assistance from its partner organizations and outside experts to determine the 2018 P4G Partnership Finalists. Each application was reviewed and scored by P4G based on the following criteria: Eligibility—OECD/DAC countries, relevant SDG(s); Impact—Ability to impact target geographic area(s) and systems change potential; Innovation/Growth Potential—Innovative strategy to fill gap/SDG(s) and ability to scale up; Implementation Viability—Sound approach to achieving outcomes and partnership capacity to execute. P4G selected 24 partnerships as finalists for funding and facilitation support. The P4G Partnership Finalists include projects reflecting the five sustainable development goal areas: food and agriculture, water, energy, cities and circular economy as well as partnerships from all partner countries. Among these 24 partnerships: 11 have been selected to provide further information to qualify for start-up funding of up to $100,000; 8 will submit a full proposal as part of a competitive process to receive up to $1 million in scale-up funding; 5 will receive facilitation support. The process was guided by a set of operational manuals that followed the internal procedures of WRI. It is timely now to reflect over the process and identify the lessons learnt. These lessons will be used to adjust and improve the planned second call for proposal to be launched at the global summit to take place 19.-20. October in Copenhagen. Objective – the objective of the assignment is to draw lessons learnt from the experience of the first call for proposals that can inform and if relevant adjust the process for the 2nd call for proposals in October 2018. Scope of work and activities – the assignment, drawing on observations and reflections already made by P4G and its partners should include but not necessarily be limited to: Assess the overall process of launching, assessment of partnership applications and selection of finalists including: • implications on the balance of workload, degree of outsourcing and realism of the planned time scale

• the creation of demand and interest and level of response and the extent to which partners have clarity over the concept • the continuing validity of the eligibility criteria for scoring the proposals • the continuing validity of the expense eligibility and type of partners allowed to receive funds • the broadness of the scope of action and type of partners and partnerships • the level of detail of applications required at concept and detailed proposal level • the appropriateness of the indicators and results framework and the monitoring and feedback mechanisms • the viewpoints of selected applicants (a wider e-survey could be considered) • the due diligence practice and management of financial risks • support from P4G network to partnerships (national platforms, partner organisations, board) Based on the assessment, identify the lessons learned on: • Partnership fund – the scope of applications (how narrow or broad the call for proposals should be); type of partnerships, organisations and activities funded (whether the range of eligible partners should be changed); number of partnerships and funding limits (whether there should be fewer partnerships with larger budgets or the reverse); likely future distribution of funds over the remaining years; the value and role of partnership facilitation (to what extent the emphasis on partnership facilitation and partnership funding should change); the extent to which funding levers rather than substitutes additional finance (the evidence that the funding is needed). • Organisation and network – the roles and nature of the engagement of: funding partners (including MFA); country partners; national platforms and P4G partner organisations; P4G Hub and; the overall governance arrangements. • Impact – the likely impact on attainment of global green growth goals of the selected partnerships and contribution of the different elements to the green growth goals of: funding, facilitation and recognition; the realism of implementation and the level of ambition of the partnerships selected for support. It is envisaged that the assignment will involve: a short trip to Washington to meet with P4G Hub, WRI and Accenture; interviews with the Ministry of Foreign Affairs; State of Green, Denmark and, a number of applicants. Initially an electronic survey is not envisaged but can be launched if found likely to be useful during the preparation process. The survey (e.g. via monkey survey) should be less than 10 questions. Output and reporting – the main output will be a short report (max 10 pages) on assessment, lessons learnt and recommendations. The recommendations will feed into the September P4G Board Meeting, Agenda Item ‘Priorities for 2019 – Second call for proposals for the P4G Partnership Fund’ and the P4G Inception Review tender to be announced before end of 2018. Notes for debriefing should be prepared before leaving Washington. Inputs and timing: The assignment will involve a senior official of the Ministry of Foreign Affairs and a consultant. The official will lead on meetings and selected consultations and the consultant will lead on the preparation and reporting process. The outcomes should be delivered no later than September 10th 2018.

Expected commencement of assignment August 9th 2018. Expected completion of the assignment September 10th 2018.

ANNEX B

Curricum Vitae (CV) for proposed Key Staff It is mandatory to fill out Annex B and it must be submitted as part of the Proposal. Link to Curriculum Vitae (CV) for proposed Key Staff (Use this or a similar format. Maximum five pages).

1

Eric Buhl-Nielsen 1 Personal Data

Name of Staff Eric Buhl-Nielsen 2 Employment Record (starting with present position)

Dates of employment organization Positions held 1995- date PEM Partner 1986-1995 Carl Bro/SWECO Head of Depts. (water, environment, energy) 1981-85 Gifford /RAMBOLL Graduate trainee

3 Education (indicate college/university and other specialized education)

1. Names of institutions 2. Degree obtained 3. Dates Imperial College, London University Bsc Civil and Environmental Engineering 1981 Southampton University Msc Irrigation 1986 London University – Henley Management College

Master in Business Administration (MBA) 1992 1993 Diploma in Marketing

Witwatersrand University PhD economics 2002 4 Languages (indicate proficiency: good, fair, or poor in speaking, reading, and writing)

Language Speaking Reading Writing English Good Good Good Danish Good Good fair

5 Special experience relevant to the assignment

Name of assignment Support to CAADP Period February 2018- Location Africa – Zambia, Angola, Tunisia, Gabon, Zimbabwe, Swaziland, Botswana, Client GIZ Main project features The Comprehensive Africa Agriculture Development Programme (CAADP) is Africa’s policy

framework for agricultural transformation, wealth creation, food security and nutrition, economic growth and prosperity for all. The project aims to support countries develop National Agricultural Investment Plans aimed at crowding in private sector investment and creating an enabling environment private sector led growth.

Position held Project director and QA Activities performed Review of all reports. Responsible for selection of country specialists (8) and international

staffing (3). Backstopping and advice with weekly skypes.

Name of assignment Appraisal of the UNEP DTU Partnership Period March – May 2018 Location Denmark, travel to France, Austria Client Danida Main project features The UNEP DTU Partnership (UDP isbased on a tripartite agreement between the United

Nations Environment Programme (UNEP), the Ministry of Foreign Affairs (MFA/Danida) of Denmark, and the Technical University of Denmark (DTU). The mission of UDP is to support UNEP in facilitating a shift towards cleaner and more efficient energy systems and support more climate resilient sustainable development, mainly in developing countries, through internationally leading research, policy analysis and capacity building.

Position held Institutional and finance specialist Activities performed Appraisal of the UNEP DTU Partnership including its thematic programmes in

cleaner energy development, low-carbon development, climate resilient development, and the Copenhagen Centre for Energy Efficiency (the Energy Efficiency Hub within the Sustainable Energy for All architecture). Focus on knowledge management, research, outreach and communication..

2

Name of assignment Support to P4G Period October 2017-18- Location Global Client Danida Main project features Partnership for Green Global and Global Goals, 2030. P4G is an international initiative

aimed at facilitating partnerships between business enterprises, business member organizations, civil society and the public sector to address market weaknesses in developing countries. Development of the concept, structure, functions and institutional set up for the proposed partnership fund (DKK 225m) to support incubator and accelerator phases of the business led partnerships. Development of criteria and procedures.

Position held Responsible for setting up procedure and administration manuals and QA related systems

Name of assignment Evaluation of Swedish Support for capacity development for Private Sector Development Period 2017 Location Global with field work in Kenya, Tanzania, Ukraine, Kosovo Client Sida Main project features The International Training Programme consists of two sub programmes: i) Private Sector

Growth Strategies (PSGS) programme aims to prepare individuals and organisations to face these challenges: and to nurture, stimulate and develop opportunities in the changing business environment, by building a sustainable and competitive business environment and economy; ii) The Strategic Business Management (SBM) programme aims to prepare entrepreneurs and business leaders to face challenges related to rapid world transformation to benefit from opportunities in the changing business environment for sustainable and profitable growth.

Position held Team leader Activities performed The consultants carried out an evaluation of the programmes 2012-2016. A combination of

five different approaches and methods were used in the evaluation: Analysis of the theory of change and verification of the evaluation questions; Portfolio analysis; Desk study and interviews with Swedish stakeholders ; Selection of in-depth case studies; Country visits and participants interview/results seminars. Analysis of the theory of change – a reconstructed intervention logic was presented. Selection of in-depth case studies – Participants of the PSGS programme develop an Organisational Action Plan (OAP); participants of the SBM develop a Strategic Business Plan (SBP) and together they develop a Country Action Plan (CAP).

Name of assignment Evaluation of EUs global energy cooperation (2011-2016) Period 2017-2018 Location Global – ACP countries, Asia and Central Asia. Client EU Main project features Evaluation of EUs global energy cooperation (2011-2016) involving more than Euro 3

Billion support. Policy and energy reform support; capacity development and knowledge management (including energy sector research and promotion of innovation); investment through grants and new financial instruments aimed at the private sector (loans, loan guarantees, equity capital). The focus of the energy cooperation has been on stimulating private sector and especially MSMEs. The evaluation includes evaluation of major challenge funds including: i) the EU energy facility (2005-2017) with a budget of over Euro 800 million and over 170 projects approved; ii) ElectriFI (2016-) a fund aimed at supporting private sector enterprises, so far 2 rounds of call for proposals have been adopted with 19 out of over 250 applications selected in the first round and 3 projects approved.

Position held Team leader (team of 15 consultants) Activities performed Full evaluation of relevance, effectiveness, efficiency, sustainability and where relevant impact.

Focus on coordination, complementarity and coherence of EU support to SE4ALL objectives – with a geographic focus on ACP countries, Asia and Central Asia. The assignment included an evaluation of the challenge funds and call for proposals procedures both in terms of efficiency and effectiveness. It also includes an evaluation of

3

the innovative financial instruments (blending, loan guarantees, risk capital, returnable grants) for stimulating private sector development and investment in the energy sector.

Name of assignment Kenya - Evaluation of programme for non-state actor partnerships in natural resources management, green growth and sustainable agriculture (water, land, environment)

Period November 2016-February 2017 Location Kenya Client Sida Main project features The Changieni Rasili-Mali (challenge fund) Facility is an innovative programme for

stimulating civil society partnership and entrepreneurship in natural resources management, green growth and sustainable agriculture (water, land, environment) – some 150 projects with a total grant budget of KES 1.8 Billion. The fund aimed at addressing inflexibility in funding mechanisms to respond to advocacy and policy change activities; extreme over-dependence on donors by NSAs; imbalance between representation and expert roles of NSAs in the sector; weak or missing cooperation and alliances among NSA partners, donors and government; under-involvement of non-traditional NSAs such as private sector, media and academic institutions as well as inadequate cross-sectoral coordination and dialogue within the Natural Resource Management (NRM) sub-sectors among other constraints NSAs are facing in the environment and natural resources sector in Kenya. The facility focussed on the poor and vulnerable sections of the population and aimed to increase their resilience to climate change and natural disasters through interventions within water, land rights, agriculture and energy.

Position held Team leader Activities performed Programmatic evaluation of facility with more than 150 projects including projects in renewable

energy, waste to energy and energy efficiency. Focus on entrepreneurship models to reach poor remote populations and use of value chain approaches to create sustainable rural enterprises and employment. Field work included visits to 12 selected projects in Kenya.

Name of assignment Facilitating and support to the development of the GIZ/DfiD support (€18m) to water stewardship -

Period 2014-2017 Location Global inputs with field work in Kenya, Zambia Client GIZ Main project features The international water stewardship programme develops instruments and methods for

partnership between public, private and civil society in Water Resources Management, Natural Resources management and environmental services – The programme engages international private companies including Coca-Cola, Heineken, Nestle, SAB Millar, H&M and others as well as the water utilities in Zambia (Lusaka water and sewerage company) and various utilities in Kenya.

Position held Facilitator and strategic advisor Activities performed Supported the development of strategies on M&E and on reaching out to small scale private

sector and developing robust and sustainable partnerships. This included facilitating WWF/AWS/IWASP/WRG-IFC/CEO-WM in developing a multi-stakeholder collaborative session for the Stockholm water week. It also included actions such as developing a strategy for supporting the Special Economic Zones and Export Processing Zones through stimulating partnerships and value chain links to local private sector and non-state actors.

Name of assignment Development of a strategy for support of Water Operator Partnerships Period 2017 Location Global Client EU Main project features Water Operator Partnership (WOPS) are partnerships between utilities and service

providers in Europe and the developing countries (North-South) as well as within the developing countries (South-South) – it is supported globally by Global WOP alliance under UN -Habitat. The EU launched a challenge fund based on a call for proposals procedure involving over 100 applicants and the financing of 32 projects.

Position held Team leader Activities performed Development of a strategy for Strengthening Partnership for capacity development in

the ACP water and sanitation sector. Rapid appraisal of EU support to WOPs (Euro20

4

million), mapping of water operator associations in Europe and ACP countries, outline of WOP initiatives, development of strategy for future EU support, facilitation of a major review event involving state and non-state actors from across Europe and ACP.

Name of assignment Evaluation of Danish Neighbourhood Programme 2008-2015 (strategy to 2017) Period March 2016-November 2016 Location Neighborhood, field work in Albania, Kosovo, Ukraine, Moldova Client Danida Position held Team leader Activities performed Evaluation with focus on Ukraine, Moldova, Belarus, Georgia, Kosovo, Albania, Bosnia

Herzegovina. Human rights and democracy, Sustainable and inclusive economic development, including support for innovative projects within green economy, environmental standards and regulations especially within: small scale agriculture and value chain development projects (diary, medical and aromatic plants, rural tourism, fruit products) as well as renewable energy and energy efficiency – including the E5P on energy efficiency. Assessment of the impact on Danish commercial interests and recommendations on enhancing future strategic relevance and promotion of cooperation with Danish private sector

Name of assignment Evaluation of the European Union's co-operation with the Region of Eastern Africa, Southern Africa and the Indian Ocean, 2008-2015.

Period 2016-2017 Location Global – field work in 10 countries Client EU Position held Team leader Activities performed A major assessment of the support given with the aim to strengthen regional integration

with a focus on NRM (green growth); economic integration and trade facilitation; peace and security. Total expenditure under evaluation EUR 3.2 billion

Name of assignment Review of the UNEP DTU Partnership Period October 2016-February 2017 Location Denmark Client Danida Position held Financial and institutional consultant Activities performed Review of the UNEP DTU thematic programmes in cleaner energy development, low-

carbon development, climate resilient development, and the Copenhagen Centre for Energy Efficiency (the Energy Efficiency Hub within the Sustainable Energy for All architecture). The Energy Efficiency Hub (under the SE4ALL) aims through the use of 6 energy efficiency accelerators to engage private sector in energy efficiency and link climate related finance to concrete investment opportunities.

Name of assignment Evaluation of EU blending and use of innovative financial instruments Period 2014-2016 Location Global – field work in 12 countries Client EU Position held Team leader Activities performed Evaluation of all EU support to blending projects 2007-2013 involving Euro 1.6 billion

of grants and projects of more than Euro 40 Billion –EU. Support to private sector development using technical assistance, interest rate subsidy, investment grants, guarantees and risk capital modalities. This work involved an extensive portfolio analysis of the aid flows as well as an assessment of the strategic relevance of concessionary finance in the future development cooperation landscape.

Name of assignment Support for use of Innovative financial instruments for environment, energy and climate change

Period 2016- Location Sweden/global Client Sida Position held Team leader

5

Activities performed Three-year framework support (on call down basis) to use of Sida innovative financial instruments (loan guarantees, risk capital) with focus on renewable energy, energy efficiency and environmental and climate change projects. Main projects include energy efficiency (district heating); Power Africa on access to electricity and generation of additional renewable energy

Name of assignment Review of the sustainable Energy Fund for Africa (SEFA) Period December 2015-feb 2016 Location Ethiopia, Nigeria, Cote’Ivoire Client Danida Main project features Support to private sector led renewable energy - project preparation facility and

investment fund (private equity) for renewable and energy efficiency Position held Energy sector expert Activities performed Mid term review – desk review, field visits and interviews, responsible for developing review

methodology and for reporting. Developed review methodology and reporting. Fieldwork on geothermal plant (Ethiopia) and private sector/SME driven energy efficient and renewable cooking fuel for low cost urban communities (Nigeria).

Name of assignment Capacity development within Sustainable agriculture, environment, climate and green economy and private sector development.

Period 2005-2016 Location Global – Cambodia, Kazakhstan, China, Jordan, Morocco, Kenya, Barbados, Lesotho, Pacific

region (Samoa/Fiji), Ghana, Namibia, Brussels (head office) Client EU Main project features The capacity development topics included green growth, sustainable energy, private

sector development and good governance especially in the focal sectors of agriculture and rural development, infrastructure (including energy and water), climate change, environment and natural resource management. In many of the regional events, especially in neighbourhood areas, medium income countries the focus was on experience exchange on adoption of EU regulations and standards within environment.

Position held Facilitator and trainer Activities performed Delivery of a range of training courses for EU and partner staff. This was complemented by

regional knowledge and experience exchange seminars. . In most cases the cases studies and presentations were communicated and disseminated using the capacity4dev knowledge management platform. Training course for public and private sector participants in the development of programmatic approaches and use of different aid /financing modalities to rural development involving the private sector and farmer associations.

Name of assignment Evaluation of Sida support to capacity development for risk management in banking Period April 2015- November 2015 Location Global, Field work in Georgia, (team in Uganda) Client Sida Main project features The capacity development programme was run over 8 programes and involved more than 60

change initiatives (projects) within risk management for improving access to finance for SMEs. The training programme included the following topics: Analysis of the financial markets’ importance on public finances and its relevance for poverty reduction .

Position held Team leader Activities performed Development of theory of change, inception reporting, desk study and field work.

Responsible for field work in Georgia and for final reporting and presentations.

Name of assignment Appraisal and later review of the Ugrowth II programme Period April – July 2013 (appraisal), 2015 (review) Location Uganda Client Danida Main project features The aim of the program is sustainable economic development through “increased

productivity, inclusive growth and employment”. The programme with a total budget of DKK 500 million has three components with the following immediate objectives: “Increased income and employment through environmentally and socially responsible improvements in productivity, quality and value addition in agricultural value chains”. Total budget: DKK 260 million. “Accelerated private sector-led and export-

6

Name of assignment Support to Southern Agriculture Growth Corridor Year 2013 Location Tanzania Client GrowAfrica – USAID Position held Institutional expert Activities performed Support to developing joint financing arrangements for SAGCOT– a private sector company

set up to promote and support investment in core value chains along the Southern Agriculture Growth Corridor in Tanzania – including through developing market linkages for SMEs and export led multi-nationals.

driven economic growth”. Total budget: DKK 80 million. “Increased resilience and equitable participation of Northern Uganda in the economic development of the country”. Total budget: DKK 140 million. In depth analysis of the opportunities and conditions for project and budget support and appraisal of chosen modalities.

Position held Deputy team leader Activities performed Full field appraisal (2013) and then later a review (2015) of the results achieved to date, the

continued relevance of the strategy of the programme and adequacy of the management and institutional arrangement and the application of the Human Rights Based Approach (HRBA). Interviews, survey of beneficiaries and partners, reporting and presentation of findings and recommendations. Reviewed the value chain analysis of 6 selected commodities.

Name of assignment Evaluation of Sida support to capacity development through a programme: “The Role of labour market policy in poverty alleviation’.

Period January 2015-Sept 2015 Location Global Client Sida Main project features The capacity development programme included elements on: Labour market policy;

Institutional development and strengthening of institutional capacity; the role and importance of social dialogue; the role and importance of employment service in labour market policy; labour market information and analysis; Active labour market programme

Position held Team leader Activities performed The evaluation focused on identifying, with a particular focus on tangible effects with regard

to individual and organisational capacity building that can directly or indirectly be derived from the programme; identifying lessons learned with a view to future programme development and, assessment of the extent to which a rights-based approach and a poor people’s perspective have permeated the programme.

Name of assignment Evaluation of VELUX and VILLUM FOUNDATIONS Environmental programme 2011-2014

Period June 2014-September 2014 Location Denmark Client Velux and Villum foundations Main project features Velux and Villum foundations provided close to DKK 0.5 billion of grants through a

challenge fund based on a call for proposals procedure to some 60 projects within environment – focusing on catalytic and transformative initiatives with a focus on collaborative engagement between private – public and civil society.

Position held Team leader Activities performed Evaluated the programme as a whole based on some 15 case samples, extensive survey of

grantees and focus discussion groups. Developing of key evaluation findings and recommendations.

Name of assignment Development of a Monitoring and evaluation system for the private sector business programme

Period Jan 2010- March 2011 Location Vietnam Client Danida Main project features The private sector business programme involved a range of partners such as the Vietnam

Chamber of Commerce and Industry; Vietnam Trade Union Organisation, Vietnam Cooperatives Association; Ministry of Industry and Trace; Ministry of Labour, Invalids and Social Affairs.

7

6. OTHER INFORMATION OF RELEVANCE TO THE ASSIGNMENT Eric Buhl-Nielsen has worked on more than 60 assignments for Danida including more than 15 appraisals and formulation of more than 10 programmes. • He is familiar and has insight into Danida’s Aid Management Guidelines and cross cutting approaches including

HRBA and private sector development. He has undertaken numerous analysis of theory of change, LFA and results frameworks and was a lead author of EU programme and project cycle management manual/courses.

• He has long experience of private sector development and is knowledgeable about international and Danish public and private sector actors through for example: i)evaluation of the Danish (EUN) neighbourhood programme; ii) the Velux environmental programme and i) formulation of Danish programmes within energy for Vietnam and Mexico, with later review of the Mexican programme)

• He is the PEMconsult liaison person for the UN Global Compact. • He is a strong and sought-after facilitator and has facilitated many multi-stakeholder events for Danida, Sida, EU

and others He has worked in: Africa: Angola, Benin, Botswana, Burkina Faso, DRC, Egypt, Ethiopia, Eritrea, Ghana, Kenya, Lesotho, Malawi, Mauritius, Mozambique, Namibia, Nigeria, Rwanda, South Africa, Sudan, Tanzania, Uganda, Zambia, Zimbabwe; Americas: Barbados, Bolivia, Ecuador, Guatemala, Nicaragua, Mexico, Peru; Asia: Bangladesh, Bhutan, Cambodia, China, East Timor, Fiji; Laos, India, Indonesia, Malaysia, Pakistan, Philippines; Thailand, Samoa, Sri Lanka, Vietnam; Europe; Albania, Estonia, Kosovo, Latvia, Lithuania, Denmark, Sweden, Russia, Ukraine; Georgia, Greenland, Kazakhstan MENA: Egypt, Jordan, Lebanon, Tunisia.

Position held Team leader Activities performed The task was to develop a results based M&E system based where possible on national

systems and making use of and improving current data collection and reporting systems.

Name of assignment Formulation of business sector and employment generation program Period May 2009 – August 2010 Location Mozambique Client Danida Main project features Formulation of a DKK 500 million programme involving skills enhancement, access to

finance; support to value chains and support to private sector associations mostly within agriculture.

Position held Team leader Activities performed Multiple missions to formulate program. Development institutional analysis and capacity

assessment. Development of 3 components (business advocacy facility; loan guarantee fund; local economic development program. Results based log frame and M&E system. Three assignments in total with total team inputs of approx.12 person months

ANNEX C

Budget Form for Contract Proposal

i. It is mandatory to fill out Annex C and it must be submitted as part of the Proposal in both Excel and PDF format.

Link to Annex C - Budget Form for Contract Proposal

Form 1 Calculation of Fee Budget

Consultant: PEMCONSULT A/S Project/programme title: Lessons Learned Study on the P4G first call for proposals

Recipient country: Global File no: 2018-4504

Position on team Name of Key staffRate/hour

(to no decimals)

Man-hours per key staff

(to no decimals)

Total fees per key staff (to no decimals)

DKK Hours DKKInternational consultant Team leader Eric Buhl-Nielsen 1.312 128 167.936

0 0 0

0

0

0

0

0

0

0

0

0

0

TOTAL 167.936

Working week: 40 hours Fee and Reimbursables in totalOutward & return travel: Max. 8 hours per outward or return travel 209656,06Weekends: Documented work time of max. 8 hrs per day may be included in exceptional cases

Please forward the budget form in both Excel and PDF format

Form 2 Calculation of Reimbursables Budget

Includes direct, actual expenses which have been approved by the Ministry of Foreign Affairs (Danida) as refundable. The reimbursables stated may be refunded against subsequent documentation by external vouchers from third party and from travel accounts. Only in exceptional cases may other types of reimbursable be added. This will require a special written approval from the Ministry of Foreign Affairs (Danida), Business and Contracts Departmentin advance.

Number of days Rate Rate Item Unit TotalDKK DKK DKK

3 3.194,19 9.582,56 1 21875,00 21875,00 3 625,00 1875,00 Audit 1 5000,00 5000,00 38332,56

0,00 1 3125,00 3125,00 0 0,00 0,00 Insurance 3 87,50 262,50 3387,50

0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00

0,00 0,00 0,00 0,00 0,00

TOTAL 9.582,56 25000,00 1875,00 5262,50 41720,06

Subsistence allowance: Current max. rates available on Fees and Reimbursables in totalhttps://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm_en

International travel rate: Maximum air fare by economy class at the travel agency of the Ministry of Foreign Affairs. Current discount schemes are to be used.Discount schemes shall be for the benefit of The Ministry of Foreign Affairs (Danida).

Project related expenses:

Total DKKTotal DKK

Local Travel

May include expenses relative to the assignment such as communication from abroad, reproduction and copying, vaccinations, sickness and accident insurance, visa fees, etc. Auditor's report is required and is a reimbursable expense.

Unit Rate DKK Total DKK

Subsistence allowance International Travel Project related expenses

Rate DKK Total DKKNumber of travels

209656,06

Terms of Remuneration

Fees Fees shall be determined on the basis of time actually worked on execution of the Services by the Key Staff as listed by position and name and at the rates specified in the Budget Form for Contract Proposal. Fees shall only be paid for time worked from the Commencement Date until the Completion Date. The Commencement Date cannot precede the date of the signing of the Contract by the Client. Fees must be calculated in working hours with a maximum of 8 hours per working day. Weekends are not work days unless so requested by the Client. All travel days are considered working days. The fee rates shall be fixed for the period of the Agreement. All fee rates must cover:

a) Remuneration paid to Key Staff. b) Administrative costs of employing Key Staff, such as relocation and repatriation expenses

(excluding flights to and from the beneficiary country upon mobilization and demobilization), expatriation allowances, leave, medical insurance and other benefits accorded to the Key Staff.

c) The margin covering the Consultant’s overheads, profit and backstopping facilities such as (i) general administration and administration related to the Services (management, personnel administration, secretarial services, book keeping, IT administration, engineering backup, other support, etc.), (ii) internal quality management and assurance, (iii) marketing (promotion, tendering, negotiations etc.), (iv) HRD and business development.

Project-related Expenses The Client shall, subject to the conditions and principles set out in these terms, reimburse the Consultant's expenses as specified in the Budget Form for Contract Proposal and actually and reasonable incurred by the Consultant in the execution of the Services. Reimbursement of expenses shall only take place against documentation from a third party. Only expenses listed by the types and amount in the Contract, and defined as follows shall be reimbursed. 1. International Travel Outward travel on commencement of assignment between the permanent residence and the base of operation and return travel on completion of the assignment shall be reimbursed for all Key Sraff. Journeys from the airport or public transport station closest to the place of permanent residence of the Key Staff to the final place of assignment are regarded as international travel. The section of the journey before and after the international journey (eg. taxi from place of

permanent residence to the airport), including that between the town of arrival and its airport are covered by the per diem. All travels to be reimbursed shall be made by the most appropriate means of transport and the most direct, practicable route, and shall be on what corresponds to economy class using existing discount schemes. 2. Local travel Travel costs for mission to be undertaken by Key Staff as part of the assignment away from the base of operation in the country of the assignment. Such travel expenses may comprise: Travels by air/ground by the most appropriate means of transport and the most direct, practicable route, and shall be on what corresponds to economy class using existing discount schemes. 3. Subsistence allowance Subsistence allowance paid on a per diem basis to Key Staff away from their permanent place of residence. Per diems cover accommodation, meals, transportation within the place of mission (intra-city travel) and sundry expenses not exceeding the per diem rate published on the EC web site. 4. Other project related expenses Apart from project related expenses defined in the Budget Form, only expenses specified in Annex A, Terms of Reference and/or in the Appendix to Instructions to Consultants, Criteria and Method of Evaluation: Specific Information Pertaining to this Tender, (e.g. workshops, study tours, equipment, translation, etc,) may be reimbursed.

ANNEX D

Outline of Proposed Methodology. Maximum [If required insert maximum no.] pages.

AktdetaljerAkttitel: P4G Lessons Learned First CallAktnummer: 2Akt ID: 3495796

Dato: 02-08-2018

Type: Udgående


[2] Standard Request for Proposals for Consultancy Services (02-06-2018) P4G Lessons Learned First Call.docx

21. august 2018

Udenrigsministeriet

Til: Søren-Erik Manegold Svendsen ([email protected])Cc: [email protected] ([email protected]), Flemming Andersen ([email protected])Fra: Dorrit Skaarup Jensen ([email protected])Titel: P4G Lessons Learned First CallSendt: 02-08-2018 16:56:18Bilag: Standard Request for Proposals for Consultancy Services (02-06-2018) P4G Lessons Learned First Call.docx;

Kære Søren-ErikJf. aftale med Eric anmodning om fremsendelse af tilbud. Se vedhæftet dokument. Jeg ser frem til atmodtage tilbud hurtigst muligt. På forhånd tak.Venlig hilsenDorrit Dorrit Skaarup Jensen | [email protected] Advisor DIRECT: +45 3392 0547MOBILE: +45 6197 9274 GROWTH AND EMPLOYMENTMINISTRY OF FOREIGN AFFAIRS, DENMARKASIATISK PLADS 2 / DK-1448 KØBENHAVN KTLF. +45 3392 0000 How we proces personal information.

== AKT 3495796 == Dokument 1 == [ P4G Lessons Learned First Call ] ==

http://um.dk/en/about-us/organisation/contact-information/the-ministry-of-foreign-affairs-of-denmark-personal-data-policy

2 June 2018

== AKT 3495796 == Dokument 2 == [ P4G Lessons Learned First Call ] ==

Preface

This document constitutes the Ministry of Foreign Affairs, Danida’s Standard Request for Proposals for Consultancy Services (SRFP) with a value below DKK 1,072,094. The Request for Proposal (RFP) includes a standard Letter of Invitation, standard Instructions to Consultants, Terms of Reference, and a standard Form of Contract. The standard Instructions to Consultants and the standard Forms of Contract may not be modified under any circumstances. The Letter of Invitation, the Appendix to Instructions to Consultants and the Terms of Reference (Annex A) to the Standard Forms of Contract is filled out by the Department of the Ministry of Foreign Affairs or the Danish Representation responsible for the contract. The Proposal Submission Form; Standard Forms of Contracts; Curriculum Vitae (CV) for proposed Key Staff (Annex B); Budget Form for Contract Proposal (Annex C); and Outline of Proposed Methodology (Annex D) when required, is filled out by the Consultant submitting the proposal. Danida Contracts, Ministry of Foreign Affairs, Copenhagen, 2 June 2018.

Section 1. Letter of Invitation 3

Section 1 - Letter of Invitation

PEMconsult a/s F.2 case number: 2018-4504.

Title of Contract: Lessons Learned Study on the P4G first call for proposals. The Ministry of Foreign Affairs of Denmark, Danida, herewith invites proposals to provide consulting services for the above mentioned assignment. More details on the services are provided in the Terms of Reference, Annex A. The award of contract will be carried out according to the One Offer method of selection. The maximum budget for the Contract is DKK 250.000. [Insert for Restricted Tendering Procedure:] This Request for Proposal has been addressed to the following shortlisted Consultants:

[Insert list of Consultants]

It is not permissible to transfer this invitation to any other firm. The Client’s Representative is:


[email protected], [email protected]

All correspondence concerning this Request for Proposal must be addressed to the above. General questions about the contract format shall, however, be directed to Danida Contracts on [email protected]

Proposals must be received at the e-mail address of the Client’s Representative no later than 03 August 2018. Proposals received after the deadline will not be considered.

The Request for Proposal (RFP) includes the following documents:

Section 1 - Letter of Invitation Section 2 - Instructions to Consultants Section 3 - Proposal Submission Form Section 4 - Standard Forms of Contract Annex A: Terms of Reference Annex B: CurriculumVitae (CV) for proposed Key Staff, Annex C: Budget Form for Contract Proposal

[Insert if relevant: Annex D: Outline of Proposed Methodology].

mailto:[email protected]

4 Section 2. Letter of Invitation

Please inform the Client’s Representative in writing using the e-mail address above that you have received the Letter of Invitation, and whether you will submit a proposal.

Yours sincerely,

Dorrit Skaarup Jensen, special advisor, Growth and Employment, Ministry of Foreign Affairs


Section 2 - Instructions to Consultants

Definitions

(a) “Client” means the Ministry of Foreign Affairs of Denmark or the Danish Representation.

(b) “Client’s Representative” means the Programme Officer at the Department or Representation responsible for the assignment.

(c) “Consultant” means any entity that may provide or provides the Services to the Client under the Contract.

(d) “Contract” means the Contract signed by the Parties and all the attached documents listed in its Clause 1 and 2.

(e) “Day” means calendar day.

(f) “Instructions to Consultants” (Section 2 of the RFP) means the document which provides Consultants all information necessary for preparation of their Proposals.

(g) “LOI” means the Letter of Invitation being sent by the Client to the Consultants.

(h) “Key Staff” means key and support staff provided by the Consultant or by any Sub-Consultant and assigned to perform the Services or any part thereof.

(i) “Proposal” means the Technical Proposal and the Financial Proposal.

(j) “RFP” means the Request For Proposal to be prepared by the Client for the selection of Consultants, based on the SRFP.

(k) “SRFP” means the Standard Request for Proposals, which must be used by the Client as a guide for the preparation of the RFP.

(l) “Services” means the work to be performed by the Consultant pursuant to the Contract.

(m) “Sub-Consultant” means any entity with whom the Consultant subcontracts any part of the Services.

(n) “Terms of Reference” (TOR) means the document included in the RFP as Annex A to the Contract which explains the objectives, scope of work, activities, tasks to be performed, respective responsibilities of the Client and the Consultant, and expected results and deliverables of the assignment.


1. Introduction 1.1 The Client’s Representative named in the Letter of Invitation will select a consulting firm/organization (the Consultant) in accordance with the method of selection specified in in the Appendix to Instructions to Consultants, Criteria and method of Evaluation.

1.2 The Consultant(s) are invited to submit a Technical Proposal and a Financial Proposal for the consulting services required for the assignment to the Client’s Representative named in the Letter of Invitation. The Proposal will be the basis for contract clarifications and ultimately for a signed Contract with the selected Consultant.

1.3 Consultants should familiarize themselves with local conditions and take them into account when preparing their Proposals.

1.4 At no cost to the selected Consultant and in a timely fashion, the Client will provide the inputs and facilities specified in the Terms of Reference, assist the Consultant in obtaining licenses and permits needed to carry out the services, and make available relevant project data and reports.

1.5 Consultants shall bear all costs associated with preparation and submission of proposals and contract clarification. The Client is not bound to accept any proposal, and reserves the right to annul the selection process, with justification for such a decision, at any time prior to Contract award, without thereby incurring any liabilities.

Limitation on number of Proposals

1.6 Each Consultant may only submit one proposal. Furthermore, the Client reserves the right to rule out a proposal from a Consultant participating in a consortium (or the like) that also submits a proposal, and vice versa, if the affiliation between the consortium and the participating Consultant constitutes a substantial risk of influencing or narrowing competition. However, this does not limit the participation of the same Sub-Consultant, including individual experts, to more than one proposal.

If the contract is tendered in lots, (and this will be specified in the Terms of Reference and/or Letter of Invitation), each Consultant is allowed to bid for one, more or all lots. The Consultant has to clearly specify the price for each lot. Each lot will be evaluated separately.


Proposal Validity

1.7 Consultants’ Proposals must remain valid for 45 days after the submission date. During this period, Consultants shall maintain the availability of Key Staff nominated in the Proposal. The Client will make its best effort to complete award of the contract within this period. However, should the need arise the Client may request Consultants to extend the validity period of their proposals. Consultants who agree to such extension shall confirm that they maintain the availability of the Key Staff nominated in the Proposal. Consultants who do not agree have the right to refuse to extend the validity of their Proposals.

2. Clarification and Amendment of RFP Documents

2.1 Consultants may request a clarification of any of the RFP documents up to 4 calendar days before the proposal submission date. Any request for clarification must be sent in writing, or by standard electronic means to the Client’s address indicated in the Letter of Invitation. The Client will respond in writing, or by standard electronic means and will send written copies of the response (including an explanation of the query but without identifying the source of inquiry) to all Consultants who have been invited to submit a proposal or who have requested the RFP. Should the Client deem it necessary to amend the RFP as a result of a clarification, it shall do so following the procedure under paragraph 2.2.

2.2 At any time before the submission of Proposals, the Client may amend the RFP by issuing an addendum in writing or by standard electronic means. The addendum shall be sent to all Consultants who have been invited to submit a proposal or who have requested the RFP and will be binding on them. Consultants shall acknowledge receipt of all amendments. To give Consultants reasonable time in which to take an amendment into account in their Proposals the Client may decide, if necessary, to extend the deadline for the submission of Proposals.

3. Preparation of Proposals

3.1 The Proposal (see paragraph 1.2), as well as all related correspondence exchanged by the Consultants and the Client, shall be written in the language(s) specified in the Terms of Reference.

3.2 In preparing their Proposal, Consultants are expected to examine in detail the documents comprising the RFP. Deficiencies in providing the information requested may result in rejection of a Proposal.


3.3 While preparing the Proposal, Consultants must give particular attention to the following:

(a) The estimated number of Key Staff-input shall be shown in the Terms of Reference. The Proposal shall be based on the number of Key Staff-input estimated by the Client’s Representative.

(b) Alternative Key Staff shall not be proposed, and only one Curriculum Vitae (CV) may be submitted for each position.

Language (c) Documents to be issued by the Consultants as part of this assignment must be in the language(s) specified in Annex A Terms of Reference.

Proposal Format and Content

3.4 Consultants are required to submit a Proposal. The Proposal shall provide the information indicated in the following paragraphs using the attached Standard Forms:

(a) The Proposal Submission Form (Section 3). (b) The Standard Forms of Contract (Section 4):

i. Contract (Signed) ii. Curriculum Vitae (CV) for proposed Key Staff

(Annex B) iii. Budget Form for Contract Proposal (Annex C) in

both Excel and PDF format. iv. v. Outline of Proposed Methodology, if requested

(Annex D)

Financial Proposal

3.5 The Financial Proposal shall be prepared using the attached Standard Forms (Section 4). It shall list all costs associated with the assignment, including (a) remuneration for staff, and (b) reimbursable expenses indicated in the Terms of Reference. All activities and items described in the Technical Proposal must be priced separately; activities and items described in the Terms of Reference but not priced, shall be assumed to be included in the prices of other activities or items.

Taxes 3.6 The Consultant may be subject to taxes in the country of the assignment (such as: value added or sales tax, social charges or income taxes on non-resident or resident personnel, duties, fees, levies) on amounts payable by the Client under the Contract. Any such amounts shall be included in the Financial Proposal, cf. 1.3 above. Country Agreements between the Government of Denmark and a partner country do not contain or confer rights


regarding exemptions of any kind to the Consultant.

The Consultant is solely responsible for the correct VAT treatment of the assignment.

Currency 3.7 The total contract sum shall include all taxes, charges, VAT and other costs. Consultants shall express the price of their services in Danish Kroner (DKK).

4. Submission, Receipt, and Opening of Proposals

4.1 The original proposal shall contain no interlineations or overwriting, except as necessary to correct errors made by the Consultants themselves. The person who signed the proposal must initial such corrections.

4.2 The Proposal must be sent by electronic means to the address indicated in the Letter of Invitation and received by the Client no later than the time and the date indicated in the Letter of Invitation, or any extension to this date in accordance with paragraph 2.2. Any proposal received by the Client after the deadline for submission shall be rejected.

4.3 The Proposal shall be submitted in pdf format.

5. Proposal Evaluation

5.1 From the time the Proposals are opened to the time the Contract is awarded, the Consultants should not contact the Client on any matter related to its Technical and/or Financial Proposal. Any effort by Consultants to influence the Client in the examination, evaluation, ranking of Proposals, and recommendation for award of Contract may result in the rejection of the Consultants’ Proposal.

5.2 Upon opening the Proposals, the Client shall assess their compliance. A proposal may be rejected at this stage if it does not comply with the RFP and the Terms of Reference.

Evaluation of Proposals

5.3 The Client shall then evaluate the compliant Proposals in substance applying the award criteria, sub criteria, and point system specified in the Appendix to the Instruction to Consultants. Each compliant Proposal will be given a technical score and a financial score. Proposals that fail to achieve the minimum technical score indicated in the Appendix shall be rejected. As shall proposals that exceed the maximum budget specified in the Letter of Invitation.

5.4 The Consultant whose Proposal obtains the highest total score shall be awarded the contract. The total score of a Proposal shall be obtained by weighting its technical and financial scores as specified in the Appendix and adding them.


Clarifications

6.1 The Client may at any time invite Consultants to clarify minor issues in their Proposal, but negotiations concerning substantial matters shall not take place.

Availability of Key Staff

6.2 Having selected the Consultant on the basis of, among other things, an evaluation of proposed Key Staff, the Client expects to finalize a Contract on the basis of the Key Staff named in the Proposal. Before contract award, the Client will require assurances that the Key Staff will be actually available. The Client will not consider substitutions during contract clarifications. If it is established that Key Staff were offered in the proposal without confirming their availability, the Consultant may be disqualified.

7. Award of Contract

8. Replacement of Key Staff

7.1 The Client shall promptly notify all Consultants who have submitted proposals of the result of the evaluation.

7.2 The Client does not deem the award procedure to be completed, until the Contract has been signed by the Parties.

7.3 The Consultant is expected to commence the assignment on the date and at the location specified in the Terms of Reference.

8.1 In case, during contract implementation, due to unforeseen circumstances, the need to substitute Key Staff under the contract arises, any proposed substitute shall have equivalent or better qualifications and experience than the original candidate.


Appendix to Instructions to Consultants Criteria and Method of Evaluation

Proposals shall be evaluated using the principle of Quality and Cost Based Selection with a weight of 80 % given to the technical proposal and a weight of 20 % to the financial proposal. (the sub weighs must be a total of 100 % for each position and total weights must be a total of 100%)

Key Staff Sub weight1 Total weight

Indicate how many of the CVs (one, two, three or all) that will be evaluated.]

[Insert position or discipline as appropriate]

General qualifications

Adequacy for the assignment

Experience in the region and language

















Methodology

For Contracts with an estimated value up to DKK 500,000 - decide if a Methodology is required. For Contracts with an estimated value above DKK 500,000 and up to DKK 1,072,094 - a Methodology is recommended. When required indicate the Sub weight of the Methodology and insert the maximum number of pages in Annex D.

Total Technical Proposal (Key Staff and Methodology) 100 %

Weighted Technical Proposal 80 %

Weighted Financial Proposal 20 %

Proposals where the Total Technical Proposal fail to achieve a minimum of 75 points shall be rejected.


[Specific information pertaining to this tender: [Insert N/A if not applicable. If relevant, insert short outline of specific information, e.g.: All Consultants shall set aside, eg. DKK 250,000 as reimbursables in their financial proposal to cover the costs for a workshop in the partner country; or that the tender is divided into lots. If the latter is the case, each lot has to be priced and evaluated separatelty.] The rating scale of responsiveness is divided as follows: Poor (40 points) Satisfactory (70 points) Good (90 points) Very good (100 points) The Client shall evaluate the proposed expert(s) by considering the following aspects:

General qualifications: Poor: The proposed candidate has limited/less-than academic education and training and his or her general experience has limited relevance to the assignment. Satisfactory: The proposed candidate has satisfactory academic education and training and overall working experience relevant to the assignment. Good: The proposed candidate has ample academic education and training and substantial working experience related to the assignment. Very good: In addition to the criteria under “good”, the proposed candidate has substantial specialized working experience in the field of the assignment and is up to “the state of the art” of the discipline. Adequacy for the assignment: Poor: The proposed candidate has never or only occasionally worked in a position similar to the one required under the assignment. His or her qualifications do not entirely match the assignment. Satisfactory: The experience of the proposed candidate fits the assigned position; he or she has held positions similar to the one proposed for the assignment on at least one occasion. The proposed candidate’s skills are satisfactory for the assignment. Good: The qualifications of the proposed candidate are ample for the assigned position; he or she has held several similar positions in similar assignments; the proposed candidate’s skills are adequate for the job. Very Good: In addition to the criteria under “good,” the proposed candidate has qualifications and experiences that fully meet the requirements of the assignment. Experience in the Region and Language: Poor: The proposed candidate has never or only occasionally worked in countries similar to the one of the assignment, and his or her knowledge of the language(s) of the assignment, including the local language, is basic. Satisfactory: The proposed candidate has worked in countries with cultural, administrative, and governance structures similar to the ones of the country of the assignment; his or her knowledge of the language(s) of the assignment is good. Good: In recent years, the proposed candidate has worked in the region of the assignment on several occasions; and he or she is very good in the language(s) of the assignment. Very Good: In addition to meeting the above definition of “good”, the proposed candidate has detailed, up to date knowledge of the country resulting from substantial professional experience in the country. The candidate is fluent in the language(s) of the assignment. If a proposed Methodology is rated, this shall be done using the above rating scale for responsiveness.

--- oOo ---

The lowest financial proposal will be given a score of 100 points and the other financial proposals will be given scores inversely proportional (cf. the evaluation form). The total score of the Proposal shall be determined be weighting and adding the technical and financial scores.

Section 3 – Proposal Submission Form 13

Section 3 - Proposal Submission Form

To: [Name and address of Client]

Dear Sir/Madam,

We, the undersigned, offer to provide the consulting services for [Insert title of assignment] in accordance with your Request for Proposal dated [Insert Date]. We are hereby submitting our Proposal, which includes a Technical Proposal and a Financial Proposal.

By submitting this Proposal we solemnly declare that we have fulfilled our obligation relating to the payment of social security contributions and to the payment of direct and indirect taxes in accordance with the legal provisions in Denmark and in the country in which we are established.

Additionally we solemnly declare the we have not within the last 2 years committed serious negligence in the exercise of our profession, which gives rise to doubt our integrity in accordance with the Danish Public Procurement Act, cf. section 137 (1), no. 3

If awarded the contract we undertake to abide by the principles of the United Nations Global Compact, and to carry out the Services in compliance with the Ministry of Foreign Affairs’ Anti-Corruption Code of Conduct.

We agree to abide by this Tender for a period of 45 days from the Tender Submission Date, and that it shall remain binding upon us and may be accepted at any time before that date.

We hereby declare that all the information and statements made in this Proposal are true and accept that any misinterpretation contained in it may lead to our disqualification.

Our Proposal is binding upon us and subject to the modifications resulting from Contract clarifications.

We undertake, if our Proposal is accepted, to initiate the consulting services related to the assignment not later than the date indicated in Paragraph 7.3, section 2., Instruction to Consultants.

We understand you are not bound to accept any Proposal you receive.

We remain, Yours sincerely,

Authorized Signature: Name and Title of Signatory: Location, date of signature: Name of Consultant: Address:

http://www.unglobalcompact.org/

http://www.unglobalcompact.org/

14 Section 3. Personnel Proposal - Standard Forms

Tax/VAT reg. No.:

Contract number: DC____________

Section 4. Standard Forms of Contract

CONTRACT

THIS CONTRACT (“Contract”) is entered into by and between:

The Danish Representation in Paris

Phone: [Insert +45 33 92 00 00 or tel. no of Danish Representation], E-mail: [E-mail of Department or Danish Representation]

and [Insert Consultant’s name] (“the Consultant”)

Address: [Insert Consultant’s address]

Phone: [Insert Consultant’s telephone number]

E-mail: [Insert Consultant’s e-mail].

WHEREAS, the Client wishes to have the Consultant performing the services hereinafter referred to, and

WHEREAS, the Consultant is willing to perform these services,

NOW THEREFORE THE PARTIES hereby agree as follows:

1. Services (i) The Consultant shall perform the services specified in Annex A, “Terms of Reference,” which is made an integral part of this Contract (“the Services”).

(ii) The Consultant shall provide the reports listed in Annex A, Terms of Reference, within the time periods listed in such Annex, and the Key Staff listed in Annex C, Budget Form for Contract to perform the Services.

2. The Contract The Contract has been made on the following basis:

1. The present Contract with annexes.

Annexes to this Contract are as follows in the stated order of priority:

2. Terms of Reference and Scope of Services

3. Curriculum Vitae (CV for proposed Key Staff)

4. Budget Form for Contract Proposal

5. Outline of Proposed Methodology, if required.

6. Request for Proposal, section 1., Letter of Invitation, and section 2., Instruction to Consultants and Appendix to Instruction to Consultants

7. Danida’s Aid Management Guidelines

Any references to the Contract will also include the annexes and addenda to this document.

The provisions of this document will take precedence over the provisions of annexes unless explicitly stated otherwise in the annexes; therefore, any provisions included in an annex which are inconsistent with the provisions of this document will have no legal effect unless explicitly stated otherwise in the annex in question. If at the time of the Contract an inconsistency exists in any annex between a requirement specified by the Client and the Consultant’s requirements response, the Client’s requirement will prevail; however, this involves no restriction of the Consultant’s duty to deliver any such additional services in relation to the Client’s requirements as may be included in the Consultant’s requirements response at the time of the Contract.

3. Term The Consultant shall perform the Services during the period commencing [Insert commencement date] and continuing through [Insert completion date] or any other period as may be subsequently agreed by the parties in writing. The assignment cannot be commenced until at the earliest the date of signing of the Contract by the Client.

4. Suspension

The Client may, by written notice to the Consultant, suspend all payments to the Consultant e.g. if the Consultant fails to perform some or all obligations under this Contract, provided that such notice (i) specifies the nature of the failure, and (ii) requests the Consultant to remedy such failure within a period not exceeding fifteen (15) days after receipt by the Consultant of such notice of suspension.

5. Termination by the Client

The Client may terminate this Contract in case of the occurrence of any of the events specified in paragraphs (a) through (g) below. The Client shall give a not less than fifteen (15) days’ written notice of termination to the

http://amg.um.dk/en

Consultants in case of the event referred to in (a), and sixty (60) days in case of the events referred to in (b) and (c). The Client may without notice terminate this Contract in case of the occurrence of any of the events specified in paragraphs (d) through (g) below.

(a) If the Consultant fails to remedy a failure in the performance of its obligations, as specified in a notice of suspension pursuant to Clause 4 above.


(c) If the Client, in its sole discretion and for any reason whatsoever, decides to terminate this Contract. In this case, the Consultant shall immediately make arrangements to stop the services and minimize expenditure. The Consultant shall be entitled to be reimbursed in full for such fees and expenses as shall have been duly incurred prior to the date of termination. The Consultant shall also be entitled to unavoidable reasonable costs incidental to the orderly termination of Services.

(d) If the Consultant becomes insolvent or bankrupt or enter into any agreements with creditors for relief of debt or take advantage of any law for the benefit of debtors or go into liquidation or receivership whether compulsory or voluntary.

(e) If the Consultant fails to comply with any final decision reached as a result of arbitration proceedings pursuant to Clause 17 hereof.

(f) If the Consultant has engaged in corrupt or fraudulent practices in competing for or in executing this Contract.

(g) If the Consultant submits to the Client a false statement which has a material effect on the rights, obligations or interests of the Client.

6. Termination by the Consultant

The Consultant may terminate this Contract, by not less than thirty (30) days’ written notice to the Client, in case of the occurrence of any of the events specified in paragraphs (a) through (d) of this Clause.

(a) If the Client fails to pay the Consultant pursuant to this Contract and not subject to dispute pursuant to Clause 17 hereof within forty-five (45) days after receiving written notice from the Consultant that such payment is overdue.

(b) If, as the result of Force Majeure, the Consultant is unable to perform a material portion of the Services for a period of not less than sixty

(60) days.

(c) If the Client fails to comply with any final decision reached as a result of arbitration pursuant to Clause 17 hereof.

(d) If the Client is in material breach of its obligations pursuant to this Contract and has not remedied the same within forty-five (45) days (or such longer period as the Consultant may have subsequently approved in writing) following the receipt by the Client of the Consultant’s notice specifying such breach.

7. Payment A. Ceiling

For Services rendered pursuant to Annex A, the Client shall pay the Consultant an amount not to exceed a ceiling amount indicated in Annex C: Budget Form for Contract Proposal.

This amount has been established based on the understanding that it includes all of the Consultant’s costs and profits as well as any obligation, such as value added or sales tax, social charges or income taxes on non-resident or resident personnel, duties, fees, levies, that may be imposed on the Consultant. All amounts in the agreement are in Danish Kroner (DKK). Fluctuations in foreign prices and exchange rates are of no concern to the Ministry of Foreign Affairs and will therefore not result in any adjustment of the agreed total budget in Danish Kroner.

B. Payment Conditions

Payment shall be made in Danish Kroner, or in another currency as agreed between the Client and the Consultant, not later than 30 days following submission of invoices. Invoices shall be submitted to the signatory to the contract. Payments will be made as an Advance Payment and a Final Payment.

The advance payment corresponding to 60 % of the total contract amount with a maximum amount of DKK 500,000 will be made at the request of the Consultant after the Commencement Date. The advance payment shall be deducted the Final Payment.

C. Audit Instructions

The Final Payment shall be made at the request of the Consultant

after the Services have been completed according to the Contract and to the satisfaction of the Client.

The final invoice shall be accompanied by the final accounts and an Auditor’s Report by an independent auditor.

The Report from the Auditor must be issued in accordance with International Standards of Auditing ISA 800 – “The Auditor’s Report on Special Purpose Audit Engagements” and on the provisions of this contract and its annexes.

The final accounts (but not supporting documents) and the Auditor’s Report shall be submitted to the Client not later than three months after the completion date, cf. paragraph 3 above.

If the three-month period expire and the Client does not receive the abovementioned documentation in full, a written request will be sent with a deadline of 30 days from the date in the written request to provide the full documentation.

If the Consultant fails to provide the documentation mentioned within the 30-day period, the Consultant is obliged to repay all amounts received under this Contract.

8. Project Administration

A. Representative

The Client designates the staff member indicated in the Letter of Invitation as Client’s Representative; the Representative shall be responsible for the coordination and control of the activities under the Contract and for acceptance of the deliverables by the Client.

B. Timesheets

During the course of their work under this Contract, including field work, the Consultant’s employees providing services under this Contract may be required to complete timesheets or any other document used to identify time spent, as well as expenses incurred, as instructed by the Representative.

C. Records and Accounts

The Consultant shall keep accurate and systematic records and accounts in respect of the Services, which will clearly identify all charges and expenses. The Client reserves the right to audit, or to nominate a reputable accounting firm to audit, the Consultant’s records relating to amounts claimed under this Contract during its term and any extension, and for a period of three months thereafter.

9. Performance The Consutant undertakes to perform the Services with the highest

Standard and Ethics

standards of professional and ethical competence and integrity. The Consultant shall promptly replace any employees assigned under this Contract that the Client considers unsatisfactory.

The Consultant undertakes to perform the services in compliance with the Danida Anti-corruption Code of Conduct, and to commit to the principles of the UN Global Compact.

10. Reimbursement of unanticipated costs

If unanticipated circumstances beyond the control of the Parties affect the performance of the Services, and if these unanticipated circumstances give rise to costs which are not already covered by the Contract and the Consultant specifies these additional costs in the prescribed format, and if further the Client approves the additional costs within the budget, the Client shall reimburse the Consultant for these costs.

11. Confidentiality

The Consultants shall not disclose any proprietary or confidential information relating to the Services, this Contract or the Client’s business or operations without the prior written consent of the Client.

12. Ownership of Material

Any studies, reports or other material, graphic, software or otherwise, prepared by the Consultant for the Client under the Contract shall belong to and remain the property of the Client. The Consultant may retain a copy of such documents and software.

13. Conflict of Interest

The Client’s policy requires that Consultants provide professional, objective, and impartial advice and at all times hold the Client’s interests paramount, strictly avoid conflicts with other assignments or their own corporate interests and act without any consideration for future work.

14. Security,

Insurance and Liability

A. The Consultant shall take out adequate insurances for sickness and accident (including repatriation) for employees of the Consultant, sub-contracting consultants etc. and liability

insurance for the Consultant and all employees, also including local employees.

B. With respect to professional liability insurance (Client’s representative to tick relevant box below):

The Consultant shall take out a professional liability insurance.

Exemption from the requirement to take out professional liability insurance has been granted by the Client’s representative.

C. The professional liability of the Consultant shall be limited to an amount equal to twice the total contract amount. The Consultant’s liability for errors and defects shall cease five years after the Ministry of Foreign Affairs’ approval of the Consultant’s final report.

D. The Consultant is responsible for the safety and security of the employees of the Consultant, sub-contracting consultants, including local employees etc., also if the assignment involves missions in an area of conflict or an area with high security risks.

E. [Insert N/A or the following sentence: In accordance with Article

13 D above, the Consultant is responsible for the safety and

security of the employees of the Consultant, sub-contracting

consultants, including local employees etc., also if the assignment

involves missions in an area of conflict or an area with high

security risks. For this particular assignment, the responsibility of

the Consultant in this regard will be fulfilled by the security

company [indicate name]. The Consultant hence accepts and agrees

to use the services provider used for close protection in [indicate

country or area] by the Danish Ministry of Foreign Affairs and that

this Company will carry out protection to the full satisfaction of

the Consultant.]

15. Assignment The Consultant shall not assign this Contract or Subcontract any portion of it without the Client's prior written consent.

16. Substitution of Key Staff

The Consultant shall not substitute any Key Staff listed in Annex B, Budget Form for Contract, to perform the Services, without the Client's prior written consent.

Any proposed substitute shall have equivalent or better qualifications and experience than the original candidate and proper documentation for this

must be submitted along with the Consultant's request for substitution. The proposed substitute shall be offered without any additional costs to be incurred by the Client other than those approved in relation to the original candidate.

The Client may refuse a substitution, if the refusal is based on a reasoned statement.

17. Amendments The Client may request the Consultant for amendments to the Services if the needs of the Client change. The Payment shall be adjusted accordingly based on the fees pr. hour and project related expenses.

However, the amendments may neither exceed 10 percent of the value of the Contract nor exceed the relevant threshold amount of the Contract (250,000 DKK / 500,000 DKK /the applicable EU procurement threshold). If several amendments have been made to the Contract, the value of the amendments shall be added in the calculation.

The Consultant shall prepare the addendum to the Contract reflecting the amendments. The Consultant shall not initiate the performance of any Services covered by amendments until the Client has provided its written approval of the addendum.

18. Law Governing Contract and Language

The Contract shall be governed by the laws of Denmark and the language of the Contract shall be English.

19. Dispute Resolution

Any dispute arising out of or in connection with this contract, including any disputes regarding the existence, validity or termination thereof, shall be settled by simplified arbitration arranged by The Danish Institute of Arbitration in accordance with the rules of simplified arbitration procedure adopted by The Danish Institute of Arbitration and in force at the time when such proceedings are commenced. The language to be used in the arbitration case shall be Danish, or English if the Consultant is not Danish.

20. Solemn

Declaration

The Consultant solemnly declares that the information and declaration by the Consultant in this agreement with relating annexes are correct. The contract shall be signed by the Consultant and the Client and each of the parties shall have a copy hereof.

For the Consultant For the Client

Signed by: Signed by: [Ministry of Foreign Affairs or the Danish Representation in XX]

Title: Name: Date: Date: F.2 Case no.: Budget (DKK): Contract no: DC LIST OF ANNEXES

Annex A: Terms of Reference

Annex B: Curriculum Vitae (CV) for proposed Key Staff

Annex C: Budget Form for Contract

Annex D: Outline of Proposed Methodology, if required

ANNEX A

Terms of Reference

TOR for Lessons Learned Study on the P4G first call for proposals. Background Partnering for Green Growth and the Global Goals 2030 (P4G) is an action oriented global green growth engine that powers breakthrough partnerships with government, business and community leaders to speed up the UN Sustainable Development Goals and fulfil the commitments of the Paris Agreement of 2015. P4G’s public-private partnerships pursue specific global development goals through market-based actions. P4G, through an international coordination Hub hosted by WRI, supports partnerships through: funding; facilitation and recognition. A first call for proposals was launched in February 2018. A total of 450 concept notes from partnership applicants were received. P4G conducted a rigorous review process with assistance from its partner organizations and outside experts to determine the 2018 P4G Partnership Finalists. Each application was reviewed and scored by P4G based on the following criteria: Eligibility—OECD/DAC countries, relevant SDG(s); Impact—Ability to impact target geographic area(s) and systems change potential; Innovation/Growth Potential—Innovative strategy to fill gap/SDG(s) and ability to scale up; Implementation Viability—Sound approach to achieving outcomes and partnership capacity to execute. P4G selected 24 partnerships as finalists for funding and facilitation support. The P4G Partnership Finalists include projects reflecting the five sustainable development goal areas: food and agriculture, water, energy, cities and circular economy as well as partnerships from all partner countries. Among these 24 partnerships: 11 have been selected to provide further information to qualify for start-up funding of up to $100,000; 8 will submit a full proposal as part of a competitive process to receive up to $1 million in scale-up funding; 5 will receive facilitation support. The process was guided by a set of operational manuals that followed the internal procedures of WRI. It is timely now to reflect over the process and identify the lessons learnt. These lessons will be used to adjust and improve the planned second call for proposal to be launched at the global summit to take place 19.-20. October in Copenhagen. Objective – the objective of the assignment is to draw lessons learnt from the experience of the first call for proposals that can inform and if relevant adjust the process for the 2nd call for proposals in October 2018. Scope of work and activities – the assignment, drawing on observations and reflections already made by P4G and its partners should include but not necessarily be limited to: Assess the overall process of launching, assessment of partnership applications and selection of finalists including: • implications on the balance of workload, degree of outsourcing and realism of the planned time scale

• the creation of demand and interest and level of response and the extent to which partners have clarity over the concept • the continuing validity of the eligibility criteria for scoring the proposals • the continuing validity of the expense eligibility and type of partners allowed to receive funds • the broadness of the scope of action and type of partners and partnerships • the level of detail of applications required at concept and detailed proposal level • the appropriateness of the indicators and results framework and the monitoring and feedback mechanisms • the viewpoints of selected applicants (a wider e-survey could be considered) • the due diligence practice and management of financial risks • support from P4G network to partnerships (national platforms, partner organisations, board) Based on the assessment, identify the lessons learned on: • Partnership fund – the scope of applications (how narrow or broad the call for proposals should be); type of partnerships, organisations and activities funded (whether the range of eligible partners should be changed); number of partnerships and funding limits (whether there should be fewer partnerships with larger budgets or the reverse); likely future distribution of funds over the remaining years; the value and role of partnership facilitation (to what extent the emphasis on partnership facilitation and partnership funding should change); the extent to which funding levers rather than substitutes additional finance (the evidence that the funding is needed). • Organisation and network – the roles and nature of the engagement of: funding partners (including MFA); country partners; national platforms and P4G partner organisations; P4G Hub and; the overall governance arrangements. • Impact – the likely impact on attainment of global green growth goals of the selected partnerships and contribution of the different elements to the green growth goals of: funding, facilitation and recognition; the realism of implementation and the level of ambition of the partnerships selected for support. It is envisaged that the assignment will involve: a short trip to Washington to meet with P4G Hub, WRI and Accenture; interviews with the Ministry of Foreign Affairs; State of Green, Denmark and, a number of applicants. Initially an electronic survey is not envisaged but can be launched if found likely to be useful during the preparation process. The survey (e.g. via monkey survey) should be less than 10 questions. Output and reporting – the main output will be a short report (max 10 pages) on assessment, lessons learnt and recommendations. The recommendations will feed into the September P4G Board Meeting, Agenda Item ‘Priorities for 2019 – Second call for proposals for the P4G Partnership Fund’ and the P4G Inception Review tender to be announced before end of 2018. Notes for debriefing should be prepared before leaving Washington. Inputs and timing: The assignment will involve a senior official of the Ministry of Foreign Affairs and a consultant. The official will lead on meetings and selected consultations and the consultant will lead on the preparation and reporting process. The outcomes should be delivered no later than September 10th 2018.

Expected commencement of assignment August 9th 2018. Expected completion of the assignment September 10th 2018.

ANNEX B

Curricum Vitae (CV) for proposed Key Staff It is mandatory to fill out Annex B and it must be submitted as part of the Proposal.

Link to Curriculum Vitae (CV) for proposed Key Staff (Use this or a similar format. Maximum five pages).

http://um.dk/en/about-us/procurement/contracts/short/contract-documents

ANNEX C

Budget Form for Contract Proposal

i. It is mandatory to fill out Annex C and it must be submitted as part of the Proposal in both Excel and PDF format.

Link to Annex C - Budget Form for Contract Proposal



ANNEX D

Outline of Proposed Methodology. Maximum [If required insert maximum no.] pages.

Terms of Remuneration Fees Fees shall be determined on the basis of time actually worked on execution of the Services by the Key Staff as listed by position and name and at the rates specified in the Budget Form for Contract Proposal. Fees shall only be paid for time worked from the Commencement Date until the Completion Date. The Commencement Date cannot precede the date of the signing of the Contract by the Client. Fees must be calculated in working hours with a maximum of 8 hours per working day. Weekends are not work days unless so requested by the Client. All travel days are considered working days. The fee rates shall be fixed for the period of the Agreement. All fee rates must cover:

a) Remuneration paid to Key Staff. b) Administrative costs of employing Key Staff, such as relocation and repatriation expenses

(excluding flights to and from the beneficiary country upon mobilization and demobilization), expatriation allowances, leave, medical insurance and other benefits accorded to the Key Staff.

c) The margin covering the Consultant’s overheads, profit and backstopping facilities such as (i) general administration and administration related to the Services (management, personnel administration, secretarial services, book keeping, IT administration, engineering backup, other support, etc.), (ii) internal quality management and assurance, (iii) marketing (promotion, tendering, negotiations etc.), (iv) HRD and business development.

Project-related Expenses The Client shall, subject to the conditions and principles set out in these terms, reimburse the Consultant's expenses as specified in the Budget Form for Contract Proposal and actually and reasonable incurred by the Consultant in the execution of the Services. Reimbursement of expenses shall only take place against documentation from a third party. Only expenses listed by the types and amount in the Contract, and defined as follows shall be reimbursed. 1. International Travel Outward travel on commencement of assignment between the permanent residence and the base of operation and return travel on completion of the assignment shall be reimbursed for all Key Sraff. Journeys from the airport or public transport station closest to the place of permanent residence of the Key Staff to the final place of assignment are regarded as international travel. The section of the journey before and after the international journey (eg. taxi from place of

permanent residence to the airport), including that between the town of arrival and its airport are covered by the per diem. All travels to be reimbursed shall be made by the most appropriate means of transport and the most direct, practicable route, and shall be on what corresponds to economy class using existing discount schemes. 2. Local travel Travel costs for mission to be undertaken by Key Staff as part of the assignment away from the base of operation in the country of the assignment. Such travel expenses may comprise: Travels by air/ground by the most appropriate means of transport and the most direct, practicable route, and shall be on what corresponds to economy class using existing discount schemes. 3. Subsistence allowance Subsistence allowance paid on a per diem basis to Key Staff away from their permanent place of residence. Per diems cover accommodation, meals, transportation within the place of mission (intra-city travel) and sundry expenses not exceeding the per diem rate published on the EC web site. 4. Other project related expenses Apart from project related expenses defined in the Budget Form, only expenses specified in Annex A, Terms of Reference and/or in the Appendix to Instructions to Consultants, Criteria and Method of Evaluation: Specific Information Pertaining to this Tender, (e.g. workshops, study tours, equipment, translation, etc,) may be reimbursed.

http://ec.europa.eu/europeaid/work/procedures/implementation/per_diems/index_en.htm

AktdetaljerAkttitel: Lessons learned study kontraktAktnummer: 4Akt ID: 3509570

Dato: 09-08-2018

Type: Udgående


[2] Signed DC2018-173-FC - Standard Request for Proposals for Consultancy Se....pdf

21. august 2018

Udenrigsministeriet

Til: [email protected] ([email protected])Cc: Hanni Møller Gredsted ([email protected])Fra: Dorrit Skaarup Jensen ([email protected])Titel: Lessons learned study kontraktSendt: 09-08-2018 13:33:36Bilag: Signed DC2018-173-FC - Standard Request for Proposals for Consultancy Se....pdf;

Title: Lessions Learned Study on the P4G first call for proposalsFile no.: 2018-30296Enclosed please find a signed copy of Agreement No. DC 2018/173/FC for DKK 250.000 concerning theabove mentioned short-term consultancy services.For Danish companies:NOTE: New Ean No.: 5798000005600.It is very important that the invoice and any correspondence related to this agreement include theMinistry’s File No., the Contract No. and the email-address of the Contact person [email protected]. Allinvoices received without email-address will automatically be rejected.Please observe that:* The final accounts for fees must be within the approved budget for fees.* The final accounts for reimbursable expenses must be within the approved budget for reimbursableexpenses.* Any excess on the fee budget or on the expense budget cannot be offset against savings in the other.* Any changes to this agreement must be approved by the Representation before being implemented.Instructions for payments:* Invoices from Danish companies must be submitted through a Read-In-Service Center to EAN No.5798000005600 including banking details and CVR-number. * Invoices from foreign companies must include banking details and IBAN and/or Swift Code. Foreign companies are requested to indicate on the invoice whether the account can receive Danish Kroner(DKK) Final statement of accounts must include:* Invoice, cf. above* Form 1A – Final Accounts - Fees,* Form 2A – Final Accounts - Reimbursable* Form 3A – Final Statement of Fees and Reimbursable* Form 4 – Auditor’s Report on Final Accounts (vouchers should not be attached)* Copy of Letter of completion the Clients Representative* All of the above to be sent by e-mail as a scanned pdf-file to the contact person at the representation. * Please note that savings on one budget cannot be offset against additional consumptions on the otherbudget.* Please note that the final invoice must include the final account The Final Accounts forms can be found on Procurement and contracts’ webpage: http://um.dk/en/about-us/procurement/contracts/short/contract-documentsKind regards,Dorrit

== AKT 3509570 == Dokument 1 == [ Lessons learned study kontrakt ] ==


AktdetaljerAkttitel: Note on procurementAktnummer: 5Akt ID: 3532565

Dato: 20-08-2018

Type: Intern


[2] Note on procurements Lessons Learned Study.docx

21. august 2018

Udenrigsministeriet

Annex 1

Enclosure File Department Date

2017-28945 VBE 07-08-2018

NOTE

On procurements by units home and missions abroad below the thresholds for EU tenders

1. Introduction

The present note is prepared for the following acquisition (hereinafter called the contract): Lessons Learned Study on the P4G first call for proposals Background Partnering for Green Growth and the Global Goals 2030 (P4G) is an action oriented global green growth engine that powers breakthrough partnerships with government, business and community leaders to speed up the UN Sustainable Development Goals and fulfil the commitments of the Paris Agreement of 2015. P4G’s public-private partnerships pursue specific global development goals through market-based actions. P4G, through an international coordination Hub hosted by WRI, supports partnerships through: funding; facilitation and recognition. A first call for proposals was launched in February 2018. A total of 450 concept notes from partnership applicants were received. P4G conducted a rigorous review process with assistance from its partner organizations and outside experts to determine the 2018 P4G Partnership Finalists. Each application was reviewed and scored by P4G based on the following criteria: Eligibility—OECD/DAC countries, relevant SDG(s); Impact—Ability to

Asiatisk Plads 2

DK-1448 Copenhagen K

Denmark

Phone +45 33 92 00 00

Fax +45 32 54 05 33

E-mail: [email protected]

http://um.dk

== AKT 3532565 == Dokument 2 == [ Note on procurement ] ==

2

impact target geographic area(s) and systems change potential; Innovation/Growth Potential—Innovative strategy to fill gap/SDG(s) and ability to scale up; Implementation Viability—Sound approach to achieving outcomes and partnership capacity to execute. P4G selected 24 partnerships as finalists for funding and facilitation support. The P4G Partnership Finalists include projects reflecting the five sustainable development goal areas: food and agriculture, water, energy, cities and circular economy as well as partnerships from all partner countries. Among these 24 partnerships: 11 have been selected to provide further information to qualify for start-up funding of up to $100,000; 8 will submit a full proposal as part of a competitive process to receive up to $1 million in scale-up funding; 5 will receive facilitation support. The process was guided by a set of operational manuals that followed the internal procedures of WRI. It is timely now to reflect over the process and identify the lessons learnt. These lessons will be used to adjust and improve the planned second call for proposal to be launched at the global summit to take place 19.-20. October in Copenhagen. Objective – the objective of the assignment is to draw lessons learnt from the experience of the first call for proposals that can inform and if relevant adjust the process for the 2nd call for proposals in October 2018. Scope of work and activities – the assignment, drawing on observations and reflections already made by P4G and its partners should include but not necessarily be limited to: Assess the overall process of launching, assessment of partnership applications and selection of finalists including:

implications on the balance of workload, degree of outsourcing and realism of the planned time scale

the creation of demand and interest and level of response and the extent to which partners have clarity over the concept

the continuing validity of the eligibility criteria for scoring the proposals

the continuing validity of the expense eligibility and type of partners allowed to receive funds

the broadness of the scope of action and type of partners and partnerships

the level of detail of applications required at concept and detailed proposal level

the appropriateness of the indicators and results framework and the monitoring and feedback mechanisms

the viewpoints of selected applicants (a wider e-survey could be considered)

the due diligence practice and management of financial risks

3

support from P4G network to partnerships (national platforms, partner organisations, board)

Based on the assessment, identify the lessons learned on:

Partnership fund – the scope of applications (how narrow or broad the call for proposals should be); type of partnerships, organisations and activities funded (whether the range of eligible partners should be changed); number of partnerships and funding limits (whether there should be fewer partnerships with larger budgets or the reverse); likely future distribution of funds over the remaining years; the value and role of partnership facilitation (to what extent the emphasis on partnership facilitation and partnership funding should change); the extent to which funding levers rather than substitutes additional finance (the evidence that the funding is needed).

Organisation and network – the roles and nature of the engagement of: funding partners (including MFA); country partners; national platforms and P4G partner organisations; P4G Hub and; the overall governance arrangements.

Impact – the likely impact on attainment of global green growth goals of the selected partnerships and contribution of the different elements to the green growth goals of: funding, facilitation and recognition; the realism of implementation and the level of ambition of the partnerships selected for support.

It is envisaged that the assignment will involve: a short trip to Washington to meet with P4G Hub, WRI and Accenture; interviews with the Ministry of Foreign Affairs; State of Green, Denmark and, a number of applicants. Initially an electronic survey is not envisaged but can be launched if found likely to be useful during the preparation process. The survey (e.g. via monkey survey) should be less than 10 questions. Output and reporting – the main output will be a short report (max 10 pages) on assessment, lessons learnt and recommendations. The recommendations will feed into the September P4G Board Meeting, Agenda Item ‘Priorities for 2019 – Second call for proposals for the P4G Partnership Fund’ and the P4G Inception Review tender to be announced before end of 2018. Notes for debriefing should be prepared before leaving Washington. Inputs and timing: The assignment will involve a senior official of the Ministry of Foreign Affairs and a consultant. The official will lead on meetings and selected consultations and the consultant will lead on the preparation and reporting process. The outcomes should be delivered no later than September 10th 2018.

4

2. Overview

Contracts estimated to have "certain cross-border interest" According to the Public Procurement Act §§ 191-192, cf. § 10, a contract between DKK 0 - DKK1,006,628, excl. VAT (corresponding with the threshold at any time - from 1 January 2016 DKK 1,006,628, excl. VAT) shall be advertised on www.udbud.dk, if the contract has a "clear cross-border interest".

Contracts estimated to have a "no cross-border interest"

Contracts below DKK 250,000, excl. VAT

According to note of 16 December 2016, cf. guidance note 1 in this

note, contracts below DKK 250,000, excl. VAT are estimated to have

"no cross-border interest".

For these contracts only administrative law principles shall be complied

with, which is done by completing and journalizing the below template,

cf. Appendix 1B.

Contracts between DKK 250,000, excl. VAT - DKK 500,000,

excl. VAT

When contracts between DKK 250,000, excl. VAT - DKK 500,000,

excl. VAT are assessed to have a "no cross-border interest", cf. below

section. 3, only administrative law principles shall be complied with,

which is done by completing and journalizing the below template below,

cf. Appendix 1B.

Contracts between DKK 500,000, excl. VAT - DKK 1,006,628,

excl. VAT

According to the Public Procurement Act § 193, cf. § 11 a contract with

"no cross-border interest" with an estimated value of between DKK

500,000, excl. VAT, and the threshold at any time, shall be on market

terms, which is done by completing and journalizing the below template,

cf. Appendix 1A.

http://www.udbud.dk/

5

When does a contract "clear cross-border interest"

A contract has a "clear cross-border interest" if it is deemed that a

company established in another EU Member State can have a real

interest in the contract click here.

This will be the case where experience indicates that the contract tends

to be of interest to companies in other EU Member States or where it is

specifically considered to be a contract of interest to companies in other

EU Member States.

At doubt about whether the contract has got "clear cross-border

interest" or not, reference is made to the assessment below under section

3.

If there is no doubt that a contract has got "clear cross-border interest",

the contract shall, as a minimum be advertised on www.udbud.dk, so

that companies in other EU Member States have the opportunity to

express their interest/bid on the contract.

When does a contract have "no clear cross-border interest"

A contract has "no clear cross-border interest" if it is deemed that no

company established in another EU Member State can have a real

interest in the contract.

To conclude that a contract has got "no clear cross-border interest" a

specific assessment shall be made in accordance with clause. 3 below.

This assessment shall be journalizing on F.2.

3. Assessment of "clear cross-border interest"/"no clear cross-

border interest"

In the assessment emphasis has been put on the following:

Object of the contract (is the object of contract typically exchanged across

borders?)

Estimated contract value (high contract values indicate that the contract

has got "clear cross-border interest")

6

The situation in the field concerned (specific factors such as market

size, structure and trade practices may cause a contract to have "clear cross-

border interest")

The geographical location of the performance of the contract (is

the contract to be carried out close to a border in the EU?)

Duration of the contract (a long duration suggest that the contract will

have a "clear cross-border interest")

Other elements (Ex. 1: A weak Danish competition may cause the

contract to have "clear cross-border interest". Example 2: National

administrative and legal framework and language requirements may result in

the contract not having a "clear cross-border interest")

4. Conclusion

The Foreign Ministry has assessed that the acquisition does not

have a "clear cross-border interest", as the estimated value is

below DKK 250,000, excl. VAT.

This note has been journalizing in F.2 on case 2017-28945

Dorrit Skaarup Jensen, 03-08-2018

7

Appendix 1A

Market terms (To be completed if the value of the contract is

between DKK 500,000, excl. VAT and DKK 1,006,628, excl.

VAT)

To ensure that the contract is concluded on market terms under

the Public Procurement Act § 193, cf.. § 11, the Ministry of

Foreign Ministry has observed and reasoned as follows :

conducted a market screening and based on that obtained one

offer, or

obtained two or more offers, or

advertised the contract on the Foreign Ministry website and on

udbud.dk, or

used other methods that ensure that the purchase is carried out

done on market terms.

This note has been journalized in F.2 on case xxxx-xxxx

Name and date

8

Annex 1B

Administrative law principles (To be completed if the value of the contract is between DKK 0 and DKK 500,000 excl. VAT)

To ensure that the contract is entered into in accordance with the

administrative law requirement for objective management including the

prohibition against protection of irrelevant interests, requirement for

equal treatment, for financially sound administration as well as for

proportionality, the Ministry of Foreign Affairs has observed and

reasoned as follows::

VBE has assessed that Eric Buhl-Nielsen is the best available

candidate to conduct the described tasks due to his proven record

in designing the P4G Partnership Fund and the related manuals at

a reasonable cost level

This note has been journalized in F.2 on case 2017-28945

Dorrit Skaarup Jensen / 07-08-2018

AktdetaljerAkttitel: RE: P4G / Partnershipfund / First Call Aktnummer: 6Akt ID: 3532599

Dato: 30-07-2018

Type: Indgående

Original titel: RE: P4G / Partnershipfund / First Call

Dokumenter: [1] RE P4G Partnershipfund First Call.msg

[2] Draft TOR review of lessons learnt dsj comments 26072018_P4G.docx

21. august 2018

Udenrigsministeriet

Til: Dorrit Skaarup Jensen ([email protected])Cc: Robyn McGuckin ([email protected]), Ian de Cruz ([email protected]), Frank

Walter ([email protected]), [email protected] ([email protected])Fra: Hans Alarcon ([email protected])Titel: RE: P4G / Partnershipfund / First CallSendt: 30-07-2018 23:18:04Bilag: Draft TOR review of lessons learnt dsj comments 26072018_P4G.docx;

Hello Dorrit, Please see attached our edits in the attached document. Planning ahead for Eric’s trip for the week of August 13, Robyn and Ian will be having calls with the scale-up partnershipsduring that week, and then Robyn will be on vacation starting Friday August 17. Let me know if there is any specific prep material that will help with making Eric’s visit more streamlined. Best regards Hans From: Dorrit Skaarup Jensen <[email protected]> Sent: Friday, July 27, 2018 9:24 AMTo: Hans Alarcon <[email protected]>Cc: Robyn McGuckin <[email protected]>; Ian de Cruz <[email protected]>; FrankWalter <[email protected]>; Eric Buhl-Nielsen <[email protected]>Subject: SV: P4G / Partnershipfund / First Call Dear Hans,Please find attached draft ToR for P4G Partnership Fund lessons learned study (first call for proposal).Comments are welcome asap and no later than Monday 30th COB.Best regardsDorrit Fra: Dorrit Skaarup Jensen Sendt: 26. juli 2018 09:59Til: 'Hans Alarcon' <[email protected]>Cc: Robyn McGuckin <[email protected]>; Ian de Cruz <[email protected]>; FrankWalter <[email protected]>; 'Eric Buhl-Nielsen' <[email protected]>Emne: SV: P4G / Partnershipfund / First Call Dear Hans,Thanks for following up with Eric including sharing documents. Appreciated.As mentioned to Ian earlier this week MFA will forward draft ToR to Hub for comments before end of thisweek. Will get back to you asap with regard to timing.Best regardsDorrit Fra: Hans Alarcon <[email protected]> Sendt: 26. juli 2018 05:18Til: Eric Buhl-Nielsen <[email protected]>Cc: Robyn McGuckin <[email protected]>; Ian de Cruz <[email protected]>; FrankWalter <[email protected]>; Dorrit Skaarup Jensen <[email protected]>Emne: RE: P4G / Partnershipfund / First Call Hi Eric, We recently learnt from Dorrit that you might be planning to come to DC on the week of August 13. Let us know if youhave any dates in mind.

== AKT 3532599 == Dokument 1 == [ RE: P4G / Partnershipfund / First Call ] ==












I have attached the lessons learned document that we recently prepared, and that we have shared for comments withsome of our stakeholders. In this document, you will see some points that we consider important lessons learned inrelation to the P4G Partnership Fund. I have also attached a few slides that have a summary of our evaluation process. Let us know also if, after your conversations with Dorrit, there are any changes to the scope that you had proposed below,so that we can follow up/give feedback on the latest information. Best regards, Hans From: Eric Buhl-Nielsen <[email protected]> Sent: Monday, July 9, 2018 4:13 PMTo: Hans Alarcon <[email protected]>Cc: Robyn McGuckin <[email protected]>; Ian de Cruz <[email protected]>; FrankWalter <[email protected]>; [email protected]: RE: P4G / Partnershipfund / First Call Hello Hans, Sounds good. I think a few points that could inform a one page TOR include: An objective of “light” inception review could be to assess whether, in the light of the first 6 months of experience, theprogramme document and manuals are still appropriate or need to be adjusted. The scope of assessment could include:

The process of call for proposals, balance of workload, degree of outsourcing, time scale Creation of demand and interest and level of responseEligibility criteria for judgement of the responsesCriteria and broadness of the scope and expense eligibilityView of the applications (successful and unsuccessful)Appropriateness of the indicators and results frameworkDue diligence practice and management of financial risks

Eric From: Hans Alarcon <[email protected]> Sent: 09 July 2018 17:05To: Eric Buhl-Nielsen <[email protected]>Cc: Søren-Erik Manegold Svendsen <[email protected]>; Robyn McGuckin <[email protected]>; Ian deCruz <[email protected]>; Frank Walter <[email protected]>; [email protected]: RE: P4G / Partnershipfund / First Call Hello Eric, Last week, the team had the chance to discuss about the report. Similar to what we had discussed in the call with you, wethink that the best timing to conduct the evaluation is the first half of August. By then, we should have gone through thefinal evaluation process with the start-ups, sign agreements and be ready to pay the first disbursements. The report youprepare will be a useful reference in advance of the second board meeting to be held in Sept. 24. In the meantime, we will compile some documentation to send you for reference in the next few days. This will alsoinclude information on key areas that, based on lessons learned so far, we see can be improved on the next round of thePartnership Fund. Let us know any feedback you have at this point. I will help coordinate any next steps for the report within the team. Best regards Hans Alarcon














Operations Manager, [email protected], D.C. | 202-843-0675

From: Hans Alarcon Sent: Tuesday, June 26, 2018 5:55 PMTo: 'Eric Buhl-Nielsen' <[email protected]>; Frank Walter <[email protected]>; [email protected]: Søren-Erik Manegold Svendsen <[email protected]>; Robyn McGuckin <[email protected]>; Ian deCruz <[email protected]>Subject: RE: P4G / Partnershipfund / First Call Hello Eric, We can have the first coordination call tomorrow (Wednesday) 1300-1400 (Washington). I have sent a separate calendarinvitation. Looking forward to discussing details further. Hans From: Eric Buhl-Nielsen [mailto:[email protected]] Sent: Monday, June 25, 2018 2:07 PMTo: Frank Walter <[email protected]>; [email protected]: Søren-Erik Manegold Svendsen <[email protected]>; Robyn McGuckin <[email protected]>; HansAlarcon <[email protected]>; Ian de Cruz <[email protected]>Subject: RE: P4G / Partnershipfund / First Call Hi frank, I am in Brussels this week so a bit hectic with workshop/meetings – tomorrow (Tuesday) say 1300 or 1400 your time(Washington) would be the most secure – could also be the same time on Wednesday – Thursday/ Friday more difficult. Iam on holiday from 29th June to 9th July and at meetings 10to 14th July – but willing to find a time in the slot 2-6 July if itdoes not work out this week or post 14th July. Eric From: Frank Walter <[email protected]> Sent: 25 June 2018 18:48To: Eric Buhl-Nielsen <[email protected]>; [email protected]: Søren-Erik Manegold Svendsen <[email protected]>; Robyn McGuckin <[email protected]>; HansAlarcon <[email protected]>; Ian de Cruz <[email protected]>Subject: RE: P4G / Partnershipfund / First Call Hi Eric, Nice to meet you and look forward to working with you. I am going to check calendars and suggest some dates for ameeting to get started. Be in touch in a day or so on this. Are there any days that are particularly good for you? We arehappy to work around your schedule. Best, Frank Frank WalterHead of Communications, P4G


https://urldefense.proofpoint.com/v2/url?u=http-3A__www.p4gpartnerships.org_&d=DwMFAw&c=TetzAZAhVSko12xaT-KIa3n01u3Wp4WIyD-BXEVx9_hZ47o99lwGOl4RKAkT0Qeu&r=VebUquwfHQqB_IL4PsM_fQ&m=ZepO4cB90sowlC1yTXPNlyJAkN_0BjAIspnl2lXq14U&s=DC_eod4W3YVe7eK8NGiH4kyeTsAODC7jrAcB_mGAyhs&e=





















[email protected], D.C. | 202-271-7727

From: Eric Buhl-Nielsen [mailto:[email protected]] Sent: Friday, June 22, 2018 11:43 AMTo: [email protected]: Søren-Erik Manegold Svendsen <[email protected]>; Frank Walter <[email protected]>; RobynMcGuckin <[email protected]>; Hans Alarcon <[email protected]>; Ian de Cruz<[email protected]>Subject: Re: P4G / Partnershipfund / First Call Dear Dorrit and “hub”, many thanks. Frank/Robin, tell me when it would be good to talk. My Skype name is Ericbn Eric Get Outlook for iOS

From: Dorrit Skaarup Jensen <[email protected]>Sent: Friday, June 22, 2018 4:39:25 PMTo: Eric Buhl-NielsenCc: Søren-Erik Manegold Svendsen; Frank Walter; Robyn McGuckin; Hans Alarcon; Ian de CruzSubject: P4G / Partnershipfund / First Call Hi Eric,Some weeks ago you confirmed interest and availability in a short term assignment concerning the P4GPartnershipfund with focus on learnings from the first application round. It is my last day (hour) in officebefore 2 weeks holiday. In my absence I would very much appreciate if you could kick start the process bytaking contact to the Hub. It could be great if you and Frank (and others – Robin in particular) could agreeon timing of a mission to Washington. I will participate as well. Please come up with suggestions.ThanksAll the bestDorrit Dorrit Skaarup Jensen | [email protected] Advisor DIRECT: +45 3392 0547MOBILE: +45 6197 9274 GROWTH AND EMPLOYMENTMINISTRY OF FOREIGN AFFAIRS, DENMARKASIATISK PLADS 2 / DK-1448 KØBENHAVN KTLF. +45 3392 0000

Please consider the environment before printing this message


https://urldefense.proofpoint.com/v2/url?u=http-3A__www.p4gpartnerships.org_&d=DwMFAw&c=TetzAZAhVSko12xaT-KIa3n01u3Wp4WIyD-BXEVx9_hZ47o99lwGOl4RKAkT0Qeu&r=VebUquwfHQqB_IL4PsM_fQ&m=ZepO4cB90sowlC1yTXPNlyJAkN_0BjAIspnl2lXq14U&s=DC_eod4W3YVe7eK8NGiH4kyeTsAODC7jrAcB_mGAyhs&e=








https://urldefense.proofpoint.com/v2/url?u=https-3A__aka.ms_o0ukef&d=DwMFAw&c=TetzAZAhVSko12xaT-KIa3n01u3Wp4WIyD-BXEVx9_hZ47o99lwGOl4RKAkT0Qeu&r=VebUquwfHQqB_IL4PsM_fQ&m=ZepO4cB90sowlC1yTXPNlyJAkN_0BjAIspnl2lXq14U&s=iW8C-89932MsmCAtD_v6Hg685PAdlKHf-3rY1GRWct4&e=



TOR for Lessons learned Study on the P4G first call for proposals. Background Partnering for Green Growth and the Global Goals 2030 (P4G) is an action oriented global green growth engine that powers breakthrough partnerships with government, business and community leaders to speed up the UN Sustainable Development Goals and fulfil the commitments of the Paris Agreement of 2015. P4G’s public-private partnerships pursue specific global development goals through market-based actions. P4G, through a hub hosted by WRI, supports partnerships through: funding; facilitation and recognition. A call for proposals was launched in February 2018. A total of 450 concept notes from partnership applicants were received P4G conducted a rigorous review process with assistance from its partner organizations and outside experts to determine the 2018 P4G Partnership Finalists. Each application was reviewed and scored by P4G based on the following criteria: Eligibility—OECD/DAC countries, relevant SDG(s); Impact—Ability to impact target geographic area(s) and systems change potential; Innovation/Growth Potential—Innovative strategy to fill gap/SDG(s) and ability to scale up; Implementation Viability--Sound approach to achieving outcomes and partnership capacity to execute. P4G selected 246 partnerships as finalists for funding and facilitation support. The P4G Partnership Finalists include projects reflecting the five sustainable development goal areas: food and agriculture, water, energy, cities and circular economy as well as partnerships from all partner countries. Among these 246 partnerships: 11 have been selected to provide further information to qualify for start-up funding of up to $100,000; 8 will submit a full proposal as part of a competitive process to receive up to $1 million in scale-up funding; 5 7 will receive facilitation support. The process was guided by a set of operational manuals that followed the internal procedures of WRI. It is timely now to reflect over the process, draw lessons learnt in readiness and to inform a planned second call for proposal to be launched at the global summit to take place 19.-20. October in Copenhagen. Objective – the objective of the assignment is to draw lessons learnt from the experience of the first call for proposals that can inform and if relevant adjust the process for the 2nd call for proposals in October 2018. Scope of work and activities – the assignment, drawing on observations and reflections already made by P4G and its partners should include but not necessarily be limited to: Assess the overall process of launching, assessment of partnership applications and selection of finalists including:

implications on the balance of workload, degree of outsourcing and realism of the planned time scale

the creation of demand and interest and level of response and the extent to which partners have clarity over the concept

the continuing validity of the eligibility criteria for scoring the proposals

the continuing validity of the expense eligibility and type of partners allowed to receive funds

the broadness of the scope of action and type of partners and partnerships

the level of detail of applications required at concept and detailed proposal level

the appropriateness of the indicators and results framework and the monitoring and feedback mechanisms

the viewpoints of selected applicants (a wider e-survey could be considered) – need to manage this carefully due to overload of requests that P4G is already making to partnerships, in the context of preparation towards Summit

== AKT 3532599 == Dokument 2 == [ RE: P4G / Partnershipfund / First Call ] ==

the due diligence practice and management of financial risks

support from P4G network to partnerships (national platforms, partner organisations, board)

Based on the assessment, draw lessons learned on:

Partnership fund – the scope of applications; type of partnerships, organisations and activities funded; number of partnerships and funding limits; likely future distribution of funds; the value and role of partnership facilitation; the extent to which funding levers rather than substitutes additional finance

Organisation and network – the roles, driving incentives and nature of the engagement of: funding partners (including MFA); country partners; national platforms and P4G partner organisations; P4G hub and; the overall governance arrangements.

Impact – the likely impact of the selected partnerships for funding and contribution of the different elements of: funding- facilitation – recognition; the realism of implementation and the level of ambition of the partnerships selected for support.

It is envisaged that the assignment will involve: a short trip to Washington to meet with P4G Hub, WRI and Accenture; interviews with the Ministry of Foreign Affairs; State of Green, Denmark and, a number of applicants. Initially an electronic survey is not envisaged but can be launched if found likely to be useful during the preparation process. The survey (e.g. via monkey survey) should be less than 10 questions. Output and reporting – the main output will be a short report (max 10 pages) on assessment, lessons learnt and recommendations. The recommendations will feed into the September P4G Board Meeting Agenda, Item ‘Priorities for 2019 – Second call for proposals for the P4G Partnership Fund’ and the P4G Inception Review to take place before end of 2018. Notes for debriefing should be prepared before leaving Washington. Inputs and timing: The assignment will involve a senior official of the Ministry of Foreign Affairs and consultant. The official will lead on meetings and selected consultations and consultant will lead on the preparation and reporting process. The outcomes should be delivered no later than September 10th 2018. Date: July 2018

AktdetaljerAkttitel: SV: VS: Update on Inception ReportAktnummer: 7Akt ID: 3532750

Dato: 15-06-2018

Type: Intern

Original titel: SV: VS: Update on Inception Report

Dokumenter: [1] SV VS Update on Inception Report.eml

21. august 2018

Udenrigsministeriet

Fra: Hans Alarcon <[email protected]> Sendt: 31. maj 2018 19:36Til: Frank Walter <[email protected]>; Ian de Cruz <[email protected]>;Robyn McGuckin <[email protected]>Cc: Dorrit Skaarup Jensen <[email protected]>Emne: RE: Update on Inception Report Hello Dorrit, I wanted to add that from my side this also sounds good and is in line with what you had shared with uswhen you were here in DC. I have two follow up questions:

For the light touch review, should we expect having the consultant in DC in July or August? We aresoon going to have a summary of when P4G staff is planning vacations for the summer so that we canalign timelines.For the full report, are there any other insights you can provide on timeline? For example, should weexpect that the tender will open and company selected in September?

Thank you Hans




https://urldefense.proofpoint.com/v2/url?u=http-3A__www.p4gpartnerships.org_&d=DwMFAg&c=TetzAZAhVSko12xaT-KIa3n01u3Wp4WIyD-BXEVx9_hZ47o99lwGOl4RKAkT0Qeu&r=VebUquwfHQqB_IL4PsM_fQ&m=4A5U2RLZQu5pQrq2wAfLtOQH0Qc2Z27EnRabtQvRdsA&s=5_zhQxvEHVS1fIePMI2gwoYhRQuTtedYUydPhfQ4gXI&e=






nadlau

Text Box

Mail 1-7: Undtaget jf. § 23, stk. 1, nr. 1. Mail 8-9: Udleveres.

From: Frank Walter Sent: Thursday, May 31, 2018 10:06 AMTo: Ian de Cruz <[email protected]>; Hans Alarcon <[email protected]>;Robyn McGuckin <[email protected]>Cc: [email protected]: Update on Inception Report Dorrit provided an update on the Inception Review. Here is what is proposed:

The full inception review report would be moved to after the Summit (in recognition of the workdemands of MFA/P4G).A separate unit of the MFA (technical department) would issue a restricted tender to 3-5 qualifiedcompanies to conduct the formal review. MFA has budgeted DK 1 million for this project. It wouldinvolve the review of MFA team working on P4G, P4G Hub, national platforms, and otherstakeholders. The report would be completed before Xmas and be made public. It is independent ofthe MFA P4G team. It will cover lessons learned and recommendations to guide future years.MFA is proposing to do a “light-touch” review of the first application call period that would ideally beconducted by the consultant that did the program documents. Dorrit has not reached out to him yet.He would need to come to DC to talk with us in depth for a day or two in the summer. He wouldreport on lessons from first call with recommendations for the next round at the strategic level. Hewould write the report after talking with us and other stakeholders. This “pre-study” would be madeavailable to the firm that is selected to do the full inception report later in the year.

Dorrit is interested in knowing our thoughts on these recommendations. From my end, it all makes senseand relieves us of having to spend time resources writing a report now or at end of the year as this will bedone by the consultants. Of course, we need to be available for interviews and input to fully inform theconsultants. Best, Frank Frank WalterHead of Communications, [email protected], D.C. | 202-271-7727






https://urldefense.proofpoint.com/v2/url?u=http-3A__www.p4gpartnerships.org_&d=DwMFAg&c=TetzAZAhVSko12xaT-KIa3n01u3Wp4WIyD-BXEVx9_hZ47o99lwGOl4RKAkT0Qeu&r=VebUquwfHQqB_IL4PsM_fQ&m=Mjfukz7NpslZ944Xag3cCKBRNiNiR2maHJU64FCFkc4&s=70eMJujNYka5Gc1Z4qW8-1iomM6MB5NnugJtyeT-dX4&e=

AktdetaljerAkttitel: Lessons Learned Aktnummer: 8Akt ID: 3533090

Dato: 20-08-2018

Type: Intern


[2] 5. P4G Global Hub Lessons Learned.pdf

21. august 2018

Udenrigsministeriet

P4G Global Hub – Lessons Learned January - June 2018 The initiative has had a fast start, achieving important milestones during the first 6 months that include holding the first board meeting and selecting the first finalists for the Partnership Fund. The activities during these past months have been important to collect key lessons learned that are summarized in this document. The Program Document that outlines the approach to how P4G operates has been followed and applied in most part. However, the following issues raised below require consideration and recommended changes to enable P4G and the Global Hub to achieve the outcomes over the 5-year program till 2022 in a sustainable manner which are summarized as follows:

1. Partnerships a. Partnership Fund Structure b. Partnership Facilitation c. Leveraging Partnership Fund

2. Network a. Funding Partners b. Country Partners c. National Platforms d. Partner Organizations e. Governance Arrangements

3. Impact a. Outcomes Framework

1. PARTNERSHIPS 1.1 PARTNERSHIP FUND STRUCTURE There have been many lessons learned during implementation of this first funding round - which is still ongoing. Some of the most important lessons learned are described below. Scope of partnership applications. When opening the first round of the Partnership Fund, the decision was to have a broad scope for the call for concept notes. After a successful first round of applications with an overwhelming number of nearly 450 received, the intention for the second round is to focus on more the eligibility and quality of the applications and be more strategic about the focus that partnerships should have within each P4G thematic area. This scope can be defined with consultation with experts from our network of partners. The second round of the Partnership Fund will have more onerous and targeted information required in the initial application process.

== AKT 3533090 == Dokument 2 == [ Lessons Learned ] ==

Organizations and activities funded. At the start of the fund, the plan had been to not allow funding to go to organizational partners and national platforms to avoid any perception of conflict of interest. However, after evaluation of the realities of how partnerships are setup, allowing funding to organizational partners and national platforms (via the administrative partner and where they cannot receive most funds) should provide better implementation of partnership activities and align incentives to strengthen the P4G network. Similarly, allowing flexibility for certain expenses of commercial partners should provide better outcomes for the partnerships. This will be discussed as part of the Inception Review process. Number of funded partnerships. It is important to consider the number of new funded partnerships that will be added from future funding rounds. This is because every partnership funded requires considerable amount of staff time and follow up to help maximize their success and impact. One way to control the number of new partnerships funded is to increase the current limits allowed per partnership (up to $0.1 million for start-ups and $1 million for scale-ups). This will be discussed as part of the Inception Review process. Distribution of Partnership Funds till 2022. Based upon a five-year program, the suggestion is that the total Partnership Fund should be distributed over the first four years rather than over fives as currently envisaged. This reflects the practical realities that should P4G end after 5 years there is no practical way to monitor and support partnerships funded in the last year of the program. Spreading the Partnership Fund over the first four years also enables P4G to get off to a fast-start and look to demonstrate early success in a way that attracts other funders and underpins support for P4G in the long-term. Required partners. Highly viable partnerships led by commercial partners were not considered as P4G requires the administrative partner to be a non-commercial partner. If not for P4G’s requirement, adding a non-commercial partner to the partnership would not be a choice of the partnership. This will be discussed as part of the Inception Review process. 1.2 PARTNERSHIP FACILITATION Partnership facilitation is an important component for P4G to create real impact and be more than just the fund. In many ways partnership facilitation is much more valuable that the contributions P4G makes through the Partnership Fund and this has been recognized explicitly by P4G Partnership Applicants. The scale of impact that P4G will achieve will be significantly enhanced from how it can leverage the helpful but limited fund with other funding channels, create legitimacy and help replicate new business and finance models, and leverage the emerging and ever expanding P4G network to facilitate partnerships. To unlock the emerging value of P4G’s partnership facilitation this needs to be considered in terms of P4G’s funding model including potentially strengthening and expand P4G’s facilitation offerings in each of P4G thematic areas and in how the Hub supports regional and capacity development particularly in P4G partner countries. 1.3 LEVERAGING PARTNERSHIP FUND As had been described in the Program Document, P4G’s financial contributions are essential for partnerships to overcome barriers related to access to finance. At the same time, it has become clear that

when compared to larger funds and the broader capital markets, P4G’s strategic value add for partnerships funding is its facilitation of partnerships including the leverage it can provide to other funding sources. The focus for P4G in this context is to act as a springboard for partnerships to access and leverage funding from larger funds and ultimately the capital markets rather than a narrower focus on growing the size of the fund. A gap in the ecosystem that P4G could help fill is provide financing that would allow partnerships to mitigate financial risks and to cover incremental costs of capital finance. This will constitute a new area for P4G and thus calls for further discussion. 2. PARTNERSHIPS 2.1 FUNDING PARTNERS The relationship with the Danish MFA has been very positive. Denmark’s role has been much more than “simply” a funder of P4G. In addition to core funding for the Hub and the Partnership Fund, Denmark’s high level political engagement with P4G including through hosting the P4G Summit has provided P4G access to high level national and international networks. Denmark has also leveraged its considerable foreign diplomacy efforts to support the development of the national platforms. Further, it has played an instrumental role in aligning funding commitments to both countries and partner organisations (eg WEF, C40 and GGGI) with P4G’s mission. The sense of collaboration has also been reflected in providing the Hub autonomy in the flexibility it has provided P4G including minimising financial and operational requirements wherever possible. This level of commitment has been essential in getting P4G off to a fast start. While we note that after the P4G Summit there will be a natural reduction in resourcing and support for P4G, it is very important for P4G’s sustained success for Denmark to remain actively engaged and resources to support P4G. This would continue to help set a benchmark for other funders to follow as well as to maintain the broader active engagement of the P4G network. This will be discussed as part of the Inception Review process. 2.2 COUNTRY PARTNERS P4G country partners are more than just a list of countries, they make real commitments and provide resources to support P4G’s goals. For P4G, engagement with country partners also requires commitment of staff time and other resources. Adding new countries should be evaluated on specific criteria and have an approval process with the Hub and the P4G Board with commensurate increase in funding this expanded network. This will be discussed as part of the Inception Review process. 2.3 NATIONAL PLATFORMS The intention for the setup of the National Platforms had been for these to be the responsibility of the partner country, including related costs, or to be independent of the country government but self-sustaining. However, from our conversations and work with the national platforms it has become clear that to have a platform with active participation it is necessary to allocate additional financial resources to boost regional and national capacity. As an interim measure P4G is allocating consulting support to three national platforms in Ethiopia, Kenya and Vietnam. This will be discussed as part of the Inception Review process.

2.4 PARTNER ORGANIZATIONS P4G’s core organizational partners provide an important source of expertise for P4G thematic areas (agriculture/food, cities, circular economy, energy, water). The first proposed change in relation to organizational partners is that there should be at least one organization per thematic area that would also have board representation. Cities is already represented by C40, circular economy is represented by both WEF and WRI through the Platform for Accelerating the Circular Economy (PACE), food and land use is intended to be represented by IDH, the Sustainable Trade Initiative. Potential partner organizations will be sought for energy and water after the Summit. In addition, the idea that organizational partners will provide their expertise as in-kind contribution has not proven to be as realistic as previously expected. This last point calls for review of the funding model and transparency on what level of commitment can be reasonably expected. Additional financial resources to be allocated for the work with organizational partner to ensure their active contribution. 2.5 GOVERNANCE ARRANGEMENTS From the beginning of P4G activities, the Danish MFA’s participation has been important component to make key decisions for a fast start. However, as the P4G network evolves and matures including as the Board of Directors and Executive Committee gets fully constituted with more participation from the private sector, developing countries and other funders, it is important that the governance arrangements reflect this to provide a global perspective in the decision-making process of P4G’s activities moving forward. The enlisting or corporate members to the Board has been challenging and there has been a shift to focus more on building membership from within the P4G network. A more targeted approach is envisaged after the Summit to ensure matching of corporate expertise with emerging partnership themes and direction of P4G. This will be discussed as part of the Inception Review process. 3. IMPACT 3.1 Outcomes Framework As P4G has refined its approach, this has led to a greater appreciation of what can be delivered and reflected as indicators in the outcomes framework. There are also more relatively minor and suggested amendments to the outcomes from the original document to reflect that, focus of P4G is on helping create and expand on market-based opportunities for green growth solutions rather than specific green growth businesses. The revised outcomes framework will be subject to discussion as part of the Inception Review process.