Information Note - DRAFT

Transcription

1 February 2017 Information Note - DRAFT Strategic partnerships between Danish civil society organisations & Ministry of Foreign Affairs of Denmark Eligibility and application

2 Content 1 Introduction Strategic partnerships Strategic partnership lots Aim and nature of strategic partnerships Application and Selection Process Step 1: Expression of interest Step 2: Application for strategic partnerships Eligibility criteria for applicants (step 1) Criteria for assessment of applications (step 2) Capacity Strategic alignment Relevance Strategic alignment Programmatic approaches Assessment procedures and scoring Scoring Allocation of partnership budgets Adjustments in funding levels and alternative funding possibilities Timeline Annexes Annex 1 Annex 2 Annex 3 Annex 4 EOI Form Application form Eligibility and assessment criteria Assessment criteria - Weighting i

3 Abbreviations BMO CHS CISU CIV CSO DAC DANIDA DAPP DKK EOI HMC HPA HRBA HUM IATI LAB MFA ODA OECD PANT Q&A RAM SDG UN Business Member Organisations Core Humanitarian Standard Civilsamfund i Udvikling / Civil Society in Development Lot CIV: Civil society development Civil Society Organisation OECD Development Assistance Committee Danish International Development Assistance Danish-Arab Partnership Programme Danish Kroner Expression of interest Department of Humanitarian Action, Migration, Civil society Humanitarian Partnership Agreement Human Rights Based Approach Lot HUM: Humanitarian action International Aid Transparency Initiative Lot LAB: Labour market and private sector framework conditions Ministry of Foreign Affairs Official Development Assistance Organisation for Economic Co-operation and Development Participation, Accountability, Non-discrimination, Transparency Questions & Answers Resource Allocation Model Sustainable Development Goals United Nations ii

4 Terminology Strategic partnership Strategic partners Partners in the global South (Proposed) partnership engagement (Partnership) engagement budget Country programme budget Alliance Partnership between a Danish CSO and the Danish MFA based on a Strategic Partnership Agreement Danish CSOs with a Strategic Partnership Agreement with the Danish MFA Partners of Danish CSOs with a Strategic Partnership Agreement with the MFA The total programme (to be) funded under a Strategic Partnership Agreement consisting of a combination of country, regional, global and/or thematic programmes. The total funding allocation under a Strategic Partnership Agreement The funding allocation to a given country programme under a Strategic Partnership Agreement An international/ regional alliance, federation, network or platform, of which the applicant/strategic partner is member or affiliated with. iii

5 1 Introduction The Ministry of Foreign Affairs of Denmark (MFA) is redesigning its long-term partnerships with civil society organisations (CSO) engaged in international development cooperation and humanitarian action in line with the 2017 Danish Strategy for Development Cooperation and Humanitarian Action. New strategic partnership agreements will from January 2018 replace a number of existing cooperation modalities financed under the Danish Finance Act, specifically the framework agreements with CSOs, the Humanitarian Partnership Agreements (HPA) and the framework agreements with labour market organisations, which combined currently amounts to up to DKK 1 billion a year. The redesign follows up on the 2016 OECD Development Co-operation Peer Review of Denmark, which pointed out that the new strategy opened new possibilities for strengthening the coherence between strategic objectives and allocations of official development assistance (ODA), and concluded that selecting partners strategically could increase the impact of Danish development cooperation. With the overall ambition of forging closer and more strategic partnerships with a reduced number of partners, strengthen a result-oriented assessment of future partners and improve coherence and overview of results of the Danish assistance 1, the redesign also serves to promote greater dynamics in the collaborative arrangements and greater transparency in the choice of and the resource allocation to partners. The selection of new partners will be based on an open application process, the result of which may lead to: 1. New funding levels for existing partners with framework agreements or HPA as continuing strategic partners; 2. Entry of new strategic partners with no prior direct partnership with and funding from the MFA; 3. Phasing out of current partners with framework agreements or HPA. The redesign process has included extensive consultations with a range of CSOs, including organisations working with international development assistance, humanitarian organisations, trade unions, business member organisations (BMOs), and faith-based organisations in the form of consultation meetings, workshops and written submissions by a number of organisations. The process has furthermore been informed by experience and lessons learned by like-minded donors as 1 As also noted by the Danish State Auditors (Rigsrevisionen) in Notat til Statsrevisorerne om beretning om Udenrigsministeriets administration af NGO-bistanden (2014) p

6 well as the MFA s experience of applying the RAM model in resource allocations to framework organisations in 2014 and in developing strategic partnerships with Danish humanitarian organisations. This information note describes the objective, the process and the criteria for CSOs wishing to apply for a Strategic Partnership Agreement with the MFA. Chapter 2 defines three separate strategic partnership lots for which CSOs can apply civil society development, humanitarian action and labour market & private sector framework conditions and describes the aim and nature of the new strategic partnerships. Chapter 3 sets out a two-step application and selection process: an expression of interest, followed by an invitation to submit an application for a strategic partnership agreement. Chapter 4 refers to basic eligibility criteria that a CSO must fulfil to be considered as a potential strategic partner to the MFA. Chapter 5 describes the criteria that will be used to assess applicants and the submitted applications. Chapter 6 explains the assessment methodology and describes models for establishing the budget allocation to individual strategic partners as well as for adjusting/phasing out of current partnership agreements. Chapter 7 presents a timeline for the process. 2 Strategic partnerships The MFA will establish strategic partnerships with professional CSOs that have a strong focus on strategic alignment and results within Danish development and humanitarian priorities as outlined in the Danish Strategy for Development Cooperation and Humanitarian Action. In order to facilitate the depth of such partnerships, the MFA will enter into an expected maximum of 14 partnership agreements compared to the current 24 framework agreements and/or humanitarian partnership agreements with a total of 19 CSOs. The strategic partners should in their totality cover a relevant diversity of thematic and geographic priorities as defined in the Strategy for Development Cooperation and Humanitarian Action. 2.1 Strategic partnership lots Applicants for strategic partnerships must apply for one or more of three partnership lots, corresponding to the relevant budget lines on the Finance Act: 1. Lot CIV: Civil society development ( 06.33), 2. Lot HUM: Humanitarian action ( 06.39), and 3. Lot LAB: Labour market and private sector framework conditions ( 06.38). Applications for lot CIV and lot HUM are accepted from single entities only; applications for lot LAB may be submitted by single entities or by consortium of entities with one of them being the lead applicant. A lead applicant in one consortium may not appear as a co-applicant in another consortium. 2

7 Objectives, indicative total budgets for each lot, the indicative range of budget allocations to partners within each lot, and the type of activities supported under each lot is described below in Sections Lot CIV: Civil society development The objective of strategic partnerships under lot CIV is to strengthen civil society in the global South so that it has the independence, space, diversity and capacity to work for the implementation of the Sustainable Development Goals (SDG). Lot CIV has an indicative total annual budget of DKK million. Budget allocations for individual strategic partners may range from DKK million per year. Under lot CIV, support will be provided for activities in relation to advocacy, capacity development and strategic service delivery as described in the Policy for Danish Support to Civil Society from June 2014, e.g. within the framework of mutually committing partnerships between CSOs and local, regional and international CSO partners. Lot CIV will support activities such as: Securing the rights to assembly, association and an enabling environment that promotes civil society participation in local, national and international decision-making (i.e. civic space); Contributing to a strong, vocal, independent and diversified civil society that is representative, accountable, and locally-based, offering enhanced opportunities for poor, vulnerable and marginalised communities to participate in public life; Capacity development processes that enable partners in the global South to effectively combat poverty, vulnerability and inequality, and build legitimacy, constituency and internal democracy, and accountability in organisations and movements; Efforts that enable partners in conflict affected communities, including communities hosting displaced people, to respond to both immediate and long-term consequences of crises; Global, regional and local advocacy efforts informed by evidence and based on knowledge of the processes and stakeholders that need to be influenced; Strategic service delivery designed to reinforce advocacy, legitimacy of partners in the global South, innovation, learning, and capacity development of change agents and partner organisations. No stand-alone service delivery will be considered under this lot; and Efforts to strengthen public understanding of and popular engagement in Denmark in international development work. Support to civil society should involve a gradual transfer of responsibility to partners in the global South who must assume primary responsibility for management and implementation of interventions and activities. 3

8 2.1.2 Lot HUM: Humanitarian action The objective of strategic partnerships under lot HUM is to save and protect lives, alleviate suffering and promote the dignity and rights of civilians in crisis situations and to initiate recovery through building resilience to and preventing future crises by breaking the cycle between crises and vulnerability. The lot has an indicative total annual budget of DKK 370 million. Budget allocations for individual strategic partners may range from DKK million per year. Lot HUM will support activities such as: Helping victims of wars, armed conflicts and natural disasters with life-saving humanitarian assistance and protection; Enhancing protection of civilians through advocacy for international humanitarian law, international humanitarian principles and human rights as a basis for humanitarian action; Strengthening protection, resilience and self-reliance of vulnerable people in and around conflict- and crisis affected countries; Giving vulnerable people, affected by conflicts and natural disasters, opportunities to return to a safe and dignified life; Efforts to ensure coherence with development work aimed at reducing vulnerabilities of communities and people affected by crisis in a sustainable manner by building self-reliance and resilience and through supporting durable solutions for displaced people; and Strengthening the capacity of affected communities, including communities hosting displaced people, civil society organisations as well as local and national authorities and other relevant actors to respond to both immediate and long-term consequences of crises. Like the current HPAs, all strategic partnership agreements under lot HUM will include flexible funds to enable the strategic partners to react swiftly and in a flexible manner to an immediate humanitarian crisis, both through the deployment of personnel and through economic and material contributions. Flexible funds will typically amount to % of allocations under lot HUM, but may in some cases take up a larger share Lot LAB: Labour market and private sector framework conditions The objective of strategic partnerships under lot LAB is to support activities that contribute to promoting labour rights and a better business environment in developing countries, including respect for human rights, and thus decent jobs and sustainable economic growth. Lot LAB has an indicative total annual budget of DKK million. Budget allocations for individual strategic partners/consortiums may range from DKK million per year. Lot LAB will support activities such as: 4

9 Promoting tripartite dialogue between the social partners of employers organisations, trade unions and governments in the global South in order to stimulate economic growth and decent employment in the context of the SDGs and other relevant international agreements; Awareness-raising to enhance the corporate responsibility to respect human rights and the state duty to protect human rights in the global South, including in relation to corporate activities. This includes public and private responsibilities to ensure access to effective remedy as stated in the UN Guiding Principles on Business and Human Rights; Promoting labour rights and decent jobs, in particular for youth and women; Promoting improved framework conditions in the global South to strengthen the private sector contribution to the achievement of the SDGs; and Efforts to strengthen public understanding of and popular engagement in Denmark in international development work. 2.2 Aim and nature of strategic partnerships The strategic partnerships will aim to engage strategic partners in close dialogue and cooperation on shared thematic and geographic priorities in order to promote strategic and operational synergies and strengthen results. Strategic partnerships will be based on the CSOs own vision, goals, strategies and specific core competencies and will build on a fundamental respect for the independent nature of CSOs and for the different roles and mandates of the strategic partners. Strategic Partnership Agreements will entail: Predictability and stability. The strategic partners will enter into 4-year agreements ( ) with annual commitments (subject to annual parliamentary approval) allowing for a stable, efficient and enabling working environment for the strategic partners as well as their partners in the global South. In 2020, the MFA will open for applications for new or renewed partnership agreements from in order to give strategic partners sufficient time to adjust to changes in funding levels or partnership status, if any. Focus on strategic outcomes. Mutually agreed goals, agenda and dialogue modalities will be established at the onset of the partnership relation. The strategic partnership agreements will focus on maximising impact in order to deliver cost effective sustainable results for the fulfilment of the SDGs and/or immediate alleviation of human suffering. Strategic partnerships will seek to maximize outcomes and impact by strengthening a strategic focus on how the MFA and the strategic partner can be mutually supportive in programme interventions in the field and in relation to impacting international policy agendas. Transparency and accountability. Strategic partnership agreements will require full transparency and accountability on results to the MFA and the Danish public as well as to local beneficiaries, 5

10 including through a gradual phasing in by CSO partners of the use of the International Aid Transparency Initiative (IATI) platform. Further, as referred to in Evaluation of Danish Support to Civil Society: Phase II A Monitoring and Evaluation Framework to Demonstrate Results (forthcoming), reporting on results should take a form, where both the MFA and the strategic partners can demonstrate and summarise how support to Danish civil society contributes to the lotspecific objectives. Strategic partners will in addition undergo a review during the four-year cycle of the partnership. The purpose is to revisit and re-assess the strategic partners capacity and performance with a particular view to stimulate learning, support relevant organisational development, validate results, and analyse and strengthen cost effectiveness. If at any time there is reason to believe that the capacity and performance of a strategic partner fall significantly below acceptable standards and agreed targets, the MFA may apply discretionary sanctions and - in a worst case scenario initiate an exit from strategic partnership funding. Flexibility enabling agility, responsiveness and innovation. The strategic partnership agreement will provide flexibility to adapt operations to lessons learned and changing circumstances. While facilitating strategic partnership engagements in line with Danish geographic and thematic priorities, the strategic partnership agreements under lot CIV and lot LAB may also cover thematically relevant interventions in non-priority countries and regions (up to 50 per cent of the total budget for country programmes). Strategic partners will have the autonomy to reallocate up to 30 per cent of the agreed partnership budget as long as it does not imply a reduction in agreed thematic and geographic areas of priority. Up to 10 per cent of the budget will be allocated to promote innovation, including new approaches to partnership in the global South. Working across the humanitarian-development nexus. In order to promote more coherent approaches in response to conflict, fragility and displacement, strategic partnership agreements will, where relevant, contain both humanitarian and development funding. Guidelines will entail flexibility in the use of humanitarian vs. development funds in protracted crisis situations allowing strategic partners to work effectively across the humanitarian-development nexus. All Danish funded interventions in areas affected by armed conflict should be guided by the principles of humanity, neutrality, impartiality and independence. Applicants applying for funding under lot CIV and LAB for strategic partnership engagements in such areas must be able to live up to established international standards for interventions in situations where the protection, well-being and dignity of vulnerable and marginalized groups is not ensured by duty-bearers. An external verification or certification against the Core Humanitarian Standard (CHS) may therefore be required to be initiated for organisations presenting partnership engagements in areas affected by armed conflict. Impact through collaboration and complementarity at country level. Strategic partnership agreements will seek to strengthen impact through stronger collaboration at country level between MFA (Danish representations) and strategic partners, e.g. on seeking synergies and exchange of knowledge in the development of context analysis, Country Policy Papers and specific programming exercises, and through mutual support in ensuring relevant collaboration and coordination with other relevant development and humanitarian actors, e.g. in humanitarian settings through the cluster system under the leadership of the UN Humanitarian Coordinator. 6

11 Synergy possibilities between labour market organisations. Under lot LAB strategic partnership agreements may be entered with a consortium of equal partners representing Danish labour and business member organisations (BMO). The purpose of such alliances is to draw on their combined knowledge and skills to promote more well-functioning labour markets based on workers rights and social dialogue, and as stipulated in the UN Guiding Principles on Business and Human Rights for achieving balanced and sustainable economic growth. The strategic partnership will cover the objectives of the individual strategic partner or consortium member, but will also contain common initiatives on a sectorial or geographic basis. Mobilization and engagement of the Danish public. In cooperation with the MFA and other relevant stakeholders, strategic partners will be expected to actively explore and propose new ways of engaging a wider segment of the Danish public around the SDGs, the effects of globalization, migration issues, humanitarian action, international development cooperation and/or development policies. One per cent of the partnership engagement budget under lot CIV and lot LAB must be allocated to programme related information activities in Denmark. Up to three per cent (including the one mandatory per cent) of the engagement budget under a strategic partnership agreement can be allocated to innovative engagement and information activities, subject to examination and approval by the MFA. However, no more than two per cent of the total budget allocations under lot CIV and lot LAB will be allocated to information and engagement activities in Denmark. Strategic partners under lot CIV and lot LAB will be expected to document co-financing of activities similar to those funded by Danida through other sources of funding, corresponding to at least 20 per cent of the partnership engagement budget. Of these, an amount corresponding to minimum 5 per cent of the partnership engagement budget should be raised in Denmark by the strategic partner in the form of cash contributions or similar (collections, donations) in order to ensure a strong public engagement. The remaining co-financing may comprise of funding from other donors, including the strategic partner s international alliance, for similar activities (in-kind contributions are not valid). A revised set of joint administrative guidelines covering the strategic partnership agreements of all the three lots will be developed through a consultative process during the first half of Application and Selection Process Strategic partners will be selected through an open application process. The application process falls in two steps described in further detail in Sections 3.1 and 3.2; 1) an expression of interest (EOI), and 2) an application for a strategic partnership agreement. 3.1 Step 1: Expression of interest A call for EOIs will be launched on the MFA website. CSOs express their interest for one or more lots using the standard format enclosed in Annex 1, including submission of requested information and documentation. The requested documentation will serve to i) determine whether the CSO meets the eligibility criteria for applying for one or more of the three lots under a strategic partnership 7

12 agreement (see Chapter 4), and ii) establish a ceiling for funding for each applicant under a potential partnership agreement (see Section 6.2). The MFA will assess the submitted documentation, and if eligibility criteria are met, the CSO will be shortlisted and invited to submit an application for the concerned lot(s) with an indication of a budget ceiling for which funding can be applied for under each lot. 3.2 Step 2: Application for strategic partnerships Shortlisted CSOs will be invited to submit an application for a strategic partnership. The application will consist of a mandatory application format (see Annex 2). The invitation to submit an application for a Strategic Partnership Agreement, and submission of such an application itself, does not guarantee that the applicant will be awarded a Strategic Partnership Agreement. The MFA will invite shortlisted applicants for a joint Q&A meeting. Applicants may also submit questions regarding the application process and formats within the first three weeks of the launch. Questions (anonymized) and answers to questions will be posted on the MFA s website. The MFA will review applications in order to assess the i) degree to which the applicant is likely (has the capacity to) to deliver cost-effective results, and whether the proposed partnership engagement is strategically relevant in terms of ii) envisaged results and iii) approach (see assessment criteria in Chapter 5 and Annex 3). The application will be assessed based on the documents submitted, assessments from relevant departments and representations in the MFA, and (where relevant) from other donors with a recent, substantial funding engagement with the applicant. The MFA may also request supplementary documentation or clarifications from the applicant. The MFA will on this basis make a technical score of the application, which will be shared with the applicant in the form of a draft assessment note. The applicant will shortly after be invited to a validation meeting in the MFA with the purpose of giving the applicant an opportunity to comment on the technical score. The MFA may adjust the score(s) on this basis. The technical assessment of each application will be supplemented with a consideration of the thematic and geographic diversity and complementarity of all applicants in order to conclude with a selection of a group of strategic partners, who in their totality form a suitable strategic match against Denmark s Strategy for Development Cooperation and Humanitarian Action. The MFA thus reserves a right to select an applicant with a relatively lesser score, if the application covers geographic or thematic priorities not sufficiently or adequately covered by other applicants. The result of the assessment will be documented in a summary assessment note covering each applicant and explaining the chosen partnership mix. The selected and rejected applicants will be notified about the result simultaneously. Strategic partners will on this occasion also be informed about the assessed budget allocation for their individual partnerships. The level of commitments under each partnership agreement is subject to the approval of the Danish parliament as part of the annual approval of the Finance Bill during the period

13 4 Eligibility criteria for applicants (step 1) Applicants will be required to meet a number of eligibility criteria pertaining to governance and organizational capacity, including a minimum of existing geographic alignment with MFA priorities. Criteria to assess whether applicants are eligible for applying for a strategic partnership agreement can be confirmed or rejected by a simple yes or no. 100 per cent compliance is required, and applicants who do not satisfy all the eligibility criteria will not be considered further. The specific eligibility criteria are described in Annex 3. 5 Criteria for assessment of applications (step 2) When assessing applications consideration will be made of the applicant s capacity as well as the strategic alignment with the Danish Strategy for Development Cooperation and Humanitarian Action. The assessment criteria are described in this Chapter and further elaborated in Annex 3. The weighting of the respective assessment criteria is detailed in Annex 4. Not all criteria apply equally to all lots. For applications to lot LAB the assessment of standards will be for the consortium as a whole but with relevant contributions from all consortium members. 5.1 Capacity Strategic partners are expected to demonstrate a strong and sustainable operational and financial capacity to manage substantial development and/or humanitarian programmes and to deliver and document results. The capacity of applicants will be assessed on four parameters as outlined in Sections Applicants will need to score a minimum of 3 on each of the four parameters (refer to Section 6.1 for details on the scoring method) to have their application further considered. The assessment will be based on recent, independent capacity assessments, inspections, reviews and evaluations of the applicant including follow-up on action plans based on the conclusions of such assessments. If the applicant has no prior direct funding engagement with the MFA, the assessment will be informed by similar assessments carried out under the auspices of other donors or systems (e.g. certification), including Danish pooled funds (e.g. CISU) Analytical capacity and learning (all lots) Applicants will be assessed on their capacity to undertake comprehensive context analyses and risk assessments, and to utilize evidence-based learning to inform analysis and planning Delivering and documenting results (all lots) Applicants will be assessed on the degree to which they have demonstrated ability to deliver results at outcome level in a cost-effective manner and the degree to which the applicant has documented and functioning results-based management systems in place for planning, implementing, monitoring and reporting on results. 9

14 5.1.3 Organisation and human resources (all lots) Applicants will be assessed on the extent to which they organise and manage their human resources in a manner which optimizes the development effectiveness of the organisation, through maintaining a satisfactory internal level of professional competency and technical capacity, managed at appropriate levels. This part of the assessment involves the organisational structure, the technical expertise relevant to the proposed partnership engagement, as well as human resource management and development Financial management (all lots) Applicants will be assessed on their ability to maintain a satisfactory level of financial management and administrative capacity, adequate for meeting the overall responsibilities related to management of Danida grants. This involves the presence of adequate internal financial management and administration control systems at all levels, sufficient capacity to monitor local partners financial management systems, as well as sufficient integrity systems. 5.2 Strategic alignment Relevance The degree of strategic relevance of the applicant will be determined on the basis of the assessed match between the Danish Strategy for Development Cooperation and Humanitarian Action and the objectives and geographic focus of the proposed partnership engagement as outlined in Sections below Strategic points of orientation and prioritised Sustainable Development Goals (all lots) Applicants will be assessed on the degree to which the proposed partnership engagement is expected to contribute to one or more of the four overall strategic points of orientation of the Danish Strategy for Development Cooperation and Humanitarian Action: Security and development peace, stability and protection. Denmark will invest in peace, stability, protection and increased resilience in developing countries. In regions neighbouring crisis and conflict, Denmark will strengthen its assistance to internally displaced, refugees and affected local communities. Migration and development. Denmark will contribute to prevent irregular migration and address the root causes of migration. Inclusive, sustainable growth and development. Denmark will invest in inclusive sustainable growth in developing countries with a focus on energy, water, agriculture, food and other areas where Denmark has special knowledge, resources and interests. Freedom and development democracy, human rights and gender equality. Denmark will invest in human rights, democracy, rule of law and equality. Sexual and reproductive health and rights of women and girls is a priority, and Denmark will work to promote non-discrimination. The Strategy generally seeks to contribute to the fulfilment of the SDGs. Denmark recognizes the universality of the SDGs, their interdependence, and the SDG s three dimensions of sustainable development: the economic, the social and the environmental. The SDG principle of leaving no 10

15 one behind is furthermore at the core of the Danish strategy; the most vulnerable people, including refugees and internally displaced, should be included in sustainable development. Denmark considers SDG 16: Peace, Justice and Strong Institutions and SDG 17: Partnerships for the Goals as crosscutting priorities for all engagements, and a foundation for performance in all other SDGs. Denmark will prioritise selected SDGs according to the country specific context as illustrated in the chart. Initiatives directed towards the engagement and empowerment of youth will also be counted as a thematic priority. Applicants under lot CIV and lot LAB will be assessed on the degree to which the proposed partnership engagement contributes to the SDGs prioritized by Denmark, including youth. Applicants under lot HUM will be assessed on the degree to which the proposed partnership engagement contributes to the context relevant SDGs in the specific humanitarian situations Lot specific objectives Applicants will be assessed on the extent to which the proposed partnership engagement contributes to the objectives of the specific lots applied for, specifically: Lot CIV engagements should contribute to strengthening civil society in the global South so that it has the independence, space, diversity and capacity to work for the implementation of the SDGs. Lot HUM engagements should contribute to saving and protecting lives, alleviating suffering and promoting the dignity and rights of civilians in crisis situations and to initiating recovery through building resilience to and preventing future crises by breaking the cycle between crises and vulnerability. 11

16 Lot LAB engagements should contribute to promoting labour rights and a better business environment in developing countries, including respect for human rights and thus decent jobs and sustainable economic growth Strategic coherence (all lots) Applicants will be assessed on the degree to which the proposed engagement is coherent with the organisation s overall mandate, vision and strategy for international activities Geographic priorities The Danish Strategy for Development Cooperation and Humanitarian Action operates with five different categories of priority countries: Prioritised countries and regions 1. Priority fragile countries Afghanistan, Burkina Faso, Mali, Niger, Palestine, Somalia and South Sudan. 2. Priority stable, poor countries Bangladesh, Ethiopia, Ghana, Kenya, Myanmar, Tanzania and Uganda. 3. Priority transition and emerging economies 4. Priority fragile regions 5. Prioritized protracted crisis situations Brazil, China, Colombia, Egypt, Georgia, Ghana, Indonesia, Mexico, Pakistan, South Africa, Turkey, Ukraine, and Vietnam. Horn of Africa: Djibouti, Eritrea, Ethiopia, Somalia, South Sudan, Sudan. Sahel: Burkina Faso, Chad, Mali, Mauretania, Niger, Nigeria. Syria and neighbouring countries: Iraq, Jordan, Lebanon, Turkey. Afghanistan, Central African Republic, Iraq, Mali, Myanmar, Pakistan, Palestine, Somalia, South Sudan, Sudan, Syria, Yemen. All applicants must propose partnership engagements in at least two priority countries relevant for the lots applied for. Applicants for lot CIV should demonstrate a geographic match between the proposed partnership engagement and the priority fragile countries (category 1), countries in priority fragile regions (category 4) and/or priority stable, poor countries (category 2). Engagements may include regional activities in the priority regions or covering one or more of the priority countries. 12

17 In line with the accentuation on fragile countries and regions in the Danish Strategy for Development Cooperation and Humanitarian Action, engagements in priority fragile countries and regions (category 1 and 4) will be given priority in the assessment of strategic alignment. Applicants for lot HUM should demonstrate a 100 per cent geographic match between the proposed partnership engagement and the protracted crisis situations prioritized by Denmark (category 5). Applicants for lot LAB should demonstrate geographic match between the proposed partnership engagement and priority poor, stable countries (category 2) and/or priority transition and emerging economies (category 3). Engagements may include regional activities in the priority regions or covering one or more of the priority countries. Among the priority transition and emerging economies (category 3), particular priority will furthermore be given to engagements in countries included in the Partnering with Denmark programme (link to list of countries and sectors). Applicants for lot LAB are encouraged to seek out new partners in the listed priority countries, but will be required to present credible and sustainable strategies for entering new programme countries. For lot CIV and lot LAB, a minimum of 50 per cent of the country programme budget must take place in the lot-specific priority countries/regions. Up to 50 per cent of the country programme budget may take place in any of the other categories of priority countries listed above or nonpriority DAC countries below the threshold for lower middle income countries, as long as programmes are thematically relevant as defined in Section The assessment of geographic strategic alignment, however, will be based on 2/3 of the proposed country programme budget. This means that up to 1/3 of the proposed country programme budget may be allocated to countries outside the lot-specific priorities without negatively impacting the geographic alignment score. For applicants for lot CIV and lot HUM, engagements planned in the lot-relevant priority countries and regions where the applicant has not been present previously, will be taken into consideration only to the extent that such programming is credibly sustained, e.g. by drawing on the applicant s international network or coalition, and provided that the applicant can present a strategy for its added value in the new context and with new local partners. Applicants for lot CIV and lot LAB may propose engagements in conflict areas. As a prerequisite for funding of such engagement, subject to a concrete assessment by the MFA, applicants may expect to be requested to initiate a CHS verification or certification in some form. 5.3 Strategic alignment Programmatic approaches The degree of strategic alignment will also be determined by the assessed match between the Danish Strategy for Development Cooperation and Humanitarian Action and the proposed programmatic approaches of the partnership engagement as outlined in Sections below. 13

18 Further, when applying for partnership engagements in areas affected by armed conflict, applicants will be assessed on their capacity and approach to ensure sustainable impacts through working across the humanitarian/development nexus. This will focus on their planned contributions to collective outcomes across the wider assistance community with respect to reducing vulnerability and marginalization, supporting durable solutions for displaced populations and generally tackling root causes of crisis through ensuring sustainable recovery and improvements in the welfare and resilience of people, communities and institutions Theory of Change (all lots) Applicants will be assessed on the degree to which the proposed partnership engagement is based on a clear and relevant Theory of Change at thematic/country programme level, including justified strategic choices of intervention at portfolio and programme level that contribute to the objectives of the lots applied for. Relevant guidance can be found in the Danida publication How to apply a Theory of Change in Country Programmes, and Programmes and Projects Local partnerships and capacity development (all lots) Applicants for lot CIV and lot LAB will be assessed on their likely contribution to the development of a strong, independent, vocal and diverse civil society in the global South through meaningful, equal and mutually committing partnerships between civil society actors in Denmark and in the global South. This includes the applicants approach to capacity development, relevant for the specific lots applied for, of local communities, partner organisations at various levels, authorities and other drivers of change within the scope of the Theory of Change for the proposed partnership engagement. Applicants for lot HUM along with applicants for lot CIV and lot LAB proposing partnership engagements in areas affected by armed conflict will specifically be assessed on their approach to working with and capacity building of communities, national and local organisations, local authorities and/or other relevant actors aimed at building local capacity to better prepare for and respond to crises, in particular in favour of vulnerable, poor and marginalised groups Private sector engagement (all lots) Applicants will be assessed on their ability to engage effectively with the private sector to develop new solutions, promote synergies and scale up the impact of Danish assistance. Suggested private sector engagement must be in line with EU regulation on state aid, e.g. cannot involve transfer of Government funds to private enterprise partners, and private enterprise engagement must be in support of development goals Global connectedness (all lots) Applicants will be assessed on the potential added value to a strategic partnership from the participation in, leverage of and impact on international and regional alliances, networks and other relevant platforms. Such networks can take the shape of formal alliances and federations, but may also include loose networks and ad-hoc fora. 14

19 5.3.5 Coordination and coherence (all lots) Applicants will be assessed on their track record and approach to coordinate and create synergies with locally based stakeholders, including Danish representations where relevant. When applying for partnership engagements in areas affected by armed conflict, applicants will be assessed on their ability to contribute to coordination, data sharing, joint context analyses and the development of more coherent responses that link humanitarian activities, development cooperation and peace building efforts Advocacy (all lots) Applicants will be assessed on their ability to demonstrate a coherent approach to advocacy and awareness raising contributing together with local partners to positive and significant changes in priority countries, within the frame of the lot applied for, in development processes, in policy processes or in policy implementation. The assessment will take into account the extent to which advocacy efforts are informed by evidence and based on knowledge of the processes and stakeholders that need to be influenced and whether a link exists between the organisation s global agendas/campaigns and evidence-based relevance at national and local level in partner countries, promoting civil society participation in local, national and international decision-making Innovation (all lots) Applicants will be assessed on their ability and willingness to innovate, experiment and catalyse efforts to seek improved outcomes. Up to 10 per cent of the engagement budget may be set aside for innovation. This offers the strategic partner a significant new opportunity to innovate, experiment and catalyse efforts to seek improved outcomes, based on flexible and high-risk investments in: development and piloting of new strategies and operational approaches that can be proven and later taken to scale; building new partnerships with other actors; and bringing in special expertise as required for such purposes. Partnerships can include networks of partners in public institutions, businesses, civil society and research institutions, and/or may have a specific sectorial focus on e.g. gender equality, media A human rights based approach to development/ Leaving no-one behind (all lots) Applicants will be assessed on their ability to mainstream the human rights based approach and gender equality in the proposed partnership engagement. As stipulated in the Danida guidance note on a human rights-based approach to development cooperation (HRBA) (2013), development cooperation engagements should focus on rights holders and duty bearers and their capacities to claim and fulfil their human rights and be guided by the principles of participation, accountability, non-discrimination and transparency (PANT). The HRBA therefore also furthers the principle of leaving no-one behind. In line with this, applicants proposing engagements in areas affected by conflict and disasters are expected to have a strong focus on protection of and support to the most vulnerable groups. Applicants are also expected to pay particular attention to the active engagement of women and girls as agents of change and the promotion of their rights as elaborated in Danida s Strategic Framework for Gender Equality, Rights and Diversity in Danish Development Cooperation (2014). 15

20 This includes promoting women s participation in decision-making at all levels, and assisting women and girls to access resources and seize opportunities that enable them to take control over their own lives, including sexual and reproductive health and rights and protection from genderbased violence. The UN Guiding Principles for Business and Human Rights provide a framework for the responsibility of states to protect human rights and the responsibility of companies to respect human rights in their business activities. Applicants for lot LAB will be assessed on their approach to promote respect for human rights in the organisation s strategic focus and their ability to promote and integrate the UN Guiding Principles on Business and Human Rights in their local partnerships Popular engagement in Denmark (lot CIV and lot LAB) Strategic partners are expected to play an important role in engaging the public in Denmark and strengthening the general level of understanding of the effects of globalization, the SDG s and Danish international development cooperation and humanitarian action. The strategic partnership agreements will support partners to engage in building public awareness of and popular engagement in development issues in Denmark. Applicants will be assessed on their ability to explore and propose new ways of engaging a wider segment of the Danish public around the SDGs, the effects of globalization, migration issues, humanitarian action, international development cooperation and development policies. 6 Assessment procedures and scoring Applications will be assessed by a specially designated assessment team in the MFA assisted by a team of external consultants. Assessments will be based on the criteria listed in Chapter 5 and detailed in Annex 3. Definitions contained in the OECD/DAC glossary of Key Terms in Evaluation and Results Based Management will be used where relevant. 6.1 Scoring The standards will be scored by applying an adapted version of a World Bank inspired rating scale: The LEADS descriptors (allocating scores from 1 (poor) to 5 (excellent)). Hence, the minimum an organisation can score is 1, equivalent to 20 per cent; and the maximum is 5, equivalent to 100 per cent. LEADS stand for: Score L Little action/evidence 5 E Some Evidence 4 A Action taken 3 D Developed 2 S Sustainable 1 The LEADS descriptor has been adapted into a generic format suitable for scoring on the RAM standards. 16

21 The score 5 is given, when there is: Comprehensive indication of implementation and/or indication of an established approach/system in supporting the standard The score 4 is given, when there is: Solid indication that supports the standard The score 3 is given, when there is: Indication that supports the standard The score 2 is given, when there is: Some indication that supports the standard The score 1 is given, when there is: Weak indication that supports the standard In order to ensure fairness in the scoring, the assessment team will seek to calibrate the use of scores against standards, based on a common approach to perception and scoring of the standards. 6.2 Allocation of partnership budgets When invited to submit a full application, shortlisted applicants will be advised of the maximum amounts (ceilings) they may apply for within each lot and in total. The amounts will be calculated on the basis of data provided by the applicant, when submitting the Expression of Interest. These ceilings will be established based on either one of two criteria, whichever results in the lowest amounts: 1. Responsible growth: In order to ensure that the partnership budget does not surpass organizational capacity, the overall partnership funding may not result in more than a 25 % increase in the total costs expended by a partner on international development/humanitarian programmes. The baseline for this calculation will consist in the average expenditure on international development/humanitarian programmes, excluding sponsorships, during the period ; 2. Diversity of partners: In order to ensure the desired diversity of partners, no partner will receive more than DKK 20 million on top of current levels of Danida funding within the three lots (i.e. taking into account existing framework agreements and CISU funding for lot CIV and lot LAB, and HPAs for lot HUM). Applicants with no prior funding from Danida within a given lot cannot apply for more than DKK 20 million under this lot. Other sources of Danida-funding (e.g. DAPP-funding, extraordinary humanitarian grants, etc.) are not included, when establishing these ceilings. The established ceilings represent a maximum level of funding that in no way commits the MFA. The actual levels of funding under each partnership agreement will in all likelihood be below the indicated ceiling as the accumulated value of eligible applications is likely to exceed the available budget. The funding level for each applicant selected for a future strategic partnership agreement will be determined in a fair manner on the basis of i) the scoring, ii) the amount applied for within the ceiling amounts indicated, and iii) the available budget frame for each lot. 17

22 6.3 Adjustments in funding levels and alternative funding possibilities It is anticipated that the selection process of strategic partners may lead to the following results: Entry of new strategic partners with no prior direct partnership with and funding from the MFA; New funding levels for existing partners with framework agreements or HPA as continuing strategic partners; Phasing out of current partners with framework agreements or HPA. In all cases, cautionary measures will be taken to adjust (+/-), phase in and phase out in an orderly manner that manages downwards adjustments and phasing out in respect of the concerned organisations commitments towards e.g. partners and staff, and with a view to protect prior investments in development results. Substantial downward and upward adjustments will take effect over a period of minimum six months. The MFA is working in collaboration with CISU to strengthen its programme funding modality for civil society support so that CSOs currently under framework agreements, who do not wish to apply for a strategic partnership or who do not qualify for a strategic partnership covering lot CIV or lot LAB, will have attractive alternatives. The strengthened modality will incorporate key elements of the existing framework modality (including an element of co-financing) with an upper budget ceiling of DKK 15 million per year and a four-year planning horizon. These changes will be accompanied by an increase in the annual MFA commitments to CISU. The transition from MFA to CISU funding can happen in two different tempi: 1. Framework organisations that do not apply for a strategic partnership, or may be rejected after step 1, will have the opportunity to apply in 2017 for a CISU programme grant. The CISU grant will, if approved, take effect in January Framework organisations that may be rejected after step 2 will have the opportunity to apply the MFA for a one-year bridging phase securing a finance level of minimum 75 per cent of the current framework agreement until an application process with CISU can be finalised in the course of The CISU grant will, if approved, take effect in January For former partners under HPA, who do not wish to apply for strategic partnership under lot HUM or who do not qualify for this, no alternative funding modality will be offered, apart from submitting requests to the Danish Emergency Response Fund, which is managed by CISU and enables organisations without a strategic partnership agreement to access funding for responding in acute humanitarian crisis situations. 18

23 7 Timeline TENTATIVE TIMELINES Timing 6 February February February 2017 PUBLIC HEARING Launch of public hearing on information note concerning application process for selection of strategic partners Public hearing meeting (Eigtveds Pakhus) Deadline for submission of written comments to information note OPEN APPLICATION PROCESS Timing 3 March 2017 Invitation to submit EOI PHASE 1: Expression of Interest (EOI) 13 March 2017 Deadline for submission of EOI 24 March 2017 Timing 28 March 2017 Announcement of results: Shortlisting of organisations that will be invited to submit full application PHASE 2: Full application Shortlisted organisations are invited to prepare an application for a strategic partnership 5 April 2017 Q&A meeting at the Ministry of Foreign Affairs 15 May 2017 Deadline for submission of applications. 30 June 2017 Timing August 15 September 2017 Announcement of results of evaluation: selection of future strategic partners and funding levels OPERATIONALSATION OF RESULTS Dialogue and agreement on content and emphasis of strategic partnership agreements with successful applicants Existing and future partners submit relevant documentation: - Future strategic partners: programmatic plans and budget for Existing framework partners, who do not qualify for a strategic partnership, may submit application for one-year bridge funding 1 January 2018 New 4-year strategic partnership agreements come into force 19

24 Annex 1 Strategic Partnership Agreements Draft - Expression of Interest Please refer to the Information Note, when completing this form INTRODUCTION Interested CSOs may express their interest in applying for a Strategic Partnership Agreement with the Ministry of Foreign Affairs of Denmark under one or more lots by submitting this standard Expression of Interest (EOI) form together with the requested documentation. Interested CSOs should fill out the EOI form and submit it by to the contact indicated in the advertisement. Please submit the application form as one pdf document. Required documentation in Excel format should be submitted both as a pdf-document and as an xls-document. Do not attach any documents which have not expressly been requested. EOIs received after the deadline indicated will not be considered. The requested documentation will serve to i) determine whether the CSO meets the eligibility criteria for applying for one or more of the three lots under a Strategic Partnership Agreement, and ii) establish an indicative budget ceiling for each applicant under a potential Strategic Partnership Agreement. The MFA will assess the submitted EOI form and documentation, and if eligibility criteria are met, the CSO will be shortlisted and invited to submit an application for the concerned lot(s) with an indicative budget ceiling for each lot, for which funding can be applied for. 1

25 PART A: EOI IN PARTICULAR LOTS Organizations may express interest in applying for one or more of three partnership lots. EOI in specific lots EOI in applying for: Lot CIV: Civil society development Lot HUM: Humanitarian action Lot LAB: Labour market and private sector framework conditions Yes / No Yes / No Yes / No Yes / No PART B: ORGANISATIONAL DETAILS EOIs for lot CIV and lot HUM are accepted from single entities only. EOIs for lot LAB may be submitted by single entities or by consortia comprising two or more partners, one of whom submits the EOI form as lead applicant.. A consortium is a partnership between two or more civil society organisations which have signed a consortium agreement or a joint declaration of intent. Name of applicant (lead applicant in case of a consortium for lot LAB only) Address and tel. Website Director/legal representative: Contact person for this application: name, , telephone CVR/SE number + date of registration Applicant information Supporting documentation Please, enclose: Certificate of registration (CVR or similar) Co-applicant (for lot LAB only) Name of co-applicant (in case of a consortium) Address 2

26 and tel. Website Director/legal representative: CVR/SE number + date of registration [In case of more co-applicants, insert more fields as appropriate] Documentation Please, enclose: Certificate of registration (CVR or similar) for all consortium members Joint declaration of intent or similar, signed by all consortium members (for lot LAB only) PART C: ELIGIBILITY CRITERIA GOVERNANCE Governance The applicant organisation is a civil society organisation operating on a nonprofit basis with a registered office and activities in Denmark. This includes organisations engaged in international development, humanitarian organisations, trade unions, business member organisations, and faith-based organisations. The applicant organisation has articles of association approved by a general assembly. The applicant organisation has an independent governing board. If part of an international alliance, the board must be appointed by the organisation based in Denmark, and it must be free and able to make independent decisions on strategic and operational issues. Comments for clarification Max 10 lines Documentation Please, enclose: Articles of association or similar Yes / No Yes / No Yes / No Yes / No Membership The applicant declares having at least 300 contributing members or support persons in Denmark either directly or (for umbrella organisations) through at least one of its membership organisations, as indicated below: a. Contributing members, directly or through memberships organisations (number of individuals) b. Individual regular sponsors (number of individuals) 3

27 Documentation Please, enclose: If acquired from SKAT by the applicant: Documentation on approval by SKAT under the Tax Assessment Act, Section 8A (as documentation for at least 300 members/support persons). CAPACITY Programme management and country presence The applicant declares having a minimum of experience managing programmes totalling a budget of minimum 1 million DKK in at least two DAC countries. The presence must be current and have been on-going for at least the two preceding years (consortium as a whole for lot LAB). For applicants under lot CIV and lot HUM, this criterion must be fulfilled for Danida priority countries relevant for these two lots as a whole (ref. Information Note, chapter 5.2.1). Country1 Indicate country, programme, duration of presence, budget, character of presence (directly or through established partnerships) - max. ½ page Country2 Indicate country, programme, duration of presence, budget, character of presence (directly or through established partnerships) - max ½ page Documentation Please enclose: Annual accounts, results reports or similar for stated two country programmes for 2014 and Development/humanitarian budget volume The applicant declares having management experience of development and/or humanitarian budgets (from Danida or other donors and excluding delivery of individual sponsorships), in excess of DKK 15 million annually (average ) (consortium as a whole for lot LAB). If the applicant is part of an international alliance, the applicant will still need to have been fully accountable for the funding in question. Total costs expended Total costs expended for development and/or humanitarian purposes (from any donor/source of funding; excluding funds expended on sponsorship activities). DKK 000 DKK 000 Documentation Please, enclose: Audited accounts for 2014 and 2015 Management of Danida funds (2016) The applicant declares having received Danida funds, either directly through a Framework Agreement or a Humanitarian Partnership Agreement or indirectly through CISU, for development and/or humanitarian purposes in 2016 (consortium as a whole for lot LAB) as follows: 4

28 Danida funds received 2016 Framework Agreement ( 06.33) DKK 000 Humanitarian Partnership Agreement DKK 000 ( 06.39) CISU project or programme support (annual DKK 000 contribution) Total DKK 000 Documentation Please, enclose: Commitment letters and/or similar supporting documentation (e.g. approval of applications from CISU) Audit reports The applicant declares having audit reports without substantial qualifications for the preceding three years ( ). Documentation Please, enclose: Audit reports for 2013, 2014, 2015 Yes/No Yes/No Yes/No Integrity and solvency The applicant testifies to and upon request will be able to document that it has not, within the last five years, been in any of the following situations: It is bankrupt, subject to insolvency or winding-up procedures, where its assets are being administered by a liquidator or by a court, where it is in an arrangement with creditors, where its activities are suspended, or where it is in any analogous situation arising from a similar procedure. It has been established by a final judgment or a final administrative decision that the applicant is in serious breach of its obligations relating to the payment of taxes or social security contributions in accordance with the law of the country in which it is established, or those of the country of the performance of the partnership. It has been established by a final judgment or a final administrative decision that the applicant is guilty of grave professional misconduct. It has been established by a final judgment that the applicant is guilty of fraud, corruption, money laundering, terrorist financing, child labour or other forms of trafficking in human beings. Anti-corruption policy The applicant declares having an anti-corruption policy in place. Yes/No Yes/No Yes/No Yes/No Yes/No Yes/No 5

29 Documentation Please, enclose: Anti-corruption policy Core Humanitarian Standard (When applying for lot HUM) The applicant declares: Being verified against the Core Humanitarian Standard Being certified against the Core Humanitarian Standard Being in the process of being verified or certified against the Core Humanitarian Standard Being committed to initiate a process of verification or certification in the course of 2017 against the Core Humanitarian Standard Documentation Please, enclose: Documentation on verification / certification against CHS. Yes/No Yes/No Yes/No Yes/No Yes/No PART D: SIGNATURE SIGNATURE Intention to submit application By submitting this EOI for applying for a Strategic Partnership Agreement, the applicant confirms being willing to submit an application, if selected and invited to do so. Solemn declaration The applicant solemnly declares that the information and declaration by the applicant in this EOI with relating annexes are correct. Signature: Name Title Place/ date 6

30 Annex 2 Strategic Partnership on international development cooperation and humanitarian action Application Form Draft for Public hearing Please refer to the Information Note when completing this form INTRODUCTION This application form is relevant to organizations invited to submit an application for a Strategic Partnership Agreement with the Ministry of Foreign Affairs (MFA), following the prequalification process. Applicants for strategic partnerships must apply for one or more of three partnership lots, corresponding to the relevant budget lines on the Finance Act (but not more than one application per lot): 1. Lot CIV: Civil society development; 2. Lot HUM: Humanitarian action, and; 3. Lot LAB: Labour market and private sector framework conditions. Questions regarding the application process The MFA will invite shortlisted applicants for a joint Q&A meeting on 5 April 2017 in Eigtveds Pakhus, Asiatisk Plads. Furthermore, questions regarding the application material can be submitted by to um@um.dk and hmc@um.dk. Questions may be sent by no later than 28 calendar days before the deadline for the submission of Strategic Partnership Applications. The MFA has no obligation to provide clarifications to questions received after this date. Replies will be given no later than 21 days before the deadline for submission of Framework Partnership Applications. 1