DANIDA FELLOWSHIP PROGRAMME
Tender Document: 13.03
Instructions to Tenderers
1.1
Activity title
Development and implementation of a 4-week fellowship course (3 weeks in Denmark with a
follow-up week in one of Danida’s priority countries1) with the working title
“Public Private Partnership”
The course is planned to be the first in a planned series of three courses over the next 3 years: 2014,
2015 and 2016. The individual courses will be approved one by one.
1.2
Description
See below
1.3
Financing and contract
Danida Fellowship Centre (DFC) shall finance the activity, negotiate and sign the contract.
1.4
Tenderers
The tendering is open tendering according to the Danish general rules for tendering of services
in the public sector (“Konkurrenceloven”).
Prospective tenderers are expected to keep themselves updated on future options for bidding
for Fellowship courses and relevant information hereto. All tender information will be posted on
DFC’s website.
1.5
Expenses Relating to Tendering
The tenderer shall bear all expenses incurred in relation to preparation and submission of the
tender.
1.6
Tender Documents
The tender documents consist of the following:
 Invitation to Tender
 Instructions to Tenderers (including Outline of Activity and Scope of Work)
 ”Retningslinier for kursusafholdelse, budget og regnskab – Januar 2013”
 Short CVs for the course manager(s) and resource persons; the CVs should document
specific experience of relevance to the assignment only (maximum 5 pages)
1
To be agreed between course provider and DFC
For general information regarding the Danida Fellowship Programme and DFC, see
www.dfcentre.com
1.7
Price
The financial offer must be prepared according to DFC’s guidelines (“Retningslinier for
kursusafholdelse, budget og regnskab – Januar 2013”), refer DFC’s website.
The financial offer price shall be divided into one, possibly two or three, separate parts:
I: Detailed course budget (development and implementation of the course) with
overhead specified for each activity (e.g. course management, facilitation, guidance on
excursions, counselling, etc.). Curriculum Development has to be indicated separately.
II: One budget for accommodation in Denmark (if required)
III: One outline budget for the follow-up week including reimbursable costs for course
manager/facilitator(s)
The financial offer must reflect that the course is planned to be repeated (a total of 3 courses);
thus, it is expected that the fee shall be reduced for courses 2 and 3; the reduction should be
clearly indicated in the financial offer.
1.8
Human Resources
The proposed human resources shall have appropriate professional as well as educational
qualifications, professional experience from at least one developing country (a minimum of 6
months combined) and fluency in English. The offer must include a brief presentation of the
candidates assigned and their responsibilities pertaining to this assignment, as well as an
overview showing detailed allocation of hours and responsibilities for each proposed member of
staff. Failure to do so will result in the tender being considered non-compliant. In addition, the
tenderer must annex the proposed candidates’ CVs with selected assignments relevant to this
course only.
A balanced team of candidates in terms of gender and years of experience will be considered an
advantage.
DFC reserves the right to request changes of proposed staff during contract negotiations.
Replacement of proposed staff after entering of contract can only be allowed upon approval by
DFC.
The tendering entity shall be requested to indicate whether they have the ability to conduct the
course in other languages than English.
1.9
Clarifications
Questions of clarification can be raised until 15 November 2013. The questions raised and
answers given will be forwarded to all tenderers on 19 November 2013.
1.10
Contents of the tender
I A proposal describing the development and implementation of a four-week (3+1) Fellowship
Course in “Public Private Partnership”
II CVs for proposed candidates (maximum 5 pages) – CVs longer than 5 pages will be
considered non-compliant
III Selected references (maximum 10, not older than 4 years)
IV Amendments to the activity (if any)
V A financial offer
1.11
Validity of tender
Tender validity period is 90 days
1.12
Submission of tender
The Tender shall be written in English and submitted in a sealed envelope marked:
Tender 13.03
to: DFC, Hostrupsvej 22, 1950 Frederiksberg C.
Tenders must be received at DFC in an electronic copy and two hard copies no later than 2
December 2013 at 12.00am.
Please note that only tenderers having notified DFC by 11 November 2013 of their intention to
submit a tender will be considered by the evaluation committee.
1.13
Tender evaluation
DFC will carry out the evaluation based on the following criteria:
 Contents of the proposal (vision, approach and methodology, etc.) – 30%
 Resources (e.g. staff, company experience, venue, facilities, etc.) – 50%
 Price (e.g. no. of hours for curriculum development, budget for subsequent courses) – 20%
 Amendments to the activity (if any) may lift the score by a maximum of 10%, if found
relevant by DFC
For study places within the Copenhagen area, DFC will provide accommodation etc. Outside
Copenhagen, these costs shall be included as a separate part of the tender. The geographical
venue of the course shall not influence the tender evaluation; this is also the case, should it later
be decided to conduct part of the course in a developing country.
DFC reserves the right to accept any of the tenders or reject all.
The tenderer who has submitted the best acceptable offer will be invited for contract
negotiations.
DFC will notify all tenderers on which entity will be invited for contract negotiations by the latest
on 20 December 2013. The selection of the winning proposal will be announced on DFC’s
website no later than 3 weeks after tender submission.
DFC shall not be obliged to state the reasons for its decision nor shall it enter into any discussion
or correspondence with tenderers on the results of the tender.
Outline of Activity
Introduction
The course Public Private Partnership course is planned to take place during 2014 with three weeks in
Denmark (the exact course period to be negotiated) and one week later in 2014 in a developing country
(again - course period to be agreed between course provider and DFC), suggestion for a partner in a
developing country can be given by DFC upon request. Similar courses are planned to be arranged in
the coming years with the same objectives and basic contents, although course evaluation(s) may result
in minor changes in the approach, design, and implementation in order to enhance the effects of future
courses.
Course Characteristics
Background and context
The Danish Strategy “Right to a Better Life” (2012) focuses amongst other on partnering with the private
sector, including cooperation with private companies and foundations. This is a reflection of an
increasing international recognition that the private sector must play a key role in development,
amongst other, as a provider of employment, tax payer and as an investor.
There is a massive need for investment in infrastructure in developing countries. An estimated 2.5 billion
people lack access to sanitation services, 1.6 billion live without electricity, 1 billion lack access to roads
and 900 million drink unsafe water2. The estimated investment-gaps in public services cannot be filled
by governments and donor resources alone. Consequently, many governments turn to the private sector
to mobilise private capital and speed up delivery of better managed infrastructure. The private sector is
increasingly getting involved in designing, building, financing, and/ or operating new and existing
infrastructure facilities through public private partnerships.
The involvement of the private sector takes place in a multiplicity of different forms. There is no single,
internationally accepted definition of “Public Private Partnership”. The Public Private Infrastructure
Advisory Facility (PPIAF) defines a PPP as “A long-term contract between a private party and a
government agency, for providing a public asset or service, in which the private party bears significant
risk and management responsibility”.
While PPPs can contribute to accelerating infrastructure investments, cases from all over the world also
highlight the considerable challenges related to setting up and implementing successful PPPs. This
course is planned in consideration of the opportunities and challenges related to public private
partnerships and the need for an improved understanding of the most important building blocks of a
successful public private partnership.
2
PPIAF: PPPs an introduction
Course goal
Participants have gained practical knowledge of the core concepts, strategies and tools, which will
enable them to initiate successful public private partnerships when returning to their home country.
Course impact
Participants shall be able to directly apply the course content in a way that enhances progress in their
respective areas of work and, in the long-term, supports the attainment of strategic objectives for
identifying, selecting and managing public-private partnerships in the organisations and/or programmes
for which they work.
Training approach
Dynamic shift between different pedagogical tools with emphasis on case studies and practical exercises
as well as counselling of participants’ action plans. Emphasis will be on equipping the participants with a
tool box which they can activate when returning home.
Target Group
The focus of this course will be on participants from public and private institutions. The group of
participants from the public institutions will ideally be a combination of employees from sector
agencies, which will have perspectives on infrastructure needs and employees from central agencies as
e.g. a Ministry of Finance where focus will be on issues as government financial and legal liabilities and
cash flows in relation to PPPs. The private sector participants will typically come from private companies
or business member organisations. Participants should have at least 3 years of experience in relevant
senior position including several years within the present organisation. Approximately 20 persons will be
selected for the course, taking geographical and sector-wise diversity as well as gender into
consideration.
The role of Danida Fellowship Centre (DFC)
DFC will select the contract holder according to Danida/DFC’s guidelines for tendering and rendering
consultancy services. DFC will forward course information to Danida’s priority countries; based on
endorsed applications forwarded from the Danish Embassies, DFC will select candidates for the course,
in co-operation with the contract holder.
DFC will be responsible for the fellowship holders’ travel arrangements, accommodation, visa
applications, payment of allowances, etc. DFC will monitor the course in accordance with their normal
procedures and the contract, i.e. DFC will supervise, approve, and evaluate the courses.
Course Structure
The course will be of a 4 weeks’ duration and contain 20 course days of 7 hours each. The list of course
contents shall encompass the main thematic areas suggested in the below table.
Introduction to study and study place
Setting the scene - introduction to PPPs
An enabling PPP Framework
1 day
1 ½ day
2 days
Identification of PPP projects
Analysis and appraisal of PPP projects
PPPs - the perspective of the private sector
Managing PPP procurement processes
Management of PPPs
United Nations Guiding Principles and Corporate Social Responsibility
Available funding for preparation of PPPs
Action Planning
Exposure
1 day
4 days
1 day
2 day
1 day
1 day
½ day
2-3 days
2-3 days
Total
20 days
The tenderer may propose an adjusted course plan including additional topics, if deemed relevant.
Introduction to study and study place (2 x ½ day)
Introduction
Objectives: Participants are familiar with the course objectives and contents. Participants are able to use
study place facilities and understand the role of the course management and DFC. Alignment of
participants’ expectations to course has taken place and relevant adjustments done.
Course Modules
Setting the scene - introduction to PPPs (1 1/2 days)
Objectives: A joint vocabulary is built and the participants understand the span of different PPP models
as well as their pros and cons. The participants appreciate the strengths and weaknesses of using PPPs
as a means to accelerate investments and improve management of infrastructure; and have an overview
of the basic building blocks of a successful PPP initiative.
An Enabling PPP Framework (2 days)
Objectives: The participants are aware of the minimum framework conditions which ideally have to be
in place for successful PPPs to materialise. Elements of an enabling framework comprise a clear policy
framework, a conducive legal & regulatory framework, a coherent investment framework as well as
sufficient operational framework and human capacities within government capable of managing the PPP
process.
Identification of PPP projects (1 days)
Objectives: Turning a desirable concept into a realizable public-private partnership (PPP) project is an
extensive process that requires significant resources. Upon the finalisation of the course, the
participants will be equipped with knowledge and tools to carry out needs assessments establish clarity
on project requirements; and identify suitable projects. The participants will have been challenged to
explore and test creative solutions, which change the traditionally perceived roles, responsibilities and
incentives of public and private sector stakeholders.
Analysis and appraisal of PPP projects (4 days)
Objectives: The participants will have improved their ability to analyse and appraise project options and
select the projects which provide most value for money. They have been introduced to relevant tools
and approaches to assess project feasibility and viability; stakeholder analysis, assess cost-benefits; risks
attached to the project and ability to mitigate risks, bankability etc. Furthermore, any infrastructure
project should be subject to environmental and social impact assessments. The participants shall have a
solid understanding of the main principles of carrying out environmental and social impact assessments.
PPPs - the perspective of the private sector (1day)
Objectives: Project selection and preparation are likely to be ineffective if they are not based on a good
understanding of how private sector bidders will view the project and what the costs are likely to be.
The participants will have an understanding of the factors private sector partners look for when deciding
whether or not to bid for a project. These factors include amongst other firm policy foundations and
long-term political commitment, clear expectations to project outcomes, predictability, cost structures,
profit and manageable risks.
Managing PPP procurement processes (2 days)
Objectives: Public authorities should run a competitive process, wherever possible. A well-run
competitive process usually delivers a better solution at a lower cost than one with no competition. It
helps to ensure a much firmer foundation for the project by strengthening the acceptance of
stakeholders. However, procurement of PPPs is different from traditional procurement processes and
participants should understand the particularities of PPP procurement as well as the most common
challenges faced. The participants will have been exposed how to incorporate social and environmental
considerations in the procurement processes. Finally the participants will have been introduced to anticorruption best practices.
Management of PPPs (1 day)
Objectives: A public private partnership (PPP) project should be considered a success when construction
is complete and a satisfactory level of the services contracted for is being delivered on a regular basis.
The public authority needs proper human and financial resources and an appropriate governance
arrangement to manage the construction phase, the commissioning stage, and the operations stage
successfully. Participants will appreciate the importance of managing the PPP arrangement properly –
also after the signing of the contracts, which too often is underestimated.
United Nations Guiding Principles (UNGP) and Corporate Social Responsibility (1 day)
Objectives: The Danish Strategy for Development Cooperation “Right to a Better Life” makes direct
reference to the 2011 UNGP on business and human rights which are of particular relevance for Private
Sector interventions. The UNGP Framework rests on three pillars i) the State duty to protect against
human rights abuses ii) the corporate responsibility to respect human rights and iii) the need for greater
access by victims to effective remedy, both judicial and non-judicial. The participants will be conversant
with human rights issues and have experienced practical examples of how these pillars are
operationalized in a PPP context. Lastly, the participants should be familiar with the Corporate Social
Responsibility (CSR) approach and the UN Global Compact.
Available funding for preparation of PPPs (1/2 day)
Objective: The costs of project preparation and tendering PPPs should not be underestimated. The
participants will be aware of the wealth of funding sources3 which can be solicited to finance the various
stages of project preparation. Furthermore, the participants will be provided with tips and tricks to
access funding.
Introduction to Danish Business Instruments (1/2 day)
Objective: The participants will have acquired an understanding of the Danida Business Finance
programme, the Danida Business Partnership Programme as well as the Danish export guarantees etc.
Action Planning (2-3 days)
Objectives: To provide enhanced linkages between the participants’ work/work place and the course
modules. For the action planning, the course provider will provide feedback and facilitation. The
capacity of the participants to apply relevant parts of the course is strengthened by analysing a topic
which has been identified prior to the course in cooperation with colleagues and management. The
topic has to take its starting point in the participants’ own work and organisational needs. It must also
be related to the overall theme of the course. The analysis shall lead to a draft action plan which, upon
finalization while back at work, should be realistic, kept within existing resources and implementable
within 6 months of returning to place of work.
Exposure (2-3 days)
Objectives: One or two PPPs are visited for exposure to set-ups, systems, problems or other relevant
issues. Ideally the participants are also exposed to private sector participants in PPPs who can illustrate
what they look for in terms of risk minimization and profit when they identify good PPPs.
Scope of Work
3.1 Course Development, including:
 Course information (course leaflet) to be sent to relevant Danish Embassies/Programmes in Danida’s
priority countries – a draft of the leaflet must be included in the tender material
 Curriculum development including target group description, course goal and objectives, course
structure, duration and time allocation, detailed module descriptions, learning methods and
principles
 Proposed team of facilitators and course managers/assistants
 Proposed venue for course implementation, and accommodation, if relevant
 Description of how the course manager tasks are envisaged
 Suggestions for course alterations, if any, based on feed-back from evaluations
3.2
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3
Course Coordination, including:
Logistical arrangement of course venue
Selection and coordination of internal and external facilitators
Development of learning aids and provision of required equipment and materials
A guide prepared by the Infrastructure Consortium for Africa (ICA) provides details of facilities, with information
on how and at what stage to access them. http://www.icafrica.org/en/fund-finder/introduction/
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Arrangement of accommodation (if course venue outside of Copenhagen) and arrangement of
board, if required
Formulate 10 questions for DFC Assessment related to the thematic areas of the course
Communication with course participants before and during the course
3.3
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Course Implementation, including:
Selection of participants in collaboration with DFC based on received endorsed applications
Implementation of the course
Support the participants on the application of new knowledge and skills
Course reporting to DFC according to DFC Guidelines
3.4 Course Reporting, including:
A final report should be submitted to DFC no later than 2 months after the completion of the course.
The final report should at a minimum contain the following information:
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An assessment of the attainment of the learning objectives for the course
Challenges experienced in connection with the implementation of the course
Feed-back from fellows from verbal mid-term or final evaluation of the course
Recommendations for adjustment of the curriculum or design of the course, if any
Other information related to the course found relevant for DFC