The Contract covers the delivery of the management and monitoring of the subsidy facility of Voice and the facilitation of a linking and learning process.
These activities entail a number of different elements, with associated preconditions.
1. Development of a programmatic framework that substantiates the choice for groups targeted and the geographical focus in the subsidy facility.
The subsidy portfolios that will be selected by the fund management agent should take place in low- and/or lower-middle income countries. To avoid fragmentation, the fund management has to propose a geographical and thematic focus of Voice.
The implementation of Voice has to be limited to 3 regions and a maximum of 15 countries. Physical presence of the fund management in the proposed regions and/or countries needs to be ensured. After determining the geographical focus, context analyses and Track Records should point out which groups are the most marginalised and discriminated and which themes are relevant to these groups. The degree to which Lobby and advocacy by the most marginalised and discriminated groups can be effective in the selected countries is an important criterion.
2. The development and implementation of a selection mechanism for proposals (either call (s) for proposals or another form of objective selection).
The subsidy facility should be based on the objectives and indicators as specified in the section ‘Object of the Contract.’ These objectives and indicators should also be clearly reflected in the selection mechanism for proposals. The fund management agent is responsible for formulating clear, objective Selection criteria.
The fund management agent is responsible for the promotion of the fund. 3 types of Civil society organisations and representatives of the most marginalised and discriminated groups can be invited to submit proposals.
The selection mechanisms should ensure a spread in subsidy portfolios in terms of Grounds on which groups are discriminated and/or marginalised, type of civil society organisations and theme.
In the selection of the subsidy portfolios, the use of innovative methods and instruments of organisations to reach, strengthen and empower the most marginalised and discriminated groups has to be given priority. This is based on the fact that the most marginalised and discriminated groups are often not reached through more traditional ways of working. The concept of innovation is context specific. In general, innovation can concern involving non-traditional actors, making use of new technologies, engaging in different forms of partnerships, making use of academic knowledge, etc.
The fund management agent and the partners of the Ministry of Foreign Affairs in the strategic partnerships for Dialogue and Dissent are not allowed to submit proposals.
3. The facilitation and stimulation of an innovative linking and learning process.
The fund management agent should establish, facilitate and stimulate an innovative linking and learning process, with a focus on South-South exchange of lessons learned, knowledge and experiences (both positive, innovative experiences and negative experiences). This process should entail:
— Strengthening the capacity of Sub-grantees to generate and exchange lessons learned, knowledge and experiences;
— Up-scaling of those activities of Sub-grantees that have shown positive results;
— The documentation and distribution of lessons learned, knowledge and experiences.
4. (Financial) management of the fund:
The fund management agent should have a sufficient legal, financial and policy framework to manage a fund of 50 000 000 EUR. The fund should be managed in such a manner that, in case of contract termination, the management can be transferred without problems to the Ministry of Foreign Affairs (or another fund management agent).
5. Monitoring, evaluation and reporting:
The fund management agent should monitor the progress of the subsidy portfolios and the linking and learning process. The monitoring and evaluation system of the fund management agent should have a strong focus on qualitative monitoring. Thereby, the fund management agent should safeguard the focus on strengthening the voice of marginalised and discriminated groups through Capacity strengthening and Empowerment.
The fund management agent should report on outcome level. As such, the fund management agent should gather the information required from sub-grantees. In the framework of the Contract, by the end 2016, reporting has to be done conform IATI standards.
For effective and efficient implementation of the Contract, the fund management agent should have a qualified and experienced team to manage the fund and the linking and learning process. This team should at least have the capacity and willingness to develop a subsidy facility and linking and learning process that focus on the capacity strengthening for Lobby and advocacy and Empowerment of the most marginalised and discriminated groups in low- and lower-middle income countries.
For this Tender, the Ministry of Foreign Affairs has opted for the restricted procedure. The procedure is divided into 2 phases. The 1
Fund management and implementation agent for the multi-donor civil society in South Sudan. The Embassy of the Kingdom of the Netherlands (as Lead Donor) together with Sweden have jointly agreed to support the launch of a Civil Society Fund (CSF) in South Sudan. The CSF has been designed to strengthen the capacity of civil society organisations (CSOs) to enhance voice and accountability. A stronger civil society can contribute to restoring social trust and facilitating the interactions between citizens and the state for lasting peace and strengthened democratic governance. However, civil society in South Sudan suffers from a number of structural and other weaknesses, including fragmentation and organisational capacity, which limit its ability to take on this role.
The implementation of the CSF is a long-term gradual process of 20-years based on 5-year cycles. The first 5-year cycle (Phase 1) will include a long inception period of 8-10 months, which will lay the foundation for the future of the fund. In taking such a long-term strategy, the CSF has the potential to set a benchmark for civil society funds globally, and particularly in fragile and conflict-affected states, as long as ‘learning’ is built-in from the start. As indicated in the CSF Programme Document, a Fund Manager (FM) and Third Party Monitoring and Evaluation Agent (TPMEA) will be contracted in separate tender procedures to manage the main components of the CSF.
The Netherlands Embassy is seeking applications from suitable organisations to perform the functions of Fund Manager (FM) in the inception period and Phase 1 of the CSF. The FM is expected to adopt creative approaches and to test new and innovative ideas that are appropriate to the South Sudan context to help develop South Sudanese civil society.
Nature of the Contract
The requested services include (See Chapter 5 for details):
— Management and coordination;
— Implementation of the Programme Document;
— Reporting, monitoring and evaluation;
— Financial management.
Purpose of the Contract
The goal of the CSF is to contribute to improved voice and accountability for national development and poverty reduction. Through support to CSOs, the anticipated long-term impact is that citizens are empowered to express their views and demand their rights for responsive and inclusive decision-making with transparent and accountable development processes. The CSF will work creatively and flexibly, sponsoring innovative approaches wherever appropriate.
The four main result areas are:
— CSOs deepening linkages and building constituencies;
— CSOs becoming stronger organisations;
— CSOs working together at county, state and national levels;
— CSOs and government working together in demand-led dialogues.
These results will be delivered through a variety of mechanisms for capacity building, mentoring and implementation of voice and accountability initiatives. By the end of its lifetime, the CSF will aim to work completely through South Sudanese organizations, i.e. South Sudanese intermediaries gradually taking over from International Non-Governmental Organizations (INGOs) in delivering capacity building support to smaller organizations. Service delivery of CSOs falls outside the scope of the fund.
Diverse formal and informal civil society actors and civil society coalitions and networks will be reached. Priority will be given to CSOs working with women and youth and those based outside of Juba, and focusing on priorities identified by South Sudanese civil society.