DANIDA FELLOWSHIP Programmetender Document: 13.01

DANIDA FELLOWSHIP PROGRAMMETender Document: 13.01

Instructions to Tenderers

1.1Activity title
Development and implementation of a 3-weekfellowship coursewith the working title

“Organisational Change Management”

The course is planned to be the first in a planned series of three courses over the next 3 years: 2014, 2015 and 2016.Contracts for the individual courses will be granted one by one provided that the course is in demand by Danida programmes/projects and provided that adequate funds are made available in the Budget.

1.2Description
See below

1.3Financing and contract

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

1.4Tenderers

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

1.5Expenses Relating to Tendering

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

1.6Tender Documents

The tender documents consist of the following:

• Invitation to Tender
• Instructions to Tenderers (includingOutline of Activity and Scope of Work)
• ”Retningslinier for kursusafholdelse, budget og regnskab – Januar 2013”
• Short CVsfor the course manager(s) and resource persons; the CVs should document specific experience of relevance to the assignment only (maximum 3 pages)

For general information regarding the Danida Fellowship Programme and DFC, see

1.7Price

The financial offer must be prepared according to DFC’s guidelines (“Retningslinier for kursusafholdelse, budget ogregnskab – Januar2013”), refer DFC’s website.
The financial offer price shall be divided into one, possibly two, 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 (if required)

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.

1.8Human 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 changesof proposed staff during contract negotiations. Replacement of proposed staff after entering of contract can only be allowed upon approval by DFC.

The tendering entityshall be requested to indicate whether they have the ability to conduct the course in other languages than English.

1.9Clarifications

Questions of clarification can be raised until 11 October 2013.The questions raised and answers given will be forwarded to all tenderers on16October 2013.

1.10Contents of the tender

I A proposaldescribing the development and implementation of a three-week Fellowship Course in“Organisational Change Management”

IICVs for proposed candidates (maximum 5 pages) – CVs longer than 5 pages will be considered non-compliant

IIISelected references(maximum 5, not older than 4 years)

IVAmendments to the activity (if any)

VA financial offer

1.11Validity of tender

Tender validity period is 90 days

1.12Submission of tender

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

Tender 13.01

to: DFC, Hostrupsvej 22, 1950 Frederiksberg C.

Tenders must be received at DFC in an electronic copy and two hard copies no later than23 October2013 at 3.00pm.

Please note that only tenderers having notified DFC by 4 October2013of their intention to submit a tender will be considered by the evaluation committee.

1.13Tender 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%
• Amendments to the activity (if any) may lift the score by a maximum of 10%, if found relevant by DFC
• Price (e.g. no. of hours for curriculum development, budget for subsequent courses) – 20%

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 25 October 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 Organisational Change Managementis planned to take place during 2014(exact course period to be decided during contract negotiations) in Denmark. Similar courses are planned to be arranged in the coming years with the same objectives and general 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 core of Denmark’s development cooperation is to combat poverty and promote human rights, democracy, sustainable development, peace and stability.The strategy for Denmark’s development cooperation: The Right to a Better Life (2012) - states that “Poverty must be fought with human rights and economic growth”. In this context,inclusive and green growth is at the very heart of the new strategy with a particular aim to create jobs for millions of young people.

The strategy states that partnerships in South should be founded on shared values, which should underpin efforts to realise all human rights, whether they be civil, political, economic, social or cultural. Danish development cooperation should build on the values, principles, institutions and processes that are part of a democracyand Danish support shall take into account the core principle of Danish development assistance such as human rights and democracy, green growth, social progress and stability.

In this value and right-based context Danish development cooperation will support capacity building of accountable public authorities, civil society and rights holders. The strategy argues that: “Along with political will, such capacity is a precondition for lasting results”.

Danida’sAddressing Capacity Development in Development Cooperation (2011) paper provides the guiding principles and operational steps for capacity development emphasising that the responsibility of capacity development is that of the partner organisation in South. Capacity development is to be considered an integrated part of mainstream and daily management within partner institutions i.e. part of existing development plans and policies.

A key challenge in capacity development processes has been the linkage between individual and institutional capacity development. Therefore, any capacity development initiative shall seek to strengthen the focus on partners’ readiness to assume a capacity development responsibility within their own context where capacity development is an integrated part of the institutions’ development plans.

Hence, capacity developmente.g. supported by Danida is to be considered a supplement to partners’ own investment in capacity development, with enhanced ownership and a focus on institutional development results. In line with the international agenda on Aid Effectiveness i.e. the Paris Declaration (2005) and subsequent agreements in Accra (2008) and Busan (2011) managing institutional and organisational changesis a core responsibility of the partner institution in South.

In this context, a training course in organisational change management (OCM) becomes an instrument and a means in a broader capacity development approach with the aim to support and build accountable organisations. Partners’ own organisational change management shall be performed as part of partners’ own institutional capacity development plans and policies.

The following outline of the OCM course goals and structure of course modules is based on the assumption that organisational change management requires institutional leadership and commitment, that organisational change management plans are an integrated part of a broader development plan and that those people engaged and tasked with organisational change management activities are considered legitimate actors with a clear mandate to execute and implement agreed plans and activities.

Good leadership and management of people in an organisational change management intervention isconsidered imperative to reach sustainable outcomes. Therefore, understanding and abilityto manage human behaviour and personality issuesin a change management process are in the following outline of course goal and course modules considered cross-cutting elements.

Course goals

Participants have gained knowledge of core concepts, strategies and tools inorganisational change management. Participants can apply new knowledge in their own organisations relative to Danish and otherinternational development cooperation including the aid effectiveness agenda in their home organisations. In addition, the participants have acquired knowledge and understanding of the complexity of leading and managing an organisational change management process. The participants will have gained knowledge of own personal behaviour and role in a change management team, as well as understanding individual and personal preferences and attributions to a process of change.

The learning process during the course shall ensure a strong focus on exchange of experiences between course participants and their country specific and particular organisational opportunities and challenges. These experiences shall be discussed relative to Danish experiences and values in change processes.

Course impact

Participants shall be able to directly apply the course contents in a way that enhances processes in their respective areas of work and, in the long-term, being able to create and support strategic changes in their own organisation as an integrated part of a long term development process. The participant shall be able to identify, establish and task a change management team and support leadership of a change process.

Training approach

Dynamic shift between different pedagogical tools with emphasis on case studies and practical exercises as well as counselling of participants’ action plans.

Target GroupParticipants should have at least 3-5 years of experience in a relevant senior position in a public institution or an NGO, 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’spriority 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 theirnormal procedures and the contract, i.e. DFC will supervise, approve, and evaluate the courses.

Course Structure

The course will be of a 3 weeks’ duration and contain 15 course days of 7 hours each. The list of course contents shall encompass the following main thematic areas:

Introduction to study and study place

Introduction (0.5 days)
Objectives: Participants are familiar with the course objectives and contents. Participants are able to use study place facilities and understand the roles of DFC and the study place. Alignment of participants’ expectations to the course has taken place and relevant adjustments made accordingly.

Course Modules

Leadership and human resources management (cross-cutting in total 3 days)
Objective:As an integrated part of the following course modulesthe participants understand the role of leadership and human behaviour in an OCM perspective, hereunder how to identify and select a leadership group for the process of change, and how to identifyand map-out individual and personal preferences and profiles in a change management team. Participants can identify key drivers and change agents with particular personality profiles and attributions to a change management team.

Change needs assessment (1.5 days)
Objective:The participants are able to identify and assess organisational needs for change. Participants have become familiar with how to assess an organisation, organisational strengths, opportunities and challenges. Participants are capable of differentiating between what are individual or personal needs relative to organisational and institutional needs for change.

Selecting tools for planning and implementing a process of change (3 days)

Objective: The participants are able to identify and select operational tools for implementing and managing the change process for example: tools for political and functional analysis, detailed problem analysis and how to define organisational change management targets and objectives, as well as alternative scenarios for a process of change. They have obtained an understanding of tools for personality assessment, profiles and preferences and have gained knowledge of tools to manage change teams and potential resistance to change.

Preparing a change management strategy (2 days)
Objective:The participants are able to design an appropriate change management strategy tailored to organisational needs for change. The participants understand and can prepare a step-by-step approach in a change management process including for example: presenting and communicating a detailed analysis including scenarios for alternative change management approaches to leaders and general staff. They can communicateand facilitateconsensus or an agreement for change.

Implementation and management of the change process (1 day)

Objective:The participants can prepare an action plan designed in line with the chosen strategy for the change process. They can establish a change management team based on required personality profiles and prepare and delegate tasks and duties accordingly.

Supervision and monitoring of the change process (1 day)

Objective: The participants can apply tools for supervision and monitoring of a change process hereunder human behaviour, leadership and management. They are capable of communicating results and progress and to learn from and address challenges and issues related to human behaviour and attitudes to implemented changes.

Action Planning (2 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 analysingaorganisational change management 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 organizational needs. It must also be related to the overall themes of the course. The analysis shall lead to a draft action plan which, upon being finalized while back at work, should be realistic, kept within existing resources and implementable within 6 months of returning to place of work.

Exposure (1 day)

Objectives: To provide the participants with “real” organisational change management cases from one or two government institutions that recently have been through a major process of organizational change. The exposure can be either through a visit to the government organization or from a lecturer or lead change management expert who has been in charge of a change process in a given government organization. Focus could be on the organisational change management process from planning to evaluation as well asparticular Danish valuesand human behaviour influencing a process of change. Identification and confirmation of availability from the government institution or lecturer is considered an advantage.

Tenders are allowed to make modifications to the proposed length (number of course days) suggested under each course module. Modifications should be justified and the total number of days cannot exceed 15 course days.

Scope of Work

3.1Course Development, including:

• Course information (course leaflet) to be sent to relevant Danish Embassies/Programmes in Danida’s priority countries – a draft ofthe leaflet must be included in the tendermaterial
• 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

3.2Course 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
• 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 (will be specified in connection with discussion of detailed course programme)
• Communication with course participants before and during the course

3.3Course 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

3.4Course Reporting, including: