{"bekendtgoerelseNoegle":{"noticeId":{"value":"9371bf01-fea8-40d1-9dee-6f4d99eb9ef8"},"noticeVersion":{"value":"01"},"noticePublicationNumber":{"value":"00710062-2023"}},"htmlDA":"\n\n \n
1 Køber
1.1 Køber
Officielt navn: Ministry of Foreign Affairs of Denmark
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Køberens retlige status: Central regeringsmyndighed
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Den ordregivende myndigheds aktiviteter: Generelle offentlige tjenesteydelser
\n
\n
\n
2 Procedure
2.1 Procedure
Titel: Evaluation of Management of Danish Development Cooperation 20 years after decentralisation
\n
Beskrivelse: An evaluation which investigates whether and how management principles and practice\n as it has evolved, supports the aims and ambitions of Danish development cooperation,\n in light of the changes in Danish development cooperation. In this evaluation, management\n will be used to describe MFA management of support to development cooperation. This\n includes the management of both bilateral and multilateral development support at\n headquarter level in Copenhagen and at embassies/missions. This implies that programmes\n implemented by other ministries and institutions but managed in Copenhagen will be\n covered by the evaluation (e.g. Strategic Sector Cooperation (SSC)). Here, focus will\n be on MFA’s role and management in relation to such activities, not on the management\n by other actors. The evaluation will be mainly forward looking and focus on learning.\n The evaluation has three objectives: (1) To assess whether and how changes in development\n cooperation since 2009 have been addressed by aid management in a relevant and appropriate\n manner, in line with the intentions behind the decentralisation. (2) To assess whether\n and how the changes since 2018-19 in management are conducive to fostering conditions\n for achieving the intentions embedded in the DDD and adaptive management approach.\n (3) To provide lessons learned regarding strengths and weaknesses in management of\n Danish development cooperation as well as enabling and hindering factors, and to present\n issues for consideration, including identification of dilemmas or trade-offs, and\n recommendations on adjustments as relevant. In order to achieve these objectives,\n it will be needed to establish a descriptive overview of the main developments in\n management of Danish development cooperation since the last evaluation in 2009. The\n description will comprise both developments in Danish development support, including\n its size, instruments, and composition, and developments in policies and principles\n that have guided the management of Danish development cooperation, as well as the\n broader donor landscape/aid architecture and international development agenda. With\n regards to time frame, the evaluation will cover the period since the last evaluation\n in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged\n that the evaluation will have a particular focus on the evolvement since app. 2018-19,\n to ensure that lessons and considerations on adjustments also reflect the current\n situation. A solid contextual understanding regarding trends, changes and rationales\n is seen as an important foundation for the in-depth analysis leading to forward-looking\n lessons and considerations. The lessons and considerations shall be relevant for the\n current development cooperation. The evaluation is not limited in geographic scope,\n but in order to allow for sufficient depth and specificity in the investigation and\n analysis, it is suggested to work with case-studies. The cases should comprise multilateral,\n regional and bilateral support and represent different examples of programmes, projects\n and constellations of management of development cooperation. As a point of departure,\n the following cases are suggested: - Multilateral support: Current MFA aid management\n of multilateral support as exemplified by UN representation in NY, with a focus on\n UNICEF; possibly with a sectoral focus on support to child protection activities or\n the interplay with management of support to water/WaSH; - Regional support managed\n from Copenhagen: Current MFA management of The Danish-Arabian Partnership; - Development\n support to countries with targeted partnerships, where SSC and/or other types of Danish\n development cooperation activities are implemented, with support to Vietnam as case;\n - Development support to countries with expanded partnerships, where both bilateral,\n decentralised development cooperation and other types of engagements are implemented,\n with support to Ethiopia and Uganda as cases; and delegated cooperation, with support\n to Niger as case. It is expected that comparisons are made with other Nordic countries\n (e.g. Norway and Sweden). The comparisons should comprise the management at policy\n and strategic level as well as the management of programming and implementation of\n development support. The comparisons will not imply additional visits.
\n
Identifikator for proceduren: 97535385-a25d-4e77-8b7f-bf9bce71a36a
\n
Tidligere bekendtgørelse: 421118-2023
\n
Intern identifikator: 2023-24403
\n
Udbudsprocedure: Begrænset
\n
Proceduren er en hasteprocedure: nej
\n
2.1.1 Formål
Kontraktens art: Tjenesteydelser
\n
Primær klassificering (cpv): 79419000 Evalueringsrådgivningstjenester
\n
Yderligere klassificering (cpv): 75211200 Tjenester vedrørende økonomisk hjælp til udlandet
\n
\n
2.1.2 Udførelsessted
Landespecifik underafdeling (NUTS): Byen København (DK011)
\n
Yderligere oplysninger: The evaluation includes case studies with visits to up to five partner countries (Ethiopia,\n Niger, Uganda, Vietnam and one DAPP partner country) and one multilateral mission\n (UN, New York).
\n
\n
2.1.2 Udførelsessted
Land: Etiopien
\n
\n
2.1.2 Udførelsessted
Land: Niger
\n
\n
2.1.2 Udførelsessted
Land: Uganda
\n
\n
2.1.2 Udførelsessted
Land: Vietnam
\n
\n
2.1.2 Udførelsessted
By: New York
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Land: Forenede Stater
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2.1.3 Værdi
Anslået værdi eksklusiv moms: 4.500.000 Dansk krone
\n
\n
2.1.4 Generelle oplysninger
Denne procedure eller delkontrakt, der blev annulleret eller endte uden resultat, vil blive gentaget
\n
Yderligere oplysninger: In the evaluation of the tenders, the contracting authority has become aware of that\n the procurement documents appear to have been interpreted differently by the tenderers\n than what was intended, and upon further assessment, the contracting authority has\n identified ambiguities in the procurement documents. Therefore, the contracting authority\n has decided to cancel the procurement procedure to be able to address the ambiguities\n and clarify the procurement documents. As soon as possible, the contracting authority\n will publish a new contract notice for an open procedure and adjusted procurement\n documents (the contracting authority does not expect to make substantial changes to\n the procurement documents). As the contract must be concluded in 2023, the contracting\n authority will not be able to conduct a procurement procedure in accordance with the\n minimum time limit of 30 days for submission of tenders. Therefore, the contracting\n authority will conduct an accelerated procedure in accordance with section 57(5) of\n the Danish Public Procurement Act.
\n
Retsgrundlag:
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Direktiv 2014/24/EU
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\n
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5 Delkontrakt
5.1 Teknisk ID for partiet: LOT-0000
Titel: Evaluation of Management of Danish Development Cooperation 20 years after decentralisation
\n
Beskrivelse: An evaluation which investigates whether and how management principles and practice\n as it has evolved, supports the aims and ambitions of Danish development cooperation,\n in light of the changes in Danish development cooperation. In this evaluation, management\n will be used to describe MFA management of support to development cooperation. This\n includes the management of both bilateral and multilateral development support at\n headquarter level in Copenhagen and at embassies/missions. This implies that programmes\n implemented by other ministries and institutions but managed in Copenhagen will be\n covered by the evaluation (e.g. Strategic Sector Cooperation (SSC)). Here, focus will\n be on MFA’s role and management in relation to such activities, not on the management\n by other actors. The evaluation will be mainly forward looking and focus on learning.\n The evaluation has three objectives: (1) To assess whether and how changes in development\n cooperation since 2009 have been addressed by aid management in a relevant and appropriate\n manner, in line with the intentions behind the decentralisation. (2) To assess whether\n and how the changes since 2018-19 in management are conducive to fostering conditions\n for achieving the intentions embedded in the DDD and adaptive management approach.\n (3) To provide lessons learned regarding strengths and weaknesses in management of\n Danish development cooperation as well as enabling and hindering factors, and to present\n issues for consideration, including identification of dilemmas or trade-offs, and\n recommendations on adjustments as relevant. In order to achieve these objectives,\n it will be needed to establish a descriptive overview of the main developments in\n management of Danish development cooperation since the last evaluation in 2009. The\n description will comprise both developments in Danish development support, including\n its size, instruments, and composition, and developments in policies and principles\n that have guided the management of Danish development cooperation, as well as the\n broader donor landscape/aid architecture and international development agenda. With\n regards to time frame, the evaluation will cover the period since the last evaluation\n in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged\n that the evaluation will have a particular focus on the evolvement since app. 2018-19,\n to ensure that lessons and considerations on adjustments also reflect the current\n situation. A solid contextual understanding regarding trends, changes and rationales\n is seen as an important foundation for the in-depth analysis leading to forward-looking\n lessons and considerations. The lessons and considerations shall be relevant for the\n current development cooperation. The evaluation is not limited in geographic scope,\n but in order to allow for sufficient depth and specificity in the investigation and\n analysis, it is suggested to work with case-studies. The cases should comprise multilateral,\n regional and bilateral support and represent different examples of programmes, projects\n and constellations of management of development cooperation. As a point of departure,\n the following cases are suggested: - Multilateral support: Current MFA aid management\n of multilateral support as exemplified by UN representation in NY, with a focus on\n UNICEF; possibly with a sectoral focus on support to child protection activities or\n the interplay with management of support to water/WaSH; - Regional support managed\n from Copenhagen: Current MFA management of The Danish-Arabian Partnership; - Development\n support to countries with targeted partnerships, where SSC and/or other types of Danish\n development cooperation activities are implemented, with support to Vietnam as case;\n - Development support to countries with expanded partnerships, where both bilateral,\n decentralised development cooperation and other types of engagements are implemented,\n with support to Ethiopia and Uganda as cases; and delegated cooperation, with support\n to Niger as case. It is expected that comparisons are made with other Nordic countries\n (e.g. Norway and Sweden). The comparisons should comprise the management at policy\n and strategic level as well as the management of programming and implementation of\n development support. The comparisons will not imply additional visits.
\n
Intern identifikator: 2023-24403
\n
5.1.1 Formål
Kontraktens art: Tjenesteydelser
\n
Primær klassificering (cpv): 79419000 Evalueringsrådgivningstjenester
\n
Yderligere klassificering (cpv): 75211200 Tjenester vedrørende økonomisk hjælp til udlandet
\n
\n
5.1.2 Udførelsessted
Landespecifik underafdeling (NUTS): Byen København (DK011)
\n
Yderligere oplysninger: The evaluation includes case studies with visits to up to five partner countries (Ethiopia,\n Niger, Uganda, Vietnam and one DAPP partner country) and one multilateral mission\n (UN, New York).
\n
\n
5.1.2 Udførelsessted
Land: Etiopien
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Yderligere oplysninger: 
\n
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5.1.2 Udførelsessted
Land: Niger
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Yderligere oplysninger: 
\n
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5.1.2 Udførelsessted
Land: Uganda
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Yderligere oplysninger: 
\n
\n
5.1.2 Udførelsessted
Land: Vietnam
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Yderligere oplysninger: 
\n
\n
5.1.2 Udførelsessted
By: New York
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Land: Forenede Stater
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Yderligere oplysninger: 
\n
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5.1.3 Anslået varighed
Startdato: 05-12-2023
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Varigheds slutdato: 30-11-2024
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5.1.5 Værdi
Anslået værdi eksklusiv moms: 4.500.000 Dansk krone
\n
\n
5.1.6 Generelle oplysninger
Denne procedure eller delkontrakt, der blev annulleret eller endte uden resultat, vil blive gentaget
\n
Indkøbsprojekt, der ikke finansieres med EU-midler
\n
Udbuddet er omfattet af aftalen om offentlige udbud (GPA): ja
\n
Yderligere oplysninger: In the evaluation of the tenders, the contracting authority has become aware of that\n the procurement documents appear to have been interpreted differently by the tenderers\n than what was intended, and upon further assessment, the contracting authority has\n identified ambiguities in the procurement documents. Therefore, the contracting authority\n has decided to cancel the procurement procedure to be able to address the ambiguities\n and clarify the procurement documents. As soon as possible, the contracting authority\n will publish a new contract notice for an open procedure and adjusted procurement\n documents (the contracting authority does not expect to make substantial changes to\n the procurement documents). As the contract must be concluded in 2023, the contracting\n authority will not be able to conduct a procurement procedure in accordance with the\n minimum time limit of 30 days for submission of tenders. Therefore, the contracting\n authority will conduct an accelerated procedure in accordance with section 57(5) of\n the Danish Public Procurement Act.
\n
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5.1.10 Tildelingskriterier
Kriterium:
Type: Pris
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Navn: Price
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Vægtning (procentdel, præcis): 20
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Kriterium:
Type: Kvalitet
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Navn: Adequacy of Methodology and Work Plan
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Vægtning (procentdel, præcis): 32
\n
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Kriterium:
Type: Kvalitet
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Navn: Qualifications and Competence of Key Staff
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Vægtning (procentdel, præcis): 48
\n
\n
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5.1.12 Udbudsvilkår
Oplysninger om undersøgelsesfrister: Actions regarding the procedure (e.g. decisions regarding award of contract) must\n be submitted within 45 calendar days from the day after the publication of a contract\n award notice in the Official Journal of the EU. Complaint guidelines (in English)\n can be found at: https://naevneneshus.dk/media/9802/complaint-guidelines.pdf
\n
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5.1.15 Teknikker
Rammeaftale:
Ingen rammeaftale
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Oplysninger om det dynamiske indkøbssystem:
Intet dynamisk indkøbssystem
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5.1.16 Yderligere oplysninger, mægling og gennemgang
Organisation med ansvar for klager: Klagenævnet for Udbud
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Organisation, der leverer yderligere oplysninger om klageprocedurerne: Konkurrence- og Forbrugerstyrelsen
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TED eSender: Mercell Holding ASA
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6 Resultater
6.1 Resultat delkontrakt-ID: LOT-0000
Der er ikke udvalgt en vinder, og konkurrencen er afsluttet.
\n
Begrundelsen for ikke at udvælge en vinder: Afgørelse truffet af køber på grund af ændrede behov
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6.1.4 Statistiske oplysninger
Modtagne tilbud og ansøgninger om deltagelse:
Type modtagne indgivelser: Ansøgning om deltagelse
Antal modtagne tilbud og ansøgninger om deltagelse: 3
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Type modtagne indgivelser: Tilbud
Antal modtagne tilbud og ansøgninger om deltagelse: 2
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8 Organisationer
8.1 ORG-0001
Officielt navn: Ministry of Foreign Affairs of Denmark
\n
Registreringsnummer: 43271911
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Afdeling: Department for Evaluation, Learning and Quality (ELK)
\n
Postadresse: Asiatisk Plads 2  
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By: Copenhagen
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Postnummer: 1448
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Landespecifik underafdeling (NUTS): Byen København (DK011)
\n
Land: Danmark
\n
Kontaktpunkt: Eva Brandt Broegaard
\n
E-mail: evabro@um.dk
\n
Telefon: +45 33920000
\n
Internetadresse: http://um.dk/en/danida-en/
\n
Denne organisations roller:
Køber
\n
\n
\n
8.1 ORG-0002
Officielt navn: Klagenævnet for Udbud
\n
Registreringsnummer: 37795526
\n
Postadresse: Toldboden 2  
\n
By: Viborg
\n
Postnummer: 8800
\n
Landespecifik underafdeling (NUTS): Vestjylland (DK041)
\n
Land: Danmark
\n
E-mail: klfu@naevneneshus.dk
\n
Telefon: +45 72405600
\n
Internetadresse: https://naevneneshus.dk/start-din-klage/klagenaevnet-for-udbud/
\n
Denne organisations roller:
Organisation med ansvar for klager
\n
\n
\n
8.1 ORG-0003
Officielt navn: Konkurrence- og Forbrugerstyrelsen
\n
Registreringsnummer: 10294819
\n
Postadresse: Carl Jacobsens Vej 35  
\n
By: Valby
\n
Postnummer: 2500
\n
Landespecifik underafdeling (NUTS): Byen København (DK011)
\n
Land: Danmark
\n
E-mail: kfst@kfst.dk
\n
Telefon: +45 41715000
\n
Internetadresse: https://www.kfst.dk/udbud/
\n
Denne organisations roller:
Organisation, der leverer yderligere oplysninger om klageprocedurerne
\n
\n
\n
8.1 ORG-0004
Officielt navn: Mercell Holding ASA
\n
Registreringsnummer: 980921565
\n
Postadresse: Askekroken 11  
\n
By: Oslo
\n
Postnummer: 0277
\n
Landespecifik underafdeling (NUTS): Oslo (NO081)
\n
Land: Norge
\n
Kontaktpunkt: eSender
\n
E-mail: publication@mercell.com
\n
Telefon: +47 21018800
\n
Fax: +47 21018801
\n
Internetadresse: http://mercell.com/
\n
Denne organisations roller:
TED eSender
\n
\n
\n
\n
11 Oplysninger om bekendtgørelsen
11.1 Oplysninger om bekendtgørelsen
Identifikator for bekendtgørelsen: 9371bf01-fea8-40d1-9dee-6f4d99eb9ef8 - 01
\n
Formulartype: Resultater
\n
Bekendtgørelsestype: Bekendtgørelse om indgåede kontrakter eller koncessionstildeling – standardordningen
\n
Afsendelsesdato for bekendtgørelsen: 21-11-2023 13:10 +00:00
\n
Dato for afsendelse af bekendtgørelse (eSender): 21-11-2023 13:18 +00:00
\n
Sprog, som denne bekendtgørelse er officielt tilgængelig på: engelsk 
\n
\n
11.2 Oplysninger om offentliggørelsen
Bekendtgørelsesnummer: 00710062-2023
\n
EUT-S-nummer: 225/2023
\n
Offentliggørelsesdato: 22-11-2023
\n
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\n \n","htmlEN":"\n\n \n
1 Buyer
1.1 Buyer
Official name: Ministry of Foreign Affairs of Denmark
\n
Legal type of the buyer: Central government authority
\n
Activity of the contracting authority: General public services
\n
\n
\n
2 Procedure
2.1 Procedure
Title: Evaluation of Management of Danish Development Cooperation 20 years after decentralisation
\n
Description: An evaluation which investigates whether and how management principles and practice\n as it has evolved, supports the aims and ambitions of Danish development cooperation,\n in light of the changes in Danish development cooperation. In this evaluation, management\n will be used to describe MFA management of support to development cooperation. This\n includes the management of both bilateral and multilateral development support at\n headquarter level in Copenhagen and at embassies/missions. This implies that programmes\n implemented by other ministries and institutions but managed in Copenhagen will be\n covered by the evaluation (e.g. Strategic Sector Cooperation (SSC)). Here, focus will\n be on MFA’s role and management in relation to such activities, not on the management\n by other actors. The evaluation will be mainly forward looking and focus on learning.\n The evaluation has three objectives: (1) To assess whether and how changes in development\n cooperation since 2009 have been addressed by aid management in a relevant and appropriate\n manner, in line with the intentions behind the decentralisation. (2) To assess whether\n and how the changes since 2018-19 in management are conducive to fostering conditions\n for achieving the intentions embedded in the DDD and adaptive management approach.\n (3) To provide lessons learned regarding strengths and weaknesses in management of\n Danish development cooperation as well as enabling and hindering factors, and to present\n issues for consideration, including identification of dilemmas or trade-offs, and\n recommendations on adjustments as relevant. In order to achieve these objectives,\n it will be needed to establish a descriptive overview of the main developments in\n management of Danish development cooperation since the last evaluation in 2009. The\n description will comprise both developments in Danish development support, including\n its size, instruments, and composition, and developments in policies and principles\n that have guided the management of Danish development cooperation, as well as the\n broader donor landscape/aid architecture and international development agenda. With\n regards to time frame, the evaluation will cover the period since the last evaluation\n in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged\n that the evaluation will have a particular focus on the evolvement since app. 2018-19,\n to ensure that lessons and considerations on adjustments also reflect the current\n situation. A solid contextual understanding regarding trends, changes and rationales\n is seen as an important foundation for the in-depth analysis leading to forward-looking\n lessons and considerations. The lessons and considerations shall be relevant for the\n current development cooperation. The evaluation is not limited in geographic scope,\n but in order to allow for sufficient depth and specificity in the investigation and\n analysis, it is suggested to work with case-studies. The cases should comprise multilateral,\n regional and bilateral support and represent different examples of programmes, projects\n and constellations of management of development cooperation. As a point of departure,\n the following cases are suggested: - Multilateral support: Current MFA aid management\n of multilateral support as exemplified by UN representation in NY, with a focus on\n UNICEF; possibly with a sectoral focus on support to child protection activities or\n the interplay with management of support to water/WaSH; - Regional support managed\n from Copenhagen: Current MFA management of The Danish-Arabian Partnership; - Development\n support to countries with targeted partnerships, where SSC and/or other types of Danish\n development cooperation activities are implemented, with support to Vietnam as case;\n - Development support to countries with expanded partnerships, where both bilateral,\n decentralised development cooperation and other types of engagements are implemented,\n with support to Ethiopia and Uganda as cases; and delegated cooperation, with support\n to Niger as case. It is expected that comparisons are made with other Nordic countries\n (e.g. Norway and Sweden). The comparisons should comprise the management at policy\n and strategic level as well as the management of programming and implementation of\n development support. The comparisons will not imply additional visits.
\n
Procedure identifier: 97535385-a25d-4e77-8b7f-bf9bce71a36a
\n
Previous notice: 421118-2023
\n
Internal identifier: 2023-24403
\n
Type of procedure: Restricted
\n
The procedure is accelerated: no
\n
2.1.1 Purpose
Main nature of the contract: Services
\n
Main classification (cpv): 79419000 Evaluation consultancy services
\n
Additional classification (cpv): 75211200 Foreign economic-aid-related services
\n
\n
2.1.2 Place of performance
Country subdivision (NUTS): Byen København (DK011)
\n
Additional information: The evaluation includes case studies with visits to up to five partner countries (Ethiopia,\n Niger, Uganda, Vietnam and one DAPP partner country) and one multilateral mission\n (UN, New York).
\n
\n
2.1.2 Place of performance
Country: Ethiopia
\n
\n
2.1.2 Place of performance
Country: Niger
\n
\n
2.1.2 Place of performance
Country: Uganda
\n
\n
2.1.2 Place of performance
Country: Vietnam
\n
\n
2.1.2 Place of performance
Town: New York
\n
Country: United States
\n
\n
2.1.3 Value
Estimated value excluding VAT: 4.500.000 Danish krone
\n
\n
2.1.4 General information
This cancelled or unsuccessful procedure or lot will be relaunched
\n
Additional information: In the evaluation of the tenders, the contracting authority has become aware of that\n the procurement documents appear to have been interpreted differently by the tenderers\n than what was intended, and upon further assessment, the contracting authority has\n identified ambiguities in the procurement documents. Therefore, the contracting authority\n has decided to cancel the procurement procedure to be able to address the ambiguities\n and clarify the procurement documents. As soon as possible, the contracting authority\n will publish a new contract notice for an open procedure and adjusted procurement\n documents (the contracting authority does not expect to make substantial changes to\n the procurement documents). As the contract must be concluded in 2023, the contracting\n authority will not be able to conduct a procurement procedure in accordance with the\n minimum time limit of 30 days for submission of tenders. Therefore, the contracting\n authority will conduct an accelerated procedure in accordance with section 57(5) of\n the Danish Public Procurement Act.
\n
Legal basis:
\n
Directive 2014/24/EU
\n
\n
\n
\n
5 Lot
5.1 Lot technical ID: LOT-0000
Title: Evaluation of Management of Danish Development Cooperation 20 years after decentralisation
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Description: An evaluation which investigates whether and how management principles and practice\n as it has evolved, supports the aims and ambitions of Danish development cooperation,\n in light of the changes in Danish development cooperation. In this evaluation, management\n will be used to describe MFA management of support to development cooperation. This\n includes the management of both bilateral and multilateral development support at\n headquarter level in Copenhagen and at embassies/missions. This implies that programmes\n implemented by other ministries and institutions but managed in Copenhagen will be\n covered by the evaluation (e.g. Strategic Sector Cooperation (SSC)). Here, focus will\n be on MFA’s role and management in relation to such activities, not on the management\n by other actors. The evaluation will be mainly forward looking and focus on learning.\n The evaluation has three objectives: (1) To assess whether and how changes in development\n cooperation since 2009 have been addressed by aid management in a relevant and appropriate\n manner, in line with the intentions behind the decentralisation. (2) To assess whether\n and how the changes since 2018-19 in management are conducive to fostering conditions\n for achieving the intentions embedded in the DDD and adaptive management approach.\n (3) To provide lessons learned regarding strengths and weaknesses in management of\n Danish development cooperation as well as enabling and hindering factors, and to present\n issues for consideration, including identification of dilemmas or trade-offs, and\n recommendations on adjustments as relevant. In order to achieve these objectives,\n it will be needed to establish a descriptive overview of the main developments in\n management of Danish development cooperation since the last evaluation in 2009. The\n description will comprise both developments in Danish development support, including\n its size, instruments, and composition, and developments in policies and principles\n that have guided the management of Danish development cooperation, as well as the\n broader donor landscape/aid architecture and international development agenda. With\n regards to time frame, the evaluation will cover the period since the last evaluation\n in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged\n that the evaluation will have a particular focus on the evolvement since app. 2018-19,\n to ensure that lessons and considerations on adjustments also reflect the current\n situation. A solid contextual understanding regarding trends, changes and rationales\n is seen as an important foundation for the in-depth analysis leading to forward-looking\n lessons and considerations. The lessons and considerations shall be relevant for the\n current development cooperation. The evaluation is not limited in geographic scope,\n but in order to allow for sufficient depth and specificity in the investigation and\n analysis, it is suggested to work with case-studies. The cases should comprise multilateral,\n regional and bilateral support and represent different examples of programmes, projects\n and constellations of management of development cooperation. As a point of departure,\n the following cases are suggested: - Multilateral support: Current MFA aid management\n of multilateral support as exemplified by UN representation in NY, with a focus on\n UNICEF; possibly with a sectoral focus on support to child protection activities or\n the interplay with management of support to water/WaSH; - Regional support managed\n from Copenhagen: Current MFA management of The Danish-Arabian Partnership; - Development\n support to countries with targeted partnerships, where SSC and/or other types of Danish\n development cooperation activities are implemented, with support to Vietnam as case;\n - Development support to countries with expanded partnerships, where both bilateral,\n decentralised development cooperation and other types of engagements are implemented,\n with support to Ethiopia and Uganda as cases; and delegated cooperation, with support\n to Niger as case. It is expected that comparisons are made with other Nordic countries\n (e.g. Norway and Sweden). The comparisons should comprise the management at policy\n and strategic level as well as the management of programming and implementation of\n development support. The comparisons will not imply additional visits.
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Internal identifier: 2023-24403
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5.1.1 Purpose
Main nature of the contract: Services
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Main classification (cpv): 79419000 Evaluation consultancy services
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Additional classification (cpv): 75211200 Foreign economic-aid-related services
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5.1.2 Place of performance
Country subdivision (NUTS): Byen København (DK011)
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Additional information: The evaluation includes case studies with visits to up to five partner countries (Ethiopia,\n Niger, Uganda, Vietnam and one DAPP partner country) and one multilateral mission\n (UN, New York).
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5.1.2 Place of performance
Country: Ethiopia
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Additional information: 
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5.1.2 Place of performance
Country: Niger
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Additional information: 
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5.1.2 Place of performance
Country: Uganda
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Additional information: 
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5.1.2 Place of performance
Country: Vietnam
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Additional information: 
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5.1.2 Place of performance
Town: New York
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Country: United States
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Additional information: 
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5.1.3 Estimated duration
Start date: 05-12-2023
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Duration end date: 30-11-2024
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5.1.5 Value
Estimated value excluding VAT: 4.500.000 Danish krone
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5.1.6 General information
This cancelled or unsuccessful procedure or lot will be relaunched
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Procurement Project not financed with EU Funds.
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The procurement is covered by the Government Procurement Agreement (GPA): yes
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Additional information: In the evaluation of the tenders, the contracting authority has become aware of that\n the procurement documents appear to have been interpreted differently by the tenderers\n than what was intended, and upon further assessment, the contracting authority has\n identified ambiguities in the procurement documents. Therefore, the contracting authority\n has decided to cancel the procurement procedure to be able to address the ambiguities\n and clarify the procurement documents. As soon as possible, the contracting authority\n will publish a new contract notice for an open procedure and adjusted procurement\n documents (the contracting authority does not expect to make substantial changes to\n the procurement documents). As the contract must be concluded in 2023, the contracting\n authority will not be able to conduct a procurement procedure in accordance with the\n minimum time limit of 30 days for submission of tenders. Therefore, the contracting\n authority will conduct an accelerated procedure in accordance with section 57(5) of\n the Danish Public Procurement Act.
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5.1.10 Award criteria
Criterion:
Type: Price
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Name: Price
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Weight (percentage, exact): 20
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Criterion:
Type: Quality
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Name: Adequacy of Methodology and Work Plan
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Weight (percentage, exact): 32
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Criterion:
Type: Quality
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Name: Qualifications and Competence of Key Staff
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Weight (percentage, exact): 48
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5.1.12 Terms of procurement
Information about review deadlines: Actions regarding the procedure (e.g. decisions regarding award of contract) must\n be submitted within 45 calendar days from the day after the publication of a contract\n award notice in the Official Journal of the EU. Complaint guidelines (in English)\n can be found at: https://naevneneshus.dk/media/9802/complaint-guidelines.pdf
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5.1.15 Techniques
Framework agreement:
No framework agreement
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Information about the dynamic purchasing system:
No dynamic purchase system
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5.1.16 Further information, mediation and review
Review organisation: Klagenævnet for Udbud
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Organisation providing more information on the review procedures: Konkurrence- og Forbrugerstyrelsen
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TED eSender: Mercell Holding ASA
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6 Results
6.1 Result lot ldentifier: LOT-0000
No winner was chosen and the competition is closed.
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The reason why a winner was not chosen: Decision of the buyer, because of a change in needs
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6.1.4 Statistical information
Received tenders or requests to participate:
Type of received submissions: Requests to participate
Number of tenders or requests to participate received: 3
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Type of received submissions: Tenders
Number of tenders or requests to participate received: 2
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8 Organisations
8.1 ORG-0001
Official name: Ministry of Foreign Affairs of Denmark
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Registration number: 43271911
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Department: Department for Evaluation, Learning and Quality (ELK)
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Postal address: Asiatisk Plads 2  
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Town: Copenhagen
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Postcode: 1448
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Country subdivision (NUTS): Byen København (DK011)
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Country: Denmark
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Contact point: Eva Brandt Broegaard
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Email: evabro@um.dk
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Telephone: +45 33920000
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Internet address: http://um.dk/en/danida-en/
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Roles of this organisation:
Buyer
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8.1 ORG-0002
Official name: Klagenævnet for Udbud
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Registration number: 37795526
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Postal address: Toldboden 2  
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Town: Viborg
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Postcode: 8800
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Country subdivision (NUTS): Vestjylland (DK041)
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Country: Denmark
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Email: klfu@naevneneshus.dk
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Telephone: +45 72405600
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Internet address: https://naevneneshus.dk/start-din-klage/klagenaevnet-for-udbud/
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Roles of this organisation:
Review organisation
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8.1 ORG-0003
Official name: Konkurrence- og Forbrugerstyrelsen
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Registration number: 10294819
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Postal address: Carl Jacobsens Vej 35  
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Town: Valby
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Postcode: 2500
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Country subdivision (NUTS): Byen København (DK011)
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Country: Denmark
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Email: kfst@kfst.dk
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Telephone: +45 41715000
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Internet address: https://www.kfst.dk/udbud/
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Roles of this organisation:
Organisation providing more information on the review procedures
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8.1 ORG-0004
Official name: Mercell Holding ASA
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Registration number: 980921565
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Postal address: Askekroken 11  
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Town: Oslo
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Postcode: 0277
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Country subdivision (NUTS): Oslo (NO081)
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Country: Norway
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Contact point: eSender
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Email: publication@mercell.com
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Telephone: +47 21018800
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Fax: +47 21018801
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Internet address: http://mercell.com/
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Roles of this organisation:
TED eSender
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11 Notice information
11.1 Notice information
Notice identifier/version: 9371bf01-fea8-40d1-9dee-6f4d99eb9ef8 - 01
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Form type: Result
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Notice type: Contract or concession award notice – standard regime
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Notice dispatch date: 21-11-2023 13:10 +00:00
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Notice dispatch date (eSender): 21-11-2023 13:18 +00:00
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Languages in which this notice is officially available: English 
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11.2 Publication information
Notice publication number: 00710062-2023
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OJ S issue number: 225/2023
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Publication date: 22-11-2023
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The description will comprise both developments in Danish development support, including its size, instruments, and composition, and developments in policies and principles that have guided the management of Danish development cooperation, as well as the broader donor landscape/aid architecture and international development agenda.\nWith regards to time frame, the evaluation will cover the period since the last evaluation in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged that the evaluation will have a particular focus on the evolvement since app. 2018-19, to ensure that lessons and considerations on adjustments also reflect the current situation. A solid contextual understanding regarding trends, changes and rationales is seen as an important foundation for the in-depth analysis leading to forward-looking lessons and considerations. 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The evaluation has three objectives:\n(1) To assess whether and how changes in development cooperation since 2009 have been addressed by aid management in a relevant and appropriate manner, in line with the intentions behind the decentralisation.\n(2) To assess whether and how the changes since 2018-19 in management are conducive to fostering conditions for achieving the intentions embedded in the DDD and adaptive management approach.\n(3) To provide lessons learned regarding strengths and weaknesses in management of Danish development cooperation as well as enabling and hindering factors, and to present issues for consideration, including identification of dilemmas or trade-offs, and recommendations on adjustments as relevant.\nIn order to achieve these objectives, it will be needed to establish a descriptive overview of the main developments in management of Danish development cooperation since the last evaluation in 2009. The description will comprise both developments in Danish development support, including its size, instruments, and composition, and developments in policies and principles that have guided the management of Danish development cooperation, as well as the broader donor landscape/aid architecture and international development agenda.\nWith regards to time frame, the evaluation will cover the period since the last evaluation in 2009, but due to the learning-oriented perspective of the evaluation, it is envisaged that the evaluation will have a particular focus on the evolvement since app. 2018-19, to ensure that lessons and considerations on adjustments also reflect the current situation. A solid contextual understanding regarding trends, changes and rationales is seen as an important foundation for the in-depth analysis leading to forward-looking lessons and considerations. 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As a point of departure, the following cases are suggested:\n- Multilateral support: Current MFA aid management of multilateral support as exemplified by UN representation in NY, with a focus on UNICEF; possibly with a sectoral focus on support to child protection activities or the interplay with management of support to water/WaSH;\n- Regional support managed from Copenhagen: Current MFA management of The Danish-Arabian Partnership;\n- Development support to countries with targeted partnerships, where SSC and/or other types of Danish development cooperation activities are implemented, with support to Vietnam as case;\n- Development support to countries with expanded partnerships, where both bilateral, decentralised development cooperation and other types of engagements are implemented, with support to Ethiopia and Uganda as cases; and delegated cooperation, with support to Niger as case.\nIt is expected that comparisons are made with other Nordic countries (e.g. Norway and Sweden). 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