It is the intention to carry out an evaluation which investigates whether and how management principles and practice as it
has evolved, supports the aims and ambitions of Danish development cooperation, in light of the changes in Danish development
cooperation.The evaluation will be mainly forward looking and focus on learning. The evaluation has three objectives:(1) To
assess whether and how changes in de...
It is the intention to carry out an evaluation which investigates whether and how management principles and practice as it
has evolved, supports the aims and ambitions of Danish development cooperation, in light of the changes in Danish development
cooperation.The evaluation will be mainly forward looking and focus on learning. The evaluation has three objectives:(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. (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. (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.In 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.In this evaluation, management
will be used to describe MFA management of support to development cooperation. This includes the management of both bilateral
and multilateral development support at headquarter level in Copenhagen and at embassies/missions. This implies that programmes
implemented by other ministries and institutions but managed in Copenhagen will be covered by the evaluation (e.g. Strategic
Sector Cooperation (SSC)). Here, focus will be on MFA’s role and management in relation to such activities, not on the management
by other actors. Development-related activities in Denmark, such as in-donor refugee costs, will be excluded from the evaluation,
as will development support channelled through the EU. Aid management guidelines is a key set of documents, that sets out
the formal requirements for the management of development cooperation. It will not be a purpose in the evaluation to assess
the implementation of the various development cooperation activities per se or the results hereof. Focus will be on the management
of development cooperation, and how well it underpins the development support. Thus, it must be noted that the management
system is not solely responsible for whether the development cooperation fulfils the aims and ambitions of Danish development
cooperation policy, and the evaluation must therefore address the management system as an important, but not the only, element
that shapes Danish development cooperation practice, and consider the interplay between the management system, requirements,
processes etc., and the aid portfolio, organizational set up and other relevant factors.Please refer to the Consultancy Agreement,
Appendix 1 and Appendix 2 for a more detailed description of the object of the procurement.
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