Nuestros proyectos

The purpose of the ExM to the Republic of Kenya was to collect factual information to assess whether an EU Election Observation Mission (EU EOM) for the upcoming national elections in Kenya, scheduled to take place on 8th August 2017 would be useful, advisable and feasible.

The ExM assessed all aspects of the pre-election situation for the referenda in light of international standards for democratic elections and relevant country legislation, adviced on whether or not conditions exist for the holding of democratic elections. In addition it made preliminary logistics inquiries and planning, and assessed the general security/threats aspects.

The global objective of this assignment was to work closely with WENSA member countries to enhance their ability to collaborate amongst themselves to combat cross-border wildlife crime.

The specific objective was to provide technical support to the provisional Secretariat to formally establish the WENSA by coordinating preparation of and endorsement by member countries of institutional foundation documents. Subsequent to the network’s institutionalization, the Technical

Advisor shall guide the WENSA beyond the design to the operational phase.

The main objectives of this evaluation was to provide the European Commission, the European External Action Service, the implementing partner (IOM) and other relevant stakeholders with:

• an independent assessment of the overall implementation of the NEC I and NEC II projects in Sudan, paying particularly attention to the results achieved against its objectives; and
• key lessons and recommendations in order to improve current and future action financed under the ICSP in this sector of intervention and in Sudan.

The specific objectives of this final evaluation were:

a) To assess the performance of NEC I and NEC II;

b) to assess if and to what extent the projects NEC I and NEC II have contributed to strengthen the democratization process in Sudan;

c) to assess the relevance of the IcSP intervention in this context and sector of intervention;

d) to identify and document key lessons learned;

e) to produce a set of recommendations that will assist the EU on:

• Future strategies towards electoral and democratisation processes in Republic of

Sudan;

• The appropriate management structure and delivery methods of future similar actions;
• The main issues to be taken into account for the design and implementation of future interventions under IcSP in the Republic of Sudan.

Global objective: Assist the Government of Moldova to:

1) improve the financial capability of the government to achieve development policy objectives;

2) promote structural policies and reforms;

3) improve service delivery in rural areas;

4) improve governance.

The specific objectives included assisting in the programming exercise of the Annual Action Programme 2016 in favour of Republic of Moldova and to enhance the programming capabilities of the Moldovan beneficiaries.

Overall objective

To recruit assessors to assist the Contracting Authority in the selection of the best proposals received under Grants to Civil Society Organisations (CSO) for Peace, Security & Stability Actions and to achieve a high-quality, complete and coherent selection process of projects in line with the criteria set in the guidelines for applicants.

Results achieved by the Contractor

• Assessors carried out the technical assessment of concept notes in accordance with guidelines provided by the Contracting Authority and which were based on the published evaluation grids. 40 concept notes and full applications were expected. Each concept note had to be assessed individually by two assessors;
• Assessors carried out the technical and financial assessment of full applications in accordance with guidelines to be provided by the Contracting Authority and which were based on the published evaluation grids. Each full application had to be assessed individually by two assessors.
• Assessors carried out the eligibility checks on applicants recommended for funding (main and reserve list) after the checks on their full application.

The Global objective of this contract was to contribute to the effective and timely implementation of CBC and TN programmes implemented in shared management mode under IPA II 2014-2020 in the Republic of Serbia.

The Specific Objective was to provide Serbia with the assistance necessary for establishing proper control and management system, related procedures and documents for the implementation of CBC and TN programmes financed under IPA II, including the capitalisation of the lessons learned and sharing experience.

The global objective was to elaborate clear options and modalities of intervention for appropriate EU-ASEAN support actions in enhancing the capacity of AHA Centre (ASEAN Coordinating Centre for Humanitarian Assistance on disaster management) to achieve operational excellence in disaster monitoring and emergency response and strengthening the capacity and role of the ASEAN Emergency Response and Assessment Team (ASEAN-ERAT).

Specific objective was to identify clear intervention options for the EU to support AHA Centre and formulate detailed design of the project through the Identification and formulation of the Action Document.

Two distinct phases were foreseen under this assignment to produce one single Project Document that represents the two above mentioned Concept Notes:

Phase 1) Identification of intervention areas and work scoping. This entailed production of an Identification Document.

Phase 2) Formulation of the actions and design of combined project. This entailed production of an Action Document.

The general objective of the mission was to realise the mid-term evaluation of PARJ (Support to Justice Reform Programme) and of the start of PARJ II

The objective was to provide sufficient information to decision-making bodies of the government of Tunisia, to the Delegation of the European Union and to other concerned parties in order to:

• appreciate the conception, relevance, efficiency and effectiveness of PARJ and PARJ II globally and independently and provide an assessment of the viability of the approach, of its visibility and the corrections to be made, especially on indicators of results and performance
• evaluate the management of PARJ and the activities of the different stakeholders (MJ, beneficiaries, UGPARJ, EUD, contractors etc.), manuals of procedures, the management of Twinning and of the ATPARJ, the financial and administrative as well as HR management, the archiving and monitoring of projects within the PMU, and activities of communication and visibility ;
• learn lessons from the intervention to improve the management of PARJ II and new projects to be financed by the European Union or by other donors in corresponding areas of intervention.

The specific objective was to draft the comprehensive report, policy paper and drafting instruction on the amendment of the Electoral Law Reform, the Political Parties Integrity Act, the legal reform to improve women participation in political life and all other relevant legislative reforms deemed necessary. Conducting of consultations and workshops with civil society, civil society organizations, political parties, and Solomon Islands Electoral Commission and government members was part of the assignment.

The project “Regeneration of Historical Centres in Local Government Units (RHC)” aimed at improving the social, cultural and economic development of Local Government Units and Municipalities in Palestine by regenerating their Historic Centres and support sustainable local development in these areas.

The Mid-term Review provided answered to "how" and "why" questions and was essential for assessing the value of the achieved results and of the implementation process of the whole intervention.

The review served the following functions:

• To support steering. On the basis of in-depth analyses, the review offered useful recommendations that are based on data (evidence-based).
• To contribute to learning. By analysing the development process, the review allowed to explain what works, what does not work and why, and to thus draw lessons for other interventions or for the elaboration of new policies, strategies and programmes.
• Accountability to the donor, partner and other internal actors by supplying an external assessment of the progress made and the results achieved.