Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschborn
Analysis und Kommunikation von Strategischen Umweltprüfungen zur Unterstützung der grünen Erholung in der Ukraine
Art der Leistung Analysis and communication of Strategic Environmental Assessments as an instrument for supporting green recovery in Ukraine Umfang der Leistung see ToR and price sheet
Angebotsfrist: 22. Juli 2026 (abgelaufen)Typ: Ausschreibung
Umweltgutachten
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Art der Leistung Analysis and communication of Strategic Environmental Assessments as an instrument for supporting green recovery in Ukraine Umfang der Leistung see ToR and price sheet
- Ausschreibungstyp:
- Ausschreibung
- Auftraggeber:
- Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
- Veröffentlicht:
- 30. Juni 2026
- Frist:
- 22. Juli 2026
- Thema:
- Umweltgutachten
Ausschreibungsbeschreibung
Art der Leistung Analysis and communication of Strategic Environmental Assessments as an instrument for supporting green recovery in Ukraine Umfang der Leistung see ToR and price sheet
Weiterführende Details
Nach Registrierung stehen Unterlagen, Fristen und Hinweise zur Einreichung strukturiert bereit.
- Kernanforderungen der Ausschreibung priorisiert aufbereitet
- Fristen, Eignungskriterien und Unterlagen in einem Ablauf
- Hinweise zur strukturierten Angebotsvorbereitung
- Passende Folgeausschreibungen automatisch entdecken
Dokumente und Anhänge
1 Datei erfasst- CSX 21 - Bekanntmachung.pdf
Ähnliche Bekanntmachungen
10- Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 22. Juli
10101990000 - Analysis and communication of Strategic Environmental Assessments as an instrument for supporting green recovery in Ukraine
Art der Leistung Analysis and communication of Strategic Environmental Assessments as an instrument for supporting green recovery in Ukraine Umfang der Leistung see ToR and price sheet - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHN/AFrist: 05. Aug.
Survey on Demand for Digital Services in Germany
Art der Leistung Assess demand in Germany for digital services provided by African companies with a focus on Ghana and Kenya as target African supply-side markets including: 1) Inception, and Program Design 2) Quantitative Data Collection 3) Qualitative Data Collection 4) Analysis and Supply-Demand Alignment 5) Strategic Reporting Umfang der Leistung As set out in the ToR. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 05. Aug.
Survey on Demand for Digital Services in Germany
Art der Leistung Assess demand in Germany for digital services provided by African companies with a focus on Ghana and Kenya as target African supply-side markets including: 1) Inception, and Program Design 2) Quantitative Data Collection 3) Qualitative Data Collection 4) Analysis and Supply-Demand Alignment 5) Strategic Reporting Umfang der Leistung As set out in the ToR. - Commissioners of Irish Lights_337DUN LAOGHAIRE
AIS Traffic Analysis and Monitoring system
This VEAT acknowledges that The Commissioners of Irish Lights proposes to place a contract with Gatehouse Maritime for the provision and support of an AIS Traffic Analysis and Monitoring solution for a period of 7 years (5+2). The scope of the current platform and solution provides an integrated Automatic Identification System (AIS) traffic analysis, monitoring and Aids to Navigation (AtoN) management capability supporting safe navigation, protection of critical national infrastructure and maritime domain awareness. It records and decodes AIS messages from base station networks and external AIS data feeds to provide a consolidated operational view of AtoN and vessel activity around Irish waters and key assets. The solution includes real time monitoring through a multi-layer graphical interface with nautical charts, operational layers, geospatial data and Application Programmable Interface (API) feeds from external data sources. It allows teams to view vessel movements, AtoN status, environmental and meteorological data, asset information and alarms in one environment. Approved data is shared with authorised third parties and other internal systems through controlled integrations, data feeds and data exports. The solution delivers AIS infrastructure assurance by monitoring AIS base station configurations, receivers, communications links and data quality. It provides visibility of coverage, uptime and data integrity, with alarms and alerting for degraded performance, signal issues, communications loss, downtime and other failures, keeping AIS and AtoN monitoring data reliable. The platform scales to manage increasing AIS message volumes as vessel traffic, data feeds and reporting requirements grow. For AtoN, the scope includes monitoring and management of physical, virtual and synthetic AtoN, including examples such as AIS equipped buoys, buoy position and movement, Remote Terminal Unit data, AtoN power supply, control cabinets, lights and optics, bearing turntables, Internet of Things devices and related infrastructure. These are not exhaustive, as the solution collects numerous other operational and status data points across connected assets. AtoN monitoring generates availability statistics, tracks service performance and provides evidence of operational reliability. It manages secure virtual and synthetic AIS targets during incidents, outages, works or temporary hazards. Custom graphical views centred on “light up” and “light down” times provide summary confirmation of light operations. Alarm creation and definitions are heavily customised to suit Irish Lights’ operational requirements and includes innovative logic, geofencing, threshold monitoring and group notifications for AtoN failures, “off position” drift, communications loss, abnormal readings and degraded service. Event histories, alarm trends, downtime configuration and graphing tools deliver fault investigation, data comparison and alarm rationalisation. Advanced AIS analytics use live and historical data to generate AtoN and vessel track histories, heat maps, traffic density analysis, incident review and historical AIS replay. These capabilities support AtoN planning, marine incident investigation, traffic analysis, post event reporting. The solution records and manages hazards and wrecks, including their associated geospatial extents, boundaries and caution areas, as part of navigational risk assessments and our statutory consenting process. The scope includes operational monitoring beyond AIS and AtoN. API connectivity and integrations bring in information from asset management systems, building management systems, server rooms, communication lines, chiller units and other infrastructure, allowing maritime, critical ICT infrastructure and facilities alarms or trends to be monitored alongside navigation critical information. Security, access control and “command and control” functions use secure data connections, user and group permissions, segregation of duties and role based access. As examples approved remote actions include power cycling, generator switching, controlled equipment resets and other authorised interventions, ensuring users can only access functions appropriate to their role. The current solution provides a single operational platform for maritime awareness, AIS assurance, AtoN monitoring and control, analytics, replay, reporting, alerting and integration with supporting infrastructure. Changing or replacing the solution at this stage would require re-engineering established interfaces, data feeds, integrations, operational processes and remote monitoring arrangements across the AIS and AtoN environment. It would also trigger procurement, implementation, migration, training, testing, validation and extended parallel running before equivalent capability could be assured. This would amount to a multi-year, high risk replacement programme with significant time required to configure, implement and reach full operational capability. The current solution is deeply embedded across the organisation, proven and reliable in a safety critical environment where uninterrupted service is essential. Its integrations, alarm logic, data views, “command and control” functions, reporting and workflows reflect years of configuration, bespoke development, refinement and organisational learning. Retaining it protects that investment while avoiding unnecessary upfront cost and operational risk. Retaining the existing solution is therefore the lowest risk and best value option for a highly integrated operational environment. It provides stability and a proven platform on which further functionality can be developed. Accordingly, continued use of the existing solution is the most efficient and proportionate means of maintaining compatibility, minimising disruption, protecting service continuity and safeguarding safe maritime operations while wider modernisation progresses. - International Post CorporationBrussselsFrist: 04. Sept.
Global Postal Sustainability Metrics and ESG Analytics Services
The role of the environmental consultancy (Lot 1) is as follows: Item 1: Core SMMS activities A) Annual update to the existing SMMS questionnaires and guidance documents in line with best practice and member feedback. Tasks include: 1. Consolidate participants’ views, collate and analyse feedback on the SMMS process 2. Review and update the Management Proficiency questionnaire and associated guidance 3. Review and update the Performance Indicator calculator and associated guidance 4. Prepare tailored Performance Indicator calculator for each participating post 5. Prepare tailored Management Proficiency questionnaire for each participating post B) Gather, compile and analyse SMMS data. Tasks include: 1. Processing responses from the Management Proficiency questionnaire (including plausibility checks) for all participating posts 2. Compiling the Management Proficiency questionnaire responses at a group level and conducting analysis 3. Processing responses from the Performance Indicator calculator (including plausibility checks) 4. Compiling the Performance Indicator calculator data at a group level and conducting analysis 5. Supporting correspondence with IPC members to facilitate the SMMS process, including helping posts to complete questionnaires by responding to any technical queries they may have C) Preparation of Scorecards, Assessments and summary analysis. This includes: 1. Creation of tailored scorecards for each post benchmarking their performance to the wider group (including one round of review by the post in question) 2. Creation of an assessment for each post, containing post- and group-level results and generic analysis and recommendations (including one round of review by the post in question) 3. Creation of ‘sector scorecard’ displaying group-level performance and trends 4. Creation of written content (including qualitative and quantitative analysis) to populate IPC SMMS Sustainability Report webpages, including supporting draft graphics and data D) Supporting the IPC’s SMMS engagement activities. This involves the provision of support for: 1. The Annual SMMS Workshop, specifically: • Guidance and support to establish the workshop agenda • Preparation of presentation materials • Workshop attendance by two members of your team • Preparation of meeting summary for dissemination to posts[BB4.1] E) SMMS Programme strategic management 1. Support for the June/July Technical Review Committee (including preparation of: a slide deck containing preliminary results and analysis; notes and meeting actions, and attendance by two members of your team) 2. Support for the December Technical Review Committee (including preparation of: a slide deck containing final results and analysis; notes and meeting actions, and attendance by two members of your team) Item 2: Ongoing support and advisory services for SMMS programme A) The provision of additional support for the SMMS programme, as well as non-core SMMS tasks. Specifically, this will involve: 1. Project management, regular and ad-hoc project meetings and reporting 2. Preparation of material to support onboarding of new posts to the SMMS programme. 3. Preparing materials for the annual Green Postal Day 4. Support non-core SMMS activities (non-core activities include those that are not essential for the successful completion of the annual SMMS programme). For example, this includes: o Preparation of presentation material for the IPC’s post visits throughout the year o Preparation of presentation material for IPC internal and external meetings and working groups o In-person or virtual representation at IPC internal and external meetings (e.g. meeting with posts) o Responding to post information requests related to non-core SMMS issues (e.g. questions related to other reporting initiatives, such CSRD or CDP) o Undertaking ad-hoc surveys to gauge the opinion of participating posts (e.g. through survey tooling) on emerging topics o Supporting the continued development of the cross-border carbon footprint programme o Provision of written content and data for IPC’s Global Postal Industry Report (GPIR) o Provision of written content for external media coverage o Target (re)setting for existing (e.g. delivery efficiency) and new (e.g. sustainable packaging) group-level performance metrics o Preparation of materials for webinars (e.g. Kick o ff and Closing webinars) o Preparing data for transfer to the UPU’s OSCAR platform o Updating relevant sections of IPC’s annual UNGC report - International Post CorporationBrussselsFrist: 04. Sept.
Global Postal Sustainability Metrics and ESG Analytics Services
The role of the environmental consultancy (Lot 1) is as follows: Item 1: Core SMMS activities A) Annual update to the existing SMMS questionnaires and guidance documents in line with best practice and member feedback. Tasks include: 1. Consolidate participants’ views, collate and analyse feedback on the SMMS process 2. Review and update the Management Proficiency questionnaire and associated guidance 3. Review and update the Performance Indicator calculator and associated guidance 4. Prepare tailored Performance Indicator calculator for each participating post 5. Prepare tailored Management Proficiency questionnaire for each participating post B) Gather, compile and analyse SMMS data. Tasks include: 1. Processing responses from the Management Proficiency questionnaire (including plausibility checks) for all participating posts 2. Compiling the Management Proficiency questionnaire responses at a group level and conducting analysis 3. Processing responses from the Performance Indicator calculator (including plausibility checks) 4. Compiling the Performance Indicator calculator data at a group level and conducting analysis 5. Supporting correspondence with IPC members to facilitate the SMMS process, including helping posts to complete questionnaires by responding to any technical queries they may have C) Preparation of Scorecards, Assessments and summary analysis. This includes: 1. Creation of tailored scorecards for each post benchmarking their performance to the wider group (including one round of review by the post in question) 2. Creation of an assessment for each post, containing post- and group-level results and generic analysis and recommendations (including one round of review by the post in question) 3. Creation of ‘sector scorecard’ displaying group-level performance and trends 4. Creation of written content (including qualitative and quantitative analysis) to populate IPC SMMS Sustainability Report webpages, including supporting draft graphics and data D) Supporting the IPC’s SMMS engagement activities. This involves the provision of support for: 1. The Annual SMMS Workshop, specifically: • Guidance and support to establish the workshop agenda • Preparation of presentation materials • Workshop attendance by two members of your team • Preparation of meeting summary for dissemination to posts[BB4.1] E) SMMS Programme strategic management 1. Support for the June/July Technical Review Committee (including preparation of: a slide deck containing preliminary results and analysis; notes and meeting actions, and attendance by two members of your team) 2. Support for the December Technical Review Committee (including preparation of: a slide deck containing final results and analysis; notes and meeting actions, and attendance by two members of your team) Item 2: Ongoing support and advisory services for SMMS programme A) The provision of additional support for the SMMS programme, as well as non-core SMMS tasks. Specifically, this will involve: 1. Project management, regular and ad-hoc project meetings and reporting 2. Preparation of material to support onboarding of new posts to the SMMS programme. 3. Preparing materials for the annual Green Postal Day 4. Support non-core SMMS activities (non-core activities include those that are not essential for the successful completion of the annual SMMS programme). For example, this includes: o Preparation of presentation material for the IPC’s post visits throughout the year o Preparation of presentation material for IPC internal and external meetings and working groups o In-person or virtual representation at IPC internal and external meetings (e.g. meeting with posts) o Responding to post information requests related to non-core SMMS issues (e.g. questions related to other reporting initiatives, such CSRD or CDP) o Undertaking ad-hoc surveys to gauge the opinion of participating posts (e.g. through survey tooling) on emerging topics o Supporting the continued development of the cross-border carbon footprint programme o Provision of written content and data for IPC’s Global Postal Industry Report (GPIR) o Provision of written content for external media coverage o Target (re)setting for existing (e.g. delivery efficiency) and new (e.g. sustainable packaging) group-level performance metrics o Preparation of materials for webinars (e.g. Kick o ff and Closing webinars) o Preparing data for transfer to the UPU’s OSCAR platform o Updating relevant sections of IPC’s annual UNGC report - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 07. Aug.
Study to Assess Impact and Effectiveness of Implementation of the Project EU-German Cambodia Partnership for Sustainable Agriculture and Food Systems (CAPSAFE) During Mid-term and Endline Eva
Art der Leistung 10037842-Study to Assess Impact and Effectiveness of Implementation of the Project EU-German Cambodia Partnership for Sustainable Agriculture and Food Systems (CAPSAFE) During Mid-term and Endline Eva Umfang der Leistung The contractor is tasked with delivering three key work packages, each with specific objectives and timelines: 1. Inception Report: The first deliverable will be an inception report that outlines the methodology and planning for the surveys. This report is aimed at establishing a clear framework for survey approaches, data collection, analysis as well as Midline and Endline report structure. Work on this report is set to commence in August 2026, ensuring adequate preparation and planning for the subsequent phases of the project. Regarding the qualitative data collection approach, the contracts should specify a qualitative method applicable to the indicators. The proposed methods may include Key Informant Interviews (KIIs), Focus Group Discussions (FGDs), and direct observation during site visits - are deployed in sequence across the three phases of data collection. Data is analysed thematically and triangulated with quantitative findings before results are finalised Moreover, the contractor will establish a comprehensive, verified, and evidence-based data collection that accurately measures employment, local value addition, export market performance, sustainability certification, MSME processing capacity and IAF service improvement across all targeted indicators. 2. Midline Assessment Report: The second deliverable will be a comprehensive mid-term assessment report, which will evaluate the progress and indicators achievement of the project to date. This report is expected to be finalized and submitted in the fourth quarter of 2026. It will include detailed findings, insights, and recommendations that will guide any necessary adjustments to the project's approach. 3. Endline Assessment Report: The final work package involves delivering a project end-term assessment report, expected in the fourth quarter of 2028. This report will conduct an in-depth analysis of the indicators" achievement, impact and effectiveness of the EU-German CAPSAFE intervention throughout the entire execution period. It will synthesize data collected over the course of the project and provide a thorough evaluation of the results achieved, to some extent offering valuable insights for future initiatives. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHN/AFrist: 07. Aug.
Study to Assess Impact and Effectiveness of Implementation of the Project EU-German Cambodia Partnership for Sustainable Agriculture and Food Systems (CAPSAFE) During Mid-term and Endline Eva
Art der Leistung 10037842-Study to Assess Impact and Effectiveness of Implementation of the Project EU-German Cambodia Partnership for Sustainable Agriculture and Food Systems (CAPSAFE) During Mid-term and Endline Eva Umfang der Leistung The contractor is tasked with delivering three key work packages, each with specific objectives and timelines: 1. Inception Report: The first deliverable will be an inception report that outlines the methodology and planning for the surveys. This report is aimed at establishing a clear framework for survey approaches, data collection, analysis as well as Midline and Endline report structure. Work on this report is set to commence in August 2026, ensuring adequate preparation and planning for the subsequent phases of the project. Regarding the qualitative data collection approach, the contracts should specify a qualitative method applicable to the indicators. The proposed methods may include Key Informant Interviews (KIIs), Focus Group Discussions (FGDs), and direct observation during site visits - are deployed in sequence across the three phases of data collection. Data is analysed thematically and triangulated with quantitative findings before results are finalised Moreover, the contractor will establish a comprehensive, verified, and evidence-based data collection that accurately measures employment, local value addition, export market performance, sustainability certification, MSME processing capacity and IAF service improvement across all targeted indicators. 2. Midline Assessment Report: The second deliverable will be a comprehensive mid-term assessment report, which will evaluate the progress and indicators achievement of the project to date. This report is expected to be finalized and submitted in the fourth quarter of 2026. It will include detailed findings, insights, and recommendations that will guide any necessary adjustments to the project's approach. 3. Endline Assessment Report: The final work package involves delivering a project end-term assessment report, expected in the fourth quarter of 2028. This report will conduct an in-depth analysis of the indicators" achievement, impact and effectiveness of the EU-German CAPSAFE intervention throughout the entire execution period. It will synthesize data collected over the course of the project and provide a thorough evaluation of the results achieved, to some extent offering valuable insights for future initiatives. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 21. Aug.
Development of a green corridor project and street design training in Dakar
Prepare a pre-feasibility study for a Green Corridor to improve safe pedestrian access to public transport in Keur Massar and strengthen institutional capacities for climate-resilient, inclusive street design and participatory project development in Dakar. WP1 Baseline study - Review existing data and studies; identify gaps; conduct additional data collection (e.g. traffic counts, user surveys, air quality and environmental measurements). - Analyse urban context and land use; travel demand (quantitative and qualitative); supply quality and capacity for all modes; safety and conflicts; environmental quality; climate stress (heat, flooding); gender and social inclusion; institutional and legal framework; state-of-the-art references (incl. regional examples). - Deliverables: D1.1 Methodological orientation (inception) report; D1.2 Baseline report; D1.3 Slide deck; D1.4 Provision of raw, machine-readable and editable data and media. WP2 Participation process - Map stakeholders (incl. vulnerable groups, women, persons with disabilities, street vendors, informal transport, neighbourhood groups, local and national authorities). - Design and implement an inclusive, gender-responsive participation strategy (incl. at least one virtual measure); facilitate workshops, mediation as needed; document and evaluate results. - Deliverables: D2.1 Stakeholder analysis (report); D2.2 Slides; D2.3 Participation Strategy; D2.4 Facilitation materials/templates (editable); D2.5 Results report with inputs for corridor requirements; D2.6 Reference Toolkit for participatory processes (FR/EN) to enable replication. WP3 Pre-feasibility Study (PFS) Green Corridor - Identify and appraise design/traffic management alternatives; SWOT; recommend preferred alternative in consultation with CETUD and local administrations. - Produce ?15 preliminary and 10 final conceptual designs (street sections/intersections, allocation of road space, speeds, traffic regulation, green infrastructure, lighting/shading, materials, signage; capacity for all modes). - Conduct preliminary Environmental and Social Impact Assessment and cultural/heritage screening; Cost-Benefit Analysis incl. climate benefits; risk assessment (strategic/project risks); outline financing options and sources. - Prepare implementation strategy (phasing, data/engineering needs, roles/responsibilities, maintenance concept, financing structure), communication strategy (public and stakeholder messaging, best practice), investor pitch deck. - Prepare an Action Plan on Secure Bus Stops aligned with metropolitan frameworks (topic may be adjusted). - Deliverables: D3.1 Alternatives & conceptual designs; D3.2 Preliminary Impact Assessment; D3.3 CBA; D3.4 Risk Assessment; D3.5 PFS; D3.6 Pitch deck; D3.7 Implementation Strategy; D3.8 Communication Strategy; D3.9 Action Plan. WP4 Training conceptualisation and implementation - Design and deliver a 120-hour training (?3 seminars x 3 days + self-learning) on: sustainable mobility and street design, public space management and climate resilience, project development from concept to operation; integrate co-creative work on Green Corridor elements. - Train-the-trainer: coach 5 staff (CETUD/local authorities) to replicate training; refine materials after pilot. - Develop replicable materials: presentations, scripts, videos (?240 min), templates (surveys, fieldwork), instructor"s manual, implementation plan and guidance (checklists, certificate templates), evaluation tools; final training report with lessons learned. - Deliverables: D4.1 Training concept; D4.2 Training materials; D4.3 Instructor"s manual; D4.4 Implementation plan & guidance; D4.5 Training report. Governance and cooperation - Work in close coordination with CETUD, MiTTA and a Technical Committee established by CETUD; align with the RTC project context and ongoing bus station redevelopment. - Provide brief monthly status reports (2 pages) in French (activities, outputs in progress, impacts, decisions needed, expert days). - Contribute to knowledge sharing (events, publications) and support evaluation of knowledge management effectiveness. Reporting and languages - Main deliverables in French; the participation toolkit in FR/EN; raw data and media in editable, machine-readable formats as specified. Indicative duration and milestones (from contract start) - WP1: D1.1 at 1 month; D1.2-1.4 at 3 months. - WP2: D2.1-2.2 at 2 months; D2.3 at 4 months; D2.4 at 6 months; D2.5 at 10 months; D2.6 at 11 months. - WP3: Designs drafts at 3/8 months, final at 12 months; Impact/CBA/Risk drafts 6-10 months, finals at 12 months; PFS draft 9 months, final 12 months; Pitch/Implementation/Communication drafts 10 months, finals 12 months; Action Plan draft 10 months, final 12 months. - WP4: Concept draft/final 4/6 months; Materials 6/7 months; Instructor"s manual 6/8 months; Implementation plan 8/9 months; Training report 12 months. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 21. Aug.
Development of a green corridor project and street design training in Dakar
Prepare a pre-feasibility study for a Green Corridor to improve safe pedestrian access to public transport in Keur Massar and strengthen institutional capacities for climate-resilient, inclusive street design and participatory project development in Dakar. WP1 Baseline study - Review existing data and studies; identify gaps; conduct additional data collection (e.g. traffic counts, user surveys, air quality and environmental measurements). - Analyse urban context and land use; travel demand (quantitative and qualitative); supply quality and capacity for all modes; safety and conflicts; environmental quality; climate stress (heat, flooding); gender and social inclusion; institutional and legal framework; state-of-the-art references (incl. regional examples). - Deliverables: D1.1 Methodological orientation (inception) report; D1.2 Baseline report; D1.3 Slide deck; D1.4 Provision of raw, machine-readable and editable data and media. WP2 Participation process - Map stakeholders (incl. vulnerable groups, women, persons with disabilities, street vendors, informal transport, neighbourhood groups, local and national authorities). - Design and implement an inclusive, gender-responsive participation strategy (incl. at least one virtual measure); facilitate workshops, mediation as needed; document and evaluate results. - Deliverables: D2.1 Stakeholder analysis (report); D2.2 Slides; D2.3 Participation Strategy; D2.4 Facilitation materials/templates (editable); D2.5 Results report with inputs for corridor requirements; D2.6 Reference Toolkit for participatory processes (FR/EN) to enable replication. WP3 Pre-feasibility Study (PFS) Green Corridor - Identify and appraise design/traffic management alternatives; SWOT; recommend preferred alternative in consultation with CETUD and local administrations. - Produce ?15 preliminary and 10 final conceptual designs (street sections/intersections, allocation of road space, speeds, traffic regulation, green infrastructure, lighting/shading, materials, signage; capacity for all modes). - Conduct preliminary Environmental and Social Impact Assessment and cultural/heritage screening; Cost-Benefit Analysis incl. climate benefits; risk assessment (strategic/project risks); outline financing options and sources. - Prepare implementation strategy (phasing, data/engineering needs, roles/responsibilities, maintenance concept, financing structure), communication strategy (public and stakeholder messaging, best practice), investor pitch deck. - Prepare an Action Plan on Secure Bus Stops aligned with metropolitan frameworks (topic may be adjusted). - Deliverables: D3.1 Alternatives & conceptual designs; D3.2 Preliminary Impact Assessment; D3.3 CBA; D3.4 Risk Assessment; D3.5 PFS; D3.6 Pitch deck; D3.7 Implementation Strategy; D3.8 Communication Strategy; D3.9 Action Plan. WP4 Training conceptualisation and implementation - Design and deliver a 120-hour training (?3 seminars x 3 days + self-learning) on: sustainable mobility and street design, public space management and climate resilience, project development from concept to operation; integrate co-creative work on Green Corridor elements. - Train-the-trainer: coach 5 staff (CETUD/local authorities) to replicate training; refine materials after pilot. - Develop replicable materials: presentations, scripts, videos (?240 min), templates (surveys, fieldwork), instructor"s manual, implementation plan and guidance (checklists, certificate templates), evaluation tools; final training report with lessons learned. - Deliverables: D4.1 Training concept; D4.2 Training materials; D4.3 Instructor"s manual; D4.4 Implementation plan & guidance; D4.5 Training report. Governance and cooperation - Work in close coordination with CETUD, MiTTA and a Technical Committee established by CETUD; align with the RTC project context and ongoing bus station redevelopment. - Provide brief monthly status reports (2 pages) in French (activities, outputs in progress, impacts, decisions needed, expert days). - Contribute to knowledge sharing (events, publications) and support evaluation of knowledge management effectiveness. Reporting and languages - Main deliverables in French; the participation toolkit in FR/EN; raw data and media in editable, machine-readable formats as specified. Indicative duration and milestones (from contract start) - WP1: D1.1 at 1 month; D1.2-1.4 at 3 months. - WP2: D2.1-2.2 at 2 months; D2.3 at 4 months; D2.4 at 6 months; D2.5 at 10 months; D2.6 at 11 months. - WP3: Designs drafts at 3/8 months, final at 12 months; Impact/CBA/Risk drafts 6-10 months, finals at 12 months; PFS draft 9 months, final 12 months; Pitch/Implementation/Communication drafts 10 months, finals 12 months; Action Plan draft 10 months, final 12 months. - WP4: Concept draft/final 4/6 months; Materials 6/7 months; Instructor"s manual 6/8 months; Implementation plan 8/9 months; Training report 12 months.
Häufige Fragen zu dieser Ausschreibung
- Wie kann ich mich auf diese Ausschreibung bewerben?
- Erstellen Sie ein kostenloses Konto auf Auftrag One. Danach sehen Sie alle Unterlagen, Fristen und Hinweise zur Einreichung in einem strukturierten Ablauf.
- Bis wann läuft die Angebotsfrist?
- Die Angebotsfrist endet am 22. Juli 2026.
- Wer ist der Auftraggeber?
- Der Auftraggeber ist Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH.
- Welche Unterlagen sind für den Start relevant?
- In der Regel benötigen Sie Leistungsbeschreibung, Eignungsnachweise, Fristenhinweise und ggf. Formblätter. Auf Auftrag One werden diese Punkte priorisiert dargestellt.