ARBEIDS- OG VELFERDSETATENMo i RanaTED
Digital skills - Rana
Nav Nordland shall procure the Labour Market Initiative Digital Skills - Rana. It is considered necessary to establish targeted training measures in basic digital competence. This can contribute to increased mastery, better access to Nav ́s services and strengthened participation in social and working life.
Angebotsfrist: 06. Juli 2026 (abgelaufen)Typ: Ausschreibung
Berufliche Qualifizierung, IT-Schulung
Dokumente kostenlos freischalten
Ohne Kreditkarte · Sofortiger Zugang
Inhalt auf einen Blick
Nav Nordland shall procure the Labour Market Initiative Digital Skills - Rana. It is considered necessary to establish targeted training measures in basic digital competence. This can contribute to increased mastery, better access to Nav ́s services and strengthened participation in social and working life.
- Ausschreibungstyp:
- Ausschreibung
- Auftraggeber:
- ARBEIDS- OG VELFERDSETATEN
- Veröffentlicht:
- 17. Juni 2026
- Frist:
- 06. Juli 2026
- Thema:
- Berufliche Qualifizierung
Ausschreibungsbeschreibung
Nav Nordland shall procure the Labour Market Initiative Digital Skills - Rana. It is considered necessary to establish targeted training measures in basic digital competence. This can contribute to increased mastery, better access to Nav ́s services and strengthened participation in social and working life.
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
49 Dateien erfasst- PDF Notice (BUL)
- PDF Notice (SPA)
- PDF Notice (CES)
- PDF Notice (DAN)
- PDF Notice (DEU)
- PDF Notice (EST)
Ähnliche Bekanntmachungen
10- ARBEIDS- OG VELFERDSETATENMo i Rana
Follow-up for persons with autism spectrum disturbances
Nav tiltak Innlandet, hereafter called the Contracting Authority, invites tenderers, on behalf of Nav Vestland, to a competition for the procurement of the Labour Market Measure Follow-up for persons with autism spectrum disorders (ASD). Nav tiltak Innlandet and Nav Vestland are entities in the Norwegian Labour and Welfare Administration. Follow-up for persons with autism spectrum disorders (ASD) shall provide each participant with individually facilitated follow-up assistance, with the aim that participants receive and retain paid work. The aim is that the participants in the initiative shall as far as possible be self-ensured with permanent connection to working life. - ARBEIDS- OG VELFERDSETATENMo i RanaFrist: 19. Juni
Competence communication and network building - Oslo
Nav initiative Oslo shall procure the Labour Market Initiative Competence Communication and Network Building for persons who have high competence and a need for more comprehensive follow-up assistance than the Norwegian Labour and Welfare Administration can offer. Competence management and network building is a group based follow-up measure that shall provide job seekers with high competence to get to work through active network building and marketing competence towards relevant employers. The participants shall receive individually adapted follow-up and guidance in job searching, career choices and restructuring. The initiative shall be organised as a company and it shall give participants relevant experience with work forms that they can meet in a real work situation. A central entity in the contract will be market and network work aimed at relevant employers and positions. Follow-up shall provide assistance with the intention that participants shall receive and/or retain work. The aim is that the tenderer shall, to the greatest possible degree, be self-dependent through permanent connection to working life. Further specifications of the service requirements are in the requirement specifications in the tender documentation Part III, annex 1. The contract shall be regulated by the attached contract terms with annexes, cf. the tender documentation Part II and Part III. The procurement is covered by the Public Procurement Act, 17 June 2016 no. 73 (LOA) and the public procurement regulations of 12 August 2016 no. 974 (FOA). Parts I and IV of the Public Procurement apply for this procurement. The abidance deadline is 5 months from the tender deadline. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 11. Aug.
Communication Campaign
Women in Kosovo have fewer education and training opportunities than men, which limits their professional development. They are underrepresented in basic and general education, vocational training, labour market-oriented training, the labour market, and as start-up entrepreneurs. Women from minority backgrounds and rural areas are particularly affected. The project aims to expand economic opportunities for disadvantaged women in rural Kosovo. It focuses on women aged 35 to 55 and those who have dropped out of education or are unable to find initial or continuing training after completing it. The project supports women in improving their employability and in setting up and expanding small businesses in rural areas. It provides training, advisory services, and assistance with regulating unregulated work, and develops gender-just financial support programmes. Output 3 aims to change social norms and practices. Gender stereotypes and role models, especially in the world of work, are to be reflected on, and gender-transformative attitudes supported. At the same time, the project promotes a nationwide communication campaign to shift societal views and make Kosovo more open to women"s participation in vocational training and work. The term "communication campaign" is used broadly to include all measures that can foster changes in societal values, social norms, perceptions, attitudes, and behaviour (social and behaviour change, SBC). A number of SBC intervention fields and target groups are anticipated at a general level: through gender-transformative campaigns and dialogue formats, the project aims to contribute to improved gender equality in education, training, and income-generating work. Campaigns also highlight the currently untapped human potential that women represent for Kosovo"s social and economic development. Key audiences in broader society will be reached with gender-transformative measures using suitable SBC approaches, such as positive deviance, campaigns, entertainment education, nudging, and targeted formats ranging from direct interaction to traditional and social media. The tenderer is to implement Output 3 based on these aims, designing and delivering activities that promote reflection on norms, engage key audiences, and foster gender-transformative attitudes. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschborn
10010332-Integrated Technical Assistance to the Ministry of Labour under Labour Market Access Project II (LMAP II)
Egypt continues to face significant labour-market challenges driven by slow economic growth, high inflation, currency devaluations between 2016 and 2024, and structural pressures on job creation. Although the official unemployment rate stood at 7.4% in 2021, these figures mask deep labour-market vulnerabilities: an estimated 60-70% of economic activity occurs in the informal sector, decent work standards are inconsistently applied, and vocational and university graduates remain disproportionately unemployed. Young people aged 15-29 are particularly affected, with an unemployment rate of 17.2% and only 17% holding formal jobs. Gender disparities remain a central challenge. The female employment rate is only 15%, compared to 67% for men, and young women face unemployment rates above 42%. Despite ongoing reforms-including the National Employment Strategy (NES), the National Strategy for the Empowerment of Egyptian Women 2030, and the Digital Egypt agenda-youth employability, quality of employment, and women"s labour-market participation remain limited. Addressing these gaps requires strengthened institutions, improved employment services, and closer alignment between state structures and labour-market needs. The Labour Market Access Project II (LMAP II), commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ), aims to improve young Egyptians' access to decent employment through a multi-level approach targeting employment policy, gender equality, digital solutions, job preparation, and decent employment services. The project cooperates closely with the Ministry of Labour (MoL) as the political partner and engages a broad set of intermediaries including MoL departments at central and governorate levels, instructors at MoL training centres, public and private service providers, the Federation of Egyptian Industries (FEI), companies, and civil-society organisations. The module objective, "Young Egyptians' access to decent employment has improved," is measured through indicators on employability outcomes, improvements in decent work standards, and gender-responsive interventions. The contractor will directly contribute to several indicators, including improving the quality of employment for approximately 800 workers, implementing four gender-equality measures under MoL"s Gender Action Plan, strengthening employment-policy capacities, and supporting the delivery of job-preparation and decent-employment services. Description of the Procurement The contractor will support the Ministry of Labour in developing employment policies, enhancing gender-responsive institutional capacities, creating job-preparation tools, strengthening communication systems, and expanding decent-employment services delivered to companies. The assignment consists of five main work packages that collectively contribute to Outputs 1, 2, 4, and 5 of LMAP II. Work Package 1 - Strategic Communication and Visibility Support This work package strengthens MoL"s public image, stakeholder engagement, and visibility of employment-related reforms. It includes designing a results-driven communication strategy, modernising MoL"s visual identity, conducting perception assessments, managing media relations, producing multi-channel communication content, and building MoL"s internal communication capacities. Work Package 2 - Policy Support, Future-Oriented Employment Planning, and NES Implementation The contractor will support MoL in developing evidence-based employment policies, strengthening its internal policymaking functions, and operationalising the NES once launched. Tasks include institutional assessments, strengthening policy-formulation processes, developing operational manuals, facilitating stakeholder consultations, and improving coordination mechanisms. Work Package 3 - Capacity Development and Implementation of the National Plan for Gender Equality This work package strengthens the capacities of MoL staff and private-sector HR professionals on gender-responsive employment practices. It includes capacity-building programmes, advisory support to the GEC, and implementation of six priority activities from MoL"s Gender Action Plan. Work Package 4 - Development of Innovative Instruments for Job Preparation The contractor will develop inclusive, gender-responsive job-preparation tools aligned with labour-market needs, pilot the programme, deliver Training-of-Trainers packages, strengthen MoL"s Training Unit, and produce immersive 360° workplace videos. Work Package 5 - Expansion of Service Offerings to Promote Decent Employment This work package strengthens service providers and MoL"s inspectorate, supports SST and LST delivery, certifies trainers, develops new decent-employment services, pilots them in SMEs, and develops scalable models and M&E systems. Target Group and Expected Impact The intervention targets young jobseekers and newly employed Egyptians aged 18-35, with particular emphasis on women. Indirect target groups include MoL staff, private-sector HR professionals, service providers, and SMEs. Through strengthening institutional capacities, developing high-quality training and advisory services, and expanding decent-employment offerings, the contractor contributes to more inclusive, equitable, and sustainable labour-market outcomes in Egypt. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 03. Aug.
10010332-Integrated Technical Assistance to the Ministry of Labour under Labour Market Access Project II (LMAP II)
Egypt continues to face significant labour-market challenges driven by slow economic growth, high inflation, currency devaluations between 2016 and 2024, and structural pressures on job creation. Although the official unemployment rate stood at 7.4% in 2021, these figures mask deep labour-market vulnerabilities: an estimated 60-70% of economic activity occurs in the informal sector, decent work standards are inconsistently applied, and vocational and university graduates remain disproportionately unemployed. Young people aged 15-29 are particularly affected, with an unemployment rate of 17.2% and only 17% holding formal jobs. Gender disparities remain a central challenge. The female employment rate is only 15%, compared to 67% for men, and young women face unemployment rates above 42%. Despite ongoing reforms-including the National Employment Strategy (NES), the National Strategy for the Empowerment of Egyptian Women 2030, and the Digital Egypt agenda-youth employability, quality of employment, and women"s labour-market participation remain limited. Addressing these gaps requires strengthened institutions, improved employment services, and closer alignment between state structures and labour-market needs. The Labour Market Access Project II (LMAP II), commissioned by the German Federal Ministry for Economic Cooperation and Development (BMZ), aims to improve young Egyptians' access to decent employment through a multi-level approach targeting employment policy, gender equality, digital solutions, job preparation, and decent employment services. The project cooperates closely with the Ministry of Labour (MoL) as the political partner and engages a broad set of intermediaries including MoL departments at central and governorate levels, instructors at MoL training centres, public and private service providers, the Federation of Egyptian Industries (FEI), companies, and civil-society organisations. The module objective, "Young Egyptians' access to decent employment has improved," is measured through indicators on employability outcomes, improvements in decent work standards, and gender-responsive interventions. The contractor will directly contribute to several indicators, including improving the quality of employment for approximately 800 workers, implementing four gender-equality measures under MoL"s Gender Action Plan, strengthening employment-policy capacities, and supporting the delivery of job-preparation and decent-employment services. Description of the Procurement The contractor will support the Ministry of Labour in developing employment policies, enhancing gender-responsive institutional capacities, creating job-preparation tools, strengthening communication systems, and expanding decent-employment services delivered to companies. The assignment consists of five main work packages that collectively contribute to Outputs 1, 2, 4, and 5 of LMAP II. Work Package 1 - Strategic Communication and Visibility Support This work package strengthens MoL"s public image, stakeholder engagement, and visibility of employment-related reforms. It includes designing a results-driven communication strategy, modernising MoL"s visual identity, conducting perception assessments, managing media relations, producing multi-channel communication content, and building MoL"s internal communication capacities. Work Package 2 - Policy Support, Future-Oriented Employment Planning, and NES Implementation The contractor will support MoL in developing evidence-based employment policies, strengthening its internal policymaking functions, and operationalising the NES once launched. Tasks include institutional assessments, strengthening policy-formulation processes, developing operational manuals, facilitating stakeholder consultations, and improving coordination mechanisms. Work Package 3 - Capacity Development and Implementation of the National Plan for Gender Equality This work package strengthens the capacities of MoL staff and private-sector HR professionals on gender-responsive employment practices. It includes capacity-building programmes, advisory support to the GEC, and implementation of six priority activities from MoL"s Gender Action Plan. Work Package 4 - Development of Innovative Instruments for Job Preparation The contractor will develop inclusive, gender-responsive job-preparation tools aligned with labour-market needs, pilot the programme, deliver Training-of-Trainers packages, strengthen MoL"s Training Unit, and produce immersive 360° workplace videos. Work Package 5 - Expansion of Service Offerings to Promote Decent Employment This work package strengthens service providers and MoL"s inspectorate, supports SST and LST delivery, certifies trainers, develops new decent-employment services, pilots them in SMEs, and develops scalable models and M&E systems. Target Group and Expected Impact The intervention targets young jobseekers and newly employed Egyptians aged 18-35, with particular emphasis on women. Indirect target groups include MoL staff, private-sector HR professionals, service providers, and SMEs. Through strengthening institutional capacities, developing high-quality training and advisory services, and expanding decent-employment offerings, the contractor contributes to more inclusive, equitable, and sustainable labour-market outcomes in Egypt. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHN/AFrist: 14. Aug.
Feasibility Study for an African Railway Competence Centre
The objectives of the study: - Stakeholders that could significantly contribute to the achievement of the objectives and/or participate in an industry dialogue are identified. - Labour market demand as well as skills gaps are assessed considering current and future skills needed for the modernisation and development of the railway network in Africa. - The technical, financial, and operational feasibility of one or more sustainable Rail Transport Competence Centres (RCCs) in Africa is assessed including a governance model and conditions for long-term viability and development of a strategic plan considering financial and operations considerations. - Relevant training programs and curricula across all professional qualification levels are developed or modernized. - A strategic plan considering financial and operations considerations has been developed. - Pilot trainings are implemented Work Package 1: Data Collection & Market Analysis: Anticipating and Matching Skills and Jobs in the Railway Sector Consultant shall assess African railway sector: (a) Skills Demand - current/future workforce needs (4-15 years), including job volumes, required skills by qualification level, and necessary training/education; (b) Skills Supply - assess available qualified workforce and analyse current/planned vocational/academic training, mapping existing providers/programs and their capacity/relevance; (c) Skills Gaps - identify geographic, qualification-specific, institutional, and capacity-related gaps, deriving rationale for regional/sub-regional training solutions. The methodology shall be based on ILO"s Working at Sectoral Level: Guide to anticipating and matching skills and jobs, Volume 3 (2016), using desk-based analysis, interviews, focus groups, round tables, surveys, and in-depth case studies. Work Package 2: Pilot training courses about rail transport Following Gap Analysis, pilot trainings (classroom/blended/online) test training models and support stakeholder engagement. They target decision-makers (strategic) and instructors (technical, prioritizing maintenance/asset management). Trainings are universal, tech-independent, with European aspects where relevant and gender-responsive: inclusive outreach, accessible formats, participation targets for underrepresented groups. The contractor shall identify topics; develop compliant technical curriculum (train-the-trainer, study visits, African/European partners); train 20 railway operators (study visit to Europe); create online course on African railway infrastructure/ operation (TUMI platform); evaluate lessons. Work Package 3: Regional Competence Center: Analysis & Modelling The contractor must develop and assess three alternative models for a regional railway training structure in Africa, including regional hubs and online/blended learning. Each model must define institutional setup, governance, curriculum scope, staffing, and CAPEX/OPEX estimates, ensuring inclusive governance, gender balance, and equal access. The contractor will define design assumptions (target groups, qualification levels, geographic scope, accessibility, alignment with AfDB/EU/Germany, language policy, digitalisation), develop three models-(a) centralized independent legal entity, (b) regional hub-and-spoke, (c) existing offers + online academy-each covering institutional setup, functional scope, delivery modes, partnerships, private sector engagement, and technical/institutional/financial/political risks, assess financial viability through a 10-year plan (CAPEX/OPEX, revenue streams, financing mechanisms, cost-effectiveness, scalability, socio-economic benefits), develop training portfolios and curricula for three priority courses (adapted international material), standardized programs/certifications, and trainer/ToT profiles, outline the centre as an innovation space for business exchange, pilot solutions, and project initiation, and conduct a comparative assessment, evaluating models against relevance, effectiveness, sustainability, scalability, and feasibility, conducting SWOT, and recommending the preferred model. Work Package 4: Action Plan & Recommendations for the preferred model This Work Package aims to translate the analytical findings and preferred model(s) into a practical and phased implementation roadmap. The contractor shall prepare an action plan outlining institutional, operational, financial, and governance steps required for implementation and provide clear recommendations for next steps, including preparatory actions, partnerships, and potential financing approaches. Work packages are implemented by key experts and three expert pools that ensure strategic leadership, technical excellence, and operational flexibility. - The Team Leader with international experience with at least 10 years of international management experience and experience in preparing analytical studies in economic policy, TVET or labour market and employment promotion - The Institutional development and Financing with international experience that combines 10 years of professional experience in strategic and organisational development related to operation of training institutions with experience in education and training, working with the private sector and economic and financial assessments. - Pool 1 Senior Experts in the Railway sector with international experience with 2-3 Experts with 10 years of professional experience in the railway sector and provide experience in education and training in railways, in particular technologies such as ETCS and private sector cooperation. - Pool 2 - Short-term experts with national experience with 4-8 experts with 5 years of professional experience in labour market analysis and skills needs assessment. - Pool 3 - Short-term experts in education and training with international experience with 4-8 experts with 5 years of professional experience in education and training. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 14. Aug.
Feasibility Study for an African Railway Competence Centre
The objectives of the study: - Stakeholders that could significantly contribute to the achievement of the objectives and/or participate in an industry dialogue are identified. - Labour market demand as well as skills gaps are assessed considering current and future skills needed for the modernisation and development of the railway network in Africa. - The technical, financial, and operational feasibility of one or more sustainable Rail Transport Competence Centres (RCCs) in Africa is assessed including a governance model and conditions for long-term viability and development of a strategic plan considering financial and operations considerations. - Relevant training programs and curricula across all professional qualification levels are developed or modernized. - A strategic plan considering financial and operations considerations has been developed. - Pilot trainings are implemented Work Package 1: Data Collection & Market Analysis: Anticipating and Matching Skills and Jobs in the Railway Sector Consultant shall assess African railway sector: (a) Skills Demand - current/future workforce needs (4-15 years), including job volumes, required skills by qualification level, and necessary training/education; (b) Skills Supply - assess available qualified workforce and analyse current/planned vocational/academic training, mapping existing providers/programs and their capacity/relevance; (c) Skills Gaps - identify geographic, qualification-specific, institutional, and capacity-related gaps, deriving rationale for regional/sub-regional training solutions. The methodology shall be based on ILO"s Working at Sectoral Level: Guide to anticipating and matching skills and jobs, Volume 3 (2016), using desk-based analysis, interviews, focus groups, round tables, surveys, and in-depth case studies. Work Package 2: Pilot training courses about rail transport Following Gap Analysis, pilot trainings (classroom/blended/online) test training models and support stakeholder engagement. They target decision-makers (strategic) and instructors (technical, prioritizing maintenance/asset management). Trainings are universal, tech-independent, with European aspects where relevant and gender-responsive: inclusive outreach, accessible formats, participation targets for underrepresented groups. The contractor shall identify topics; develop compliant technical curriculum (train-the-trainer, study visits, African/European partners); train 20 railway operators (study visit to Europe); create online course on African railway infrastructure/ operation (TUMI platform); evaluate lessons. Work Package 3: Regional Competence Center: Analysis & Modelling The contractor must develop and assess three alternative models for a regional railway training structure in Africa, including regional hubs and online/blended learning. Each model must define institutional setup, governance, curriculum scope, staffing, and CAPEX/OPEX estimates, ensuring inclusive governance, gender balance, and equal access. The contractor will define design assumptions (target groups, qualification levels, geographic scope, accessibility, alignment with AfDB/EU/Germany, language policy, digitalisation), develop three models-(a) centralized independent legal entity, (b) regional hub-and-spoke, (c) existing offers + online academy-each covering institutional setup, functional scope, delivery modes, partnerships, private sector engagement, and technical/institutional/financial/political risks, assess financial viability through a 10-year plan (CAPEX/OPEX, revenue streams, financing mechanisms, cost-effectiveness, scalability, socio-economic benefits), develop training portfolios and curricula for three priority courses (adapted international material), standardized programs/certifications, and trainer/ToT profiles, outline the centre as an innovation space for business exchange, pilot solutions, and project initiation, and conduct a comparative assessment, evaluating models against relevance, effectiveness, sustainability, scalability, and feasibility, conducting SWOT, and recommending the preferred model. Work Package 4: Action Plan & Recommendations for the preferred model This Work Package aims to translate the analytical findings and preferred model(s) into a practical and phased implementation roadmap. The contractor shall prepare an action plan outlining institutional, operational, financial, and governance steps required for implementation and provide clear recommendations for next steps, including preparatory actions, partnerships, and potential financing approaches. Work packages are implemented by key experts and three expert pools that ensure strategic leadership, technical excellence, and operational flexibility. - The Team Leader with international experience with at least 10 years of international management experience and experience in preparing analytical studies in economic policy, TVET or labour market and employment promotion - The Institutional development and Financing with international experience that combines 10 years of professional experience in strategic and organisational development related to operation of training institutions with experience in education and training, working with the private sector and economic and financial assessments. - Pool 1 Senior Experts in the Railway sector with international experience with 2-3 Experts with 10 years of professional experience in the railway sector and provide experience in education and training in railways, in particular technologies such as ETCS and private sector cooperation. - Pool 2 - Short-term experts with national experience with 4-8 experts with 5 years of professional experience in labour market analysis and skills needs assessment. - Pool 3 - Short-term experts in education and training with international experience with 4-8 experts with 5 years of professional experience in education and training. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
81322091-Technical advisory and capacity building services for a climate-sensitive circular economy in the Caribbean
2. Tasks and services Overall objective of the consultancy The consultancy strengthens the enabling environment for circular economy in the Caribbean by building institutional and technical capacity, guiding strategy and governance development, facilitating stakeholder collaboration and supporting the implementation of national roadmaps. It ensures public and private circular economy stakeholders are equipped to adopt climate-sensitive circular practices. The consultancy will provide high-quality advisory and training services, contributing primarily to Outputs 2, 3, and 4 of the project. Expected outcomes - Improved enabling conditions through institutional and technical capacity development at national and regional levels. - Strengthened technical, operational and managerial skills of public officials for planning, implementation and monitoring of circular economy measures. - Awareness and behavioural change among decision-makers, businesses, communities and end-consumers. - Enhanced regional learning, replication and exchange of best practices across Caribbean countries. Work Packages and tasks to be delivered Work Package 1: Capacity building for national actors The consultancy will strengthen the capacities of national stakeholders to design and implement circular economy approaches. This includes preparing a comprehensive situational analysis and a scoping report that identifies five strategic approaches across Dominica, Grenada, Guyana, Jamaica, and Saint Vincent and the Grenadines. The experts will provide technical input for an awareness programme targeting policymakers, highlighting the importance of circular and climate-sensitive waste management solutions. In addition, five national two-day workshops will be designed and delivered, one in each country, bringing together at least 100 participants, of whom at least 30 will be women. These workshops will initiate the drafting of country-specific roadmaps for selected strategic approaches. The consultancy will further support national stakeholders in reviewing and finalizing the five roadmaps, ensuring that they address governance, financing, risk management, monitoring and sustainability. Work Package 2: Advisory and capacity building for national waste management authorities Through this work package, institutional, technical, strategic and operational capacities of national waste authorities are strengthened. The consultancy will design and implement six three-day workshops, one in each project country, to support the development of concepts and incentive systems for a climate-sensitive circular economy. Each workshop will include seven structured sessions covering awareness-raising, capacity and competence development, technical implementation, financial feasibility, incentive design, monitoring and sustainability. Participation will include at least 40 staff members from national waste authorities, of which a minimum of 12 will be women. To promote regional peer learning, the consultancy will also organize two online sequential exchange sessions that facilitate the sharing of experiences and lessons learned among the six countries. Building on these efforts, the consultants will provide technical advice to finalize six national roadmaps and establish a monitoring mechanism to ensure effective and adaptive implementation. Work Package 3: Dissemination and communication support The consultancy will actively contribute to raising awareness and visibility of circular economy approaches in the Caribbean. Experts will participate as speakers or panellists in four regional or international events to present project experiences, lessons learned and recommendations. They will also contribute to the planning of four national, regional, or international conferences by proposing relevant topics, identifying suitable speakers and ensuring technical relevance of the programmes. In addition, the consultancy will provide expert input for three cross-country digital awareness campaigns targeting businesses and households. These campaigns will promote action options for climate-sensitive circular economy and the consultants ensure that materials are technically accurate, contextually adapted, and aligned with the project"s objectives and regional sector context. Deliverables and milestones - Scoping report - Awareness workshop content - Five national workshops and draft roadmaps - Finalized roadmaps - Six 3-day waste authority workshops with draft circular economy concepts - Two regional sequential online sessions - Finalized roadmaps and monitoring mechanism - Participation in 4 events and support to 4 conferences - Reviewed and validated awareness campaign materials - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 14. Aug.
Feasibility Study for an African Railway Competence Centre
The objectives of the study: - Stakeholders that could significantly contribute to the achievement of the objectives and/or participate in an industry dialogue are identified. - Labour market demand as well as skills gaps are assessed considering current and future skills needed for the modernisation and development of the railway network in Africa. - The technical, financial, and operational feasibility of one or more sustainable Rail Transport Competence Centres (RCCs) in Africa is assessed including a governance model and conditions for long-term viability and development of a strategic plan considering financial and operations considerations. - Relevant training programs and curricula across all professional qualification levels are developed or modernized. - A strategic plan considering financial and operations considerations has been developed. - Pilot trainings are implemented Work Package 1: Data Collection & Market Analysis: Anticipating and Matching Skills and Jobs in the Railway Sector Consultant shall assess African railway sector: (a) Skills Demand - current/future workforce needs (4-15 years), including job volumes, required skills by qualification level, and necessary training/education; (b) Skills Supply - assess available qualified workforce and analyse current/planned vocational/academic training, mapping existing providers/programs and their capacity/relevance; (c) Skills Gaps - identify geographic, qualification-specific, institutional, and capacity-related gaps, deriving rationale for regional/sub-regional training solutions. The methodology shall be based on ILO"s Working at Sectoral Level: Guide to anticipating and matching skills and jobs, Volume 3 (2016), using desk-based analysis, interviews, focus groups, round tables, surveys, and in-depth case studies. Work Package 2: Pilot training courses about rail transport Following Gap Analysis, pilot trainings (classroom/blended/online) test training models and support stakeholder engagement. They target decision-makers (strategic) and instructors (technical, prioritizing maintenance/asset management). Trainings are universal, tech-independent, with European aspects where relevant and gender-responsive: inclusive outreach, accessible formats, participation targets for underrepresented groups. The contractor shall identify topics; develop compliant technical curriculum (train-the-trainer, study visits, African/European partners); train 20 railway operators (study visit to Europe); create online course on African railway infrastructure/ operation (TUMI platform); evaluate lessons. Work Package 3: Regional Competence Center: Analysis & Modelling The contractor must develop and assess three alternative models for a regional railway training structure in Africa, including regional hubs and online/blended learning. Each model must define institutional setup, governance, curriculum scope, staffing, and CAPEX/OPEX estimates, ensuring inclusive governance, gender balance, and equal access. The contractor will define design assumptions (target groups, qualification levels, geographic scope, accessibility, alignment with AfDB/EU/Germany, language policy, digitalisation), develop three models-(a) centralized independent legal entity, (b) regional hub-and-spoke, (c) existing offers + online academy-each covering institutional setup, functional scope, delivery modes, partnerships, private sector engagement, and technical/institutional/financial/political risks, assess financial viability through a 10-year plan (CAPEX/OPEX, revenue streams, financing mechanisms, cost-effectiveness, scalability, socio-economic benefits), develop training portfolios and curricula for three priority courses (adapted international material), standardized programs/certifications, and trainer/ToT profiles, outline the centre as an innovation space for business exchange, pilot solutions, and project initiation, and conduct a comparative assessment, evaluating models against relevance, effectiveness, sustainability, scalability, and feasibility, conducting SWOT, and recommending the preferred model. Work Package 4: Action Plan & Recommendations for the preferred model This Work Package aims to translate the analytical findings and preferred model(s) into a practical and phased implementation roadmap. The contractor shall prepare an action plan outlining institutional, operational, financial, and governance steps required for implementation and provide clear recommendations for next steps, including preparatory actions, partnerships, and potential financing approaches. Work packages are implemented by key experts and three expert pools that ensure strategic leadership, technical excellence, and operational flexibility. - The Team Leader with international experience with at least 10 years of international management experience and experience in preparing analytical studies in economic policy, TVET or labour market and employment promotion - The Institutional development and Financing with international experience that combines 10 years of professional experience in strategic and organisational development related to operation of training institutions with experience in education and training, working with the private sector and economic and financial assessments. - Pool 1 Senior Experts in the Railway sector with international experience with 2-3 Experts with 10 years of professional experience in the railway sector and provide experience in education and training in railways, in particular technologies such as ETCS and private sector cooperation. - Pool 2 - Short-term experts with national experience with 4-8 experts with 5 years of professional experience in labour market analysis and skills needs assessment. - Pool 3 - Short-term experts in education and training with international experience with 4-8 experts with 5 years of professional experience in education and training. - Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHN/AFrist: 14. Aug.
Feasibility Study for an African Railway Competence Centre
The objectives of the study: - Stakeholders that could significantly contribute to the achievement of the objectives and/or participate in an industry dialogue are identified. - Labour market demand as well as skills gaps are assessed considering current and future skills needed for the modernisation and development of the railway network in Africa. - The technical, financial, and operational feasibility of one or more sustainable Rail Transport Competence Centres (RCCs) in Africa is assessed including a governance model and conditions for long-term viability and development of a strategic plan considering financial and operations considerations. - Relevant training programs and curricula across all professional qualification levels are developed or modernized. - A strategic plan considering financial and operations considerations has been developed. - Pilot trainings are implemented Work Package 1: Data Collection & Market Analysis: Anticipating and Matching Skills and Jobs in the Railway Sector Consultant shall assess African railway sector: (a) Skills Demand - current/future workforce needs (4-15 years), including job volumes, required skills by qualification level, and necessary training/education; (b) Skills Supply - assess available qualified workforce and analyse current/planned vocational/academic training, mapping existing providers/programs and their capacity/relevance; (c) Skills Gaps - identify geographic, qualification-specific, institutional, and capacity-related gaps, deriving rationale for regional/sub-regional training solutions. The methodology shall be based on ILO"s Working at Sectoral Level: Guide to anticipating and matching skills and jobs, Volume 3 (2016), using desk-based analysis, interviews, focus groups, round tables, surveys, and in-depth case studies. Work Package 2: Pilot training courses about rail transport Following Gap Analysis, pilot trainings (classroom/blended/online) test training models and support stakeholder engagement. They target decision-makers (strategic) and instructors (technical, prioritizing maintenance/asset management). Trainings are universal, tech-independent, with European aspects where relevant and gender-responsive: inclusive outreach, accessible formats, participation targets for underrepresented groups. The contractor shall identify topics; develop compliant technical curriculum (train-the-trainer, study visits, African/European partners); train 20 railway operators (study visit to Europe); create online course on African railway infrastructure/ operation (TUMI platform); evaluate lessons. Work Package 3: Regional Competence Center: Analysis & Modelling The contractor must develop and assess three alternative models for a regional railway training structure in Africa, including regional hubs and online/blended learning. Each model must define institutional setup, governance, curriculum scope, staffing, and CAPEX/OPEX estimates, ensuring inclusive governance, gender balance, and equal access. The contractor will define design assumptions (target groups, qualification levels, geographic scope, accessibility, alignment with AfDB/EU/Germany, language policy, digitalisation), develop three models-(a) centralized independent legal entity, (b) regional hub-and-spoke, (c) existing offers + online academy-each covering institutional setup, functional scope, delivery modes, partnerships, private sector engagement, and technical/institutional/financial/political risks, assess financial viability through a 10-year plan (CAPEX/OPEX, revenue streams, financing mechanisms, cost-effectiveness, scalability, socio-economic benefits), develop training portfolios and curricula for three priority courses (adapted international material), standardized programs/certifications, and trainer/ToT profiles, outline the centre as an innovation space for business exchange, pilot solutions, and project initiation, and conduct a comparative assessment, evaluating models against relevance, effectiveness, sustainability, scalability, and feasibility, conducting SWOT, and recommending the preferred model. Work Package 4: Action Plan & Recommendations for the preferred model This Work Package aims to translate the analytical findings and preferred model(s) into a practical and phased implementation roadmap. The contractor shall prepare an action plan outlining institutional, operational, financial, and governance steps required for implementation and provide clear recommendations for next steps, including preparatory actions, partnerships, and potential financing approaches. Work packages are implemented by key experts and three expert pools that ensure strategic leadership, technical excellence, and operational flexibility. - The Team Leader with international experience with at least 10 years of international management experience and experience in preparing analytical studies in economic policy, TVET or labour market and employment promotion - The Institutional development and Financing with international experience that combines 10 years of professional experience in strategic and organisational development related to operation of training institutions with experience in education and training, working with the private sector and economic and financial assessments. - Pool 1 Senior Experts in the Railway sector with international experience with 2-3 Experts with 10 years of professional experience in the railway sector and provide experience in education and training in railways, in particular technologies such as ETCS and private sector cooperation. - Pool 2 - Short-term experts with national experience with 4-8 experts with 5 years of professional experience in labour market analysis and skills needs assessment. - Pool 3 - Short-term experts in education and training with international experience with 4-8 experts with 5 years of professional experience in education and training.
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 06. Juli 2026.
- Wer ist der Auftraggeber?
- Der Auftraggeber ist ARBEIDS- OG VELFERDSETATEN.
- 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.