EIT FOOD IVZWHeverleeTED
Senior Communications Support Services for EIT Community Initiatives Led by EIT Food
Provision of senior communications support services for EIT Community initiatives led by EIT Food, including communication and dissemination activities, stakeholder engagement, content creation, digital channel management, campaign support, event communications, reporting and branding support.
Werbung, Öffentlichkeitsarbeit, Online-Marketing, Veranstaltungsmanagement, Markenentwicklung
Ohne Kreditkarte · Sofortiger Zugang
Inhalt auf einen Blick
- Ausschreibungstyp:
- Ausschreibung
- Auftraggeber:
- EIT FOOD IVZW
- Veröffentlicht:
- 26. Juli 2026
- Frist:
- 24. August 2026
- Thema:
- Werbung
Ausschreibungsbeschreibung
Provision of senior communications support services for EIT Community initiatives led by EIT Food, including communication and dissemination activities, stakeholder engagement, content creation, digital channel management, campaign support, event communications, reporting and branding support.
Weiterführende Details
Mit dem kostenlosen Zugang 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
30 Tage kostenlos · keine Kreditkarte · jederzeit kündbar
Alle Vergabedetails
Auftraggeber, Lose, Beteiligte, Orte, Unterlagen und Verfahrensdaten sind bereits erfasst. Öffnen Sie einen Bereich, um die vollständigen Angaben im Workspace zu sehen.
6 Datenbereiche verfügbar
30 Tage kostenlos · keine Kreditkarte · jederzeit kündbar
Unterlagen
Freischalten50 Angaben erfasstUnterlagen · Dokumentenpaket
Auftraggeber
Freischalten6 Angaben erfasstAuftraggeber · Anschrift · Kontakt
Lose
Freischalten1 Angabe erfasstLose LOT-0004
Verfahrensdaten
Freischalten6 Angaben erfasstBekanntmachungsnummer · Verfahrensreferenz · Referenz des Auftraggebers · Verfahrensart · +2 weitere
Ausführungsorte
Freischalten3 Angaben erfasstAusführungsorte
Veröffentlichungsstelle
Freischalten3 Angaben erfasstVeröffentlichungsstelle · Anschrift · Kontakt
Ähnliche Bekanntmachungen
10Facilitation and Development of Connexus Project for Leitrim County Council
Leitrim County Council_2136LeitrimThe Programme Delivery Contractor will deliver a coordinated programme of community-based activities across six (6) Leitrim Connected Hubs, ensuring alignment with the objectives, outputs, governance and compliance requirements of the SEUPB‑approved Connexus Programme. Working closely with Leitrim County Council, local hub committees, and partner hubs in Mid and East Antrim Borough Council (MEABC) and Sligo County Council (SCC), the Contractor will support effective planning, delivery and monitoring of programme activities. The role includes programme planning and coordination through the development of annual activity plans, participation in cross‑border planning workshops, and the preparation of hub‑specific action plans responding to local needs and capacity, including advice on ICT requirements and compliant procurement. The Contractor will design and deliver a diverse programme of hub‑based activities focused on digital inclusion, health and wellbeing, social connection, enterprise development, remote working and community governance support. Activities will target older people, marginalised groups and those with low digital confidence, while promoting intergenerational and cross‑community engagement in line with PEACEPLUS values. The Contractor will support cross‑border engagement through study visits, conferences and mentoring initiatives, capture learning outcomes for reporting, and promote hub activities through agreed communications channels. Regular coordination meetings, accurate monitoring, quarterly reporting, full compliance with SEUPB and Council requirements, and a final evaluation report will form core deliverablesEngagement of a Local Implementation Partner in Türkiye for Coordination, Pilot, and Communication Services / Beauftragung eines lokalen Umsetzungspartners in der Türkei für Koordinations-, Pilot- und Kommunikationsleistungen
Technische Universität BerlinBerlinFrist: 02. Sept.Art der Leistung Service - Engagement of a Local Implementation Partner in Türkiye for Coordination, Pilot, and Communication Services / Dienstleistung - Beauftragung eines lokalen Umsetzungspartners in der Türkei für Koordinations-, Pilot- und Kommunikationsleistungen Umfang der Leistung Technische Universität Berlin (TU Berlin, the Contracting Authority/CA) is engaging a local implementation partner in Türkiye for coordination, project, pilot, data collection, and communication services. The procurement covers local coordination and operational support for project activities in Türkiye, in particular co-organizing and carrying out pilot events in Konya and Istanbul, liaising with local transport operators, technical partners, and other relevant stakeholders, supporting data collection and reporting, contributing to communication and dissemination measures, and researching local regulatory, safety-related, and operational requirements for tram and metro systems. The objective of this engagement is to provide expert support for the local implementation of pilot activities in Türkiye during the period from September 2026 to December 2027. / Die Technische Universität Berlin (TU Berlin, die Auftraggeberin/AG) setzt die Beauftragung eines lokalen Umsetzungspartners in der Türkei für Koordinations-, Projekt-, Pilot-, Datenerhebungs- und Kommunikationsleistungen um. Die Beschaffung umfasst die lokale Koordination und operative Unterstützung von Projektaktivitäten in der Türkei, insbesondere die Mitorganisation und Durchführung von Pilotveran- staltungen in Konya und Istanbul, die Abstimmung mit lokalen Verkehrsbetreibern, technischen Partnern und weiteren relevanten Stakeholdern, die Unterstützung bei der Datenerhebung und Berichterstattung, die Mitwirkung an Kommunikations- und Disseminationsmaßnahmen sowie die Recherche zu lokalen regulatorischen, sicherheitsbezogenen und betrieblichen Anforderungen für Straßenbahn- und Metrosysteme. Ziel der Beauftragung ist die fachgerechte Unterstützung der lokalen Umsetzung von Pilotaktivitäten in der Türkei im Zeitraum September 2026 bis Dezember 2027.Global Postal Sustainability Metrics and ESG Analytics Services
International Post CorporationBrussselsFrist: 04. Sept.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 reportGlobal Postal Sustainability Metrics and ESG Analytics Services
International Post CorporationBrussselsFrist: 04. Sept.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 reportProvision of an Independent Impact and Evaluation Study for the NH-LEAD Initiative
Leading Healthcare Providers SkillnetDublinFrist: 05. Aug.Leading Healthcare Providers (LHP) Skillnet is seeking to partner with a suitably qualified organisation to undertake an independent longitudinal impact and evaluation study of the Nursing Home Leadership Education and Development (NH-LEAD) Initiative. Funded by the Department of Health, the NH-LEAD Initiative has been established to strengthen leadership, governance and management capability across Ireland's nursing home sector through the provision of accredited postgraduate education. The purpose of this procurement is to appoint an experienced research organisation to design and deliver a comprehensive mixed-methods evaluation of the initiative over its duration. The successful tenderer will be required to develop an evaluation framework and undertake a longitudinal study incorporating quantitative and qualitative research methods, including surveys, interviews, focus groups, stakeholder consultation, documentary review and other appropriate evaluation approaches. The evaluation should assess the implementation, effectiveness and impact of the initiative at learner, organisational and sectoral levels, providing robust evidence to inform future policy, programme development and investment in leadership education within the long-term residential care sector. Established in January 2008, Leading Healthcare Providers (LHP) Skillnet is a not-for-profit Learning Network co-funded by Skillnet Ireland and our member companies. Skillnet Ireland is funded through the National Training Fund by the Department of Further and Higher Education, Research, Innovation and Science. Of the 70+ Skillnet Ireland Learning Networks, LHP Skillnet is the only Network dedicated exclusively to supporting the private healthcare sector. We do this through the provision of high-quality, sector-led, subsidised training, education, research and workforce development. Skillnet Ireland, on behalf of LHP Skillnet, has been awarded a contract by the Department of Health to deliver the Nursing Home Leadership Education and Development (NH-LEAD) Initiative. The successful tenderer will be responsible for project mobilisation, baseline data collection, ongoing evaluation, interim reporting and a final impact evaluation. The study should examine the extent to which the initiative strengthens leadership capability, supports improvements in governance, quality improvement and regulatory preparedness, and contributes to improved organisational performance, workforce capability and resident outcomes within nursing homes. The evaluation should also identify barriers and enablers to successful implementation and provide practical recommendations to support the future development of the initiative.Monitoring, Evaluation, Learning and Communications support to the GIZ Eastern Caribbean portfolio of projects
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 18. Sept.The services tendered under these Terms of Reference will form part of the new portfolio of six projects, implemented by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) on behalf of the German Ministry for Economic Cooperation and Development (BMZ) with the Caribbean Community (CARICOM) and its 15 member, specifically the following project interventions: (1) Climate-sensitive Circular Economy in the Caribbean; (2) Climate Resilient and Sustainable Energy Supply in the Caribbean; (3) Promoting Regionally Harmonized Approaches to Conservation and Sustainable Use of Biodiversity; (4) Unlocking the Blue Economy Potential of Marine Protected Areas in Small Island Developing States in the Eastern Caribbean; (5) Combating Climate Change with a Specific Training Focus in the Caribbean / Skills for Blue and Green Jobs; and (6) Productive Use of Organic Waste and Sargassum in the Caribbean. All six regional projects started in late 2025 and will run until 2028/2029. The GIZ project office for all new projects is in St. Lucia. The contractor is responsible for providing the following work packages and for achieving the corresponding milestones: Work package 1: Communication strategy development and advice. The aim of work package is to take stock and develop a joint GIZ Caribbean communication strategy, its elements, roles and responsibilities and current planned activities, the existing GIZ project-specific communication strategy elements and plans, and the communication strategies and plans of relevant partners. Work package 2: Development and implementation of communication activities and products. This work package will accelerate the effective dissemination of high-quality project results, providing the internal team with the necessary flexible capacity to scale efforts rapidly while focusing on strategic priorities. Work package 3: Develop a Monitoring and Evaluation framework across the six projects. To strengthen the portfolio"s results-based management system and ensure evidence-based communication and decision-making, the contractor will deploy a Monitoring & Evaluation (M&E) expert to develop, coordinate, and operationalise a harmonised, results-oriented M&E framework across all six projects. Work package 4: Monitoring and evaluation of communication activities. This work package aims to optimise and manage existing and future digital communication activities and channels (developed under work package 2) with a view to have better alignment between the various formats GIZ Eastern Caribbean programmes and projects are using. Work package 5: Capacity development on communication and M&E. In order to integrate the formats developed under work package 2 and 3 into GIZ Eastern Caribbean´s communications and M&E routine and to ensure effective mainstreaming, the contractor shall develop suitable capacity building methods. Capacity building is to be provided for selected communicators and M&E personnel from GIZ Eastern Caribbean as well as other relevant staff and representatives from partner organisations. The contractor will deploy a team of two key experts (on Communication and M&E) and two pools of short-term experts (with a mix of international, regional, senior and junior experience).Support to Defence Innovation and Operational Experimentation Activities, including BraveTech EU Testing and Evaluation Campaigns (Phase 2) - Request for information (RFI)/market survey - Information Session: 3 September 2026
European Defence AgencyRue des Drapiers, 17-23Frist: 26. JuliEDA intends to launch a procurement procedure for a framework service contract covering operational planning, management and execution; technical evaluation support; prize-contest administration; and communication and event services, in support of EDA's defence innovation and operational experimentation activities under the Hub for European Defence Innovation (HEDI). The procurement forms part of the EUDIS BraveTech EU initiative, funded by the EU under the European Defence Fund (EDF) and implemented by EDA under indirect management. Its primary object is the BraveTech EU Testing and Evaluation Campaigns (TECS) (Phase 2), announced on 11 July 2025. Building on the Phase 1 DefTech Forges (European Commission call for tenders EC-DEFIS/2025/OP/0040), Phase 2 comprises 16 Operational Experimentation (OPEX) campaigns in which Phase 1 pre-selected companies test and refine their solutions under operational conditions. Campaigns are governed by a prize-contest mechanism under FR (EU, Euratom) 2024/2509, under which EDA's authorising officer awards prizes of up to EUR 1 000 000 per entity to the best-performing solutions. The contractor(s) shall plan, manage and execute the campaigns on EDA's behalf - including calls for host locations, coordination with host-nation authorities and site operators, logistics, spectrum and safety management, evaluation support, reporting, communication and events, and prize-contest administration - across EU Member States and EDF-associated countries over 2026–2028. The framework contract(s) may also be used to order similar services within the scope and maximum value set out in the procurement documents. The contract is not divided into lots. This notice announces EDA's intention to publish a future call for tenders, an information session for economic operators on 3 September 2026, 10:00–12:00 (CET), and the launch of a market survey (RFI). ++++++++ A. Information Session ( https://forms.office.com/Pages/ResponsePage.aspx?id=X2-UUFRBmkuNd2juNtVUZwsZ5vnJdEJAqruSaWPkOpdUN1VZRTQ2VjZPT1pZQ05QMVRUSkg5MVI4RC4u ) On 3 September 2026, 10:00–12:00 (CET), the European Defence Agency (EDA), through its Hub for European Defence Innovation (HEDI), will hold an Information Session for industry to present the BraveTech EU programme and the Phase 2 procurement approach. The session will cover the procurement strategy and the scope of the forthcoming tender — implementation plan, deliverables, contractual procedures and indicative timeline. The services to be procured cover the operational management of the Operational Experimentation (OPEX) campaigns, including calls for host locations; coordination with host-nation authorities (military or civil) and site operators; logistics and site preparation; spectrum and safety management; technical and operational evaluation support; documentation and reporting; prize-contest administration; and programme communication. The procurement seeks experienced partners to support a large-scale defence technology experimentation programme accelerating the testing, evaluation and operational transition of innovative solutions from European SMEs and start-ups, in response to capability needs identified by EU Member States and Ukraine. More information is provided in Section 2.1.4 "Additional Information" +++++++++++ B. Request for information ( https://ec.europa.eu/eusurvey/runner/Draft_EDA_Survey_on_National_Defence_Testing_Facilities ) In parallel with the Prior Information Notice, EDA is launching a Request for Information (RFI) / Market Survey directed at testing and experimentation centres, ranges, and related facilities established in EU Member States or EDF-associated countries, that may be considered as potential host locations for BraveTech EU OPEX Campaigns under Phase 2. More information is provided in Section 2.1.4 "Additional Information".Monitoring, Evaluation, Learning and Communications support to the GIZ Eastern Caribbean portfolio of projects
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 18. Sept.The services tendered under these Terms of Reference will form part of the new portfolio of six projects, implemented by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) on behalf of the German Ministry for Economic Cooperation and Development (BMZ) with the Caribbean Community (CARICOM) and its 15 member, specifically the following project interventions: (1) Climate-sensitive Circular Economy in the Caribbean; (2) Climate Resilient and Sustainable Energy Supply in the Caribbean; (3) Promoting Regionally Harmonized Approaches to Conservation and Sustainable Use of Biodiversity; (4) Unlocking the Blue Economy Potential of Marine Protected Areas in Small Island Developing States in the Eastern Caribbean; (5) Combating Climate Change with a Specific Training Focus in the Caribbean / Skills for Blue and Green Jobs; and (6) Productive Use of Organic Waste and Sargassum in the Caribbean. All six regional projects started in late 2025 and will run until 2028/2029. The GIZ project office for all new projects is in St. Lucia. The contractor is responsible for providing the following work packages and for achieving the corresponding milestones: Work package 1: Communication strategy development and advice. The aim of work package is to take stock and develop a joint GIZ Caribbean communication strategy, its elements, roles and responsibilities and current planned activities, the existing GIZ project-specific communication strategy elements and plans, and the communication strategies and plans of relevant partners. Work package 2: Development and implementation of communication activities and products. This work package will accelerate the effective dissemination of high-quality project results, providing the internal team with the necessary flexible capacity to scale efforts rapidly while focusing on strategic priorities. Work package 3: Develop a Monitoring and Evaluation framework across the six projects. To strengthen the portfolio"s results-based management system and ensure evidence-based communication and decision-making, the contractor will deploy a Monitoring & Evaluation (M&E) expert to develop, coordinate, and operationalise a harmonised, results-oriented M&E framework across all six projects. Work package 4: Monitoring and evaluation of communication activities. This work package aims to optimise and manage existing and future digital communication activities and channels (developed under work package 2) with a view to have better alignment between the various formats GIZ Eastern Caribbean programmes and projects are using. Work package 5: Capacity development on communication and M&E. In order to integrate the formats developed under work package 2 and 3 into GIZ Eastern Caribbean´s communications and M&E routine and to ensure effective mainstreaming, the contractor shall develop suitable capacity building methods. Capacity building is to be provided for selected communicators and M&E personnel from GIZ Eastern Caribbean as well as other relevant staff and representatives from partner organisations. The contractor will deploy a team of two key experts (on Communication and M&E) and two pools of short-term experts (with a mix of international, regional, senior and junior experience).Conseils techniques et organisationnels pour améliorer la coordination et la promotion de la décentralisation
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 21. Sept.This assignment is part of the implementation of the Promotion of Responsible Governance in Mauritania II (ProGResp II) project, which supports Mauritanian authorities in strengthening local governance and advancing the decentralization process. Mauritania has undertaken an ambitious reform to bring public services closer to citizens, strengthen local government capacities, and promote inclusive and sustainable local development, in line with national priorities and the Sustainable Development Goals. Despite significant institutional progress, decentralization continues to face challenges. Mauritania's vast territory, low population density, climate-related pressures, regional disparities in access to public services, and the presence of refugee populations place considerable demands on local governments. At the same time, their human, technical, and financial capacities remain uneven. Coordination between central institutions, sectoral ministries, regions, and municipalities is also insufficiently structured, while responsibilities and institutional roles are not always clearly defined or effectively implemented. Citizen participation and communication between public institutions and communities remain limited. The Government has strengthened the institutional framework for decentralization, notably through the establishment in 2024 of the Ministry Delegate to the Minister of the Interior in charge of Decentralization and Local Development and the National Council for Decentralization and Local Development (CNDDL). The revision of the National Strategy for Decentralization and Local Development (SNDDL) provides an important framework for consolidating these reforms. Against this background, the ProGResp II project will support the coordinated implementation of decentralization reforms by national and local stakeholders. The assignment will run for 21 months, with a particular focus on strengthening institutional communication, improving stakeholder coordination, and increasing ownership of the decentralization process. The assignment comprises three complementary components: 1. Finalization and implementation of the communication strategy The service provider will support the Ministry in finalizing and operationalizing the existing communication strategy for decentralization and local development. This will include an implementation plan, activity schedule, monitoring and evaluation framework, performance indicators, and a clear institutional communication governance mechanism. Support will also be provided to establish an inter-institutional communication team involving the Ministry, relevant government institutions, local governments, and technical and financial partners. The team will coordinate communication activities, ensure consistency of messages, support national campaigns, and monitor implementation. The assignment will also define target audiences, develop tailored messages and communication tools, and propose a capacity-building programme for communication officers to ensure sustainability. 2. Operational implementation of the communication strategy The service provider will support the implementation of the communication plan through the production of institutional and audiovisual materials, national awareness campaigns, public events, radio and television programmes, and digital content. Particular attention will be given to regional and local communication, including awareness campaigns, citizen dialogue, and strengthened communication capacities of local authorities. Digital communication will be reinforced through the management of digital platforms and social media, regular multimedia content production, and audience engagement monitoring. The assignment will also support permanent dialogue mechanisms between public institutions, local governments, civil society, the media, and citizens through regional forums, participatory workshops, public consultations, community meetings, and digital platforms. These mechanisms will contribute to greater transparency, improved access to information, and stronger citizen ownership of decentralization reforms. 3. Short-term technical assistance A pool of short-term experts will provide targeted technical assistance to the Ministry and project partners throughout implementation. Their support will focus on assessing the implementation of the SNDDL, identifying challenges, formulating recommendations, and supporting its updating in response to the evolving institutional context. Experts may also support national and regional consultations, validation workshops, technical studies, strategic reports, methodological tools, practical guides, capacity-building activities, and the implementation of recommendations arising from evaluations. Their contribution will help ensure the technical quality and sustainability of the reforms and their alignment with national policies and international good practices in territorial governance. Implementation Approach and Expected Results All activities will follow a participatory and inclusive approach, involving central government institutions, local authorities, technical and financial partners, civil society, the media, and community representatives. Particular attention will be given to the participation of women, youth, and vulnerable groups. By the end of the assignment, the Ministry is expected to have an operational communication strategy, strengthened mechanisms for coordinating institutional communication, modern communication and citizen-engagement tools, and an updated and validated SNDDL supported by practical technical recommendations. Overall, the intervention will contribute to stronger coordination among decentralization stakeholders, greater visibility and understanding of ongoing reforms, improved citizen participation, and increased ownership of the decentralization process, thereby supporting more effective and inclusive local governance in Mauritania.Conseils techniques et organisationnels pour améliorer la coordination et la promotion de la décentralisation
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHEschbornFrist: 21. Sept.This assignment is part of the implementation of the Promotion of Responsible Governance in Mauritania II (ProGResp II) project, which supports Mauritanian authorities in strengthening local governance and advancing the decentralization process. Mauritania has undertaken an ambitious reform to bring public services closer to citizens, strengthen local government capacities, and promote inclusive and sustainable local development, in line with national priorities and the Sustainable Development Goals. Despite significant institutional progress, decentralization continues to face challenges. Mauritania's vast territory, low population density, climate-related pressures, regional disparities in access to public services, and the presence of refugee populations place considerable demands on local governments. At the same time, their human, technical, and financial capacities remain uneven. Coordination between central institutions, sectoral ministries, regions, and municipalities is also insufficiently structured, while responsibilities and institutional roles are not always clearly defined or effectively implemented. Citizen participation and communication between public institutions and communities remain limited. The Government has strengthened the institutional framework for decentralization, notably through the establishment in 2024 of the Ministry Delegate to the Minister of the Interior in charge of Decentralization and Local Development and the National Council for Decentralization and Local Development (CNDDL). The revision of the National Strategy for Decentralization and Local Development (SNDDL) provides an important framework for consolidating these reforms. Against this background, the ProGResp II project will support the coordinated implementation of decentralization reforms by national and local stakeholders. The assignment will run for 21 months, with a particular focus on strengthening institutional communication, improving stakeholder coordination, and increasing ownership of the decentralization process. The assignment comprises three complementary components: 1. Finalization and implementation of the communication strategy The service provider will support the Ministry in finalizing and operationalizing the existing communication strategy for decentralization and local development. This will include an implementation plan, activity schedule, monitoring and evaluation framework, performance indicators, and a clear institutional communication governance mechanism. Support will also be provided to establish an inter-institutional communication team involving the Ministry, relevant government institutions, local governments, and technical and financial partners. The team will coordinate communication activities, ensure consistency of messages, support national campaigns, and monitor implementation. The assignment will also define target audiences, develop tailored messages and communication tools, and propose a capacity-building programme for communication officers to ensure sustainability. 2. Operational implementation of the communication strategy The service provider will support the implementation of the communication plan through the production of institutional and audiovisual materials, national awareness campaigns, public events, radio and television programmes, and digital content. Particular attention will be given to regional and local communication, including awareness campaigns, citizen dialogue, and strengthened communication capacities of local authorities. Digital communication will be reinforced through the management of digital platforms and social media, regular multimedia content production, and audience engagement monitoring. The assignment will also support permanent dialogue mechanisms between public institutions, local governments, civil society, the media, and citizens through regional forums, participatory workshops, public consultations, community meetings, and digital platforms. These mechanisms will contribute to greater transparency, improved access to information, and stronger citizen ownership of decentralization reforms. 3. Short-term technical assistance A pool of short-term experts will provide targeted technical assistance to the Ministry and project partners throughout implementation. Their support will focus on assessing the implementation of the SNDDL, identifying challenges, formulating recommendations, and supporting its updating in response to the evolving institutional context. Experts may also support national and regional consultations, validation workshops, technical studies, strategic reports, methodological tools, practical guides, capacity-building activities, and the implementation of recommendations arising from evaluations. Their contribution will help ensure the technical quality and sustainability of the reforms and their alignment with national policies and international good practices in territorial governance. Implementation Approach and Expected Results All activities will follow a participatory and inclusive approach, involving central government institutions, local authorities, technical and financial partners, civil society, the media, and community representatives. Particular attention will be given to the participation of women, youth, and vulnerable groups. By the end of the assignment, the Ministry is expected to have an operational communication strategy, strengthened mechanisms for coordinating institutional communication, modern communication and citizen-engagement tools, and an updated and validated SNDDL supported by practical technical recommendations. Overall, the intervention will contribute to stronger coordination among decentralization stakeholders, greater visibility and understanding of ongoing reforms, improved citizen participation, and increased ownership of the decentralization process, thereby supporting more effective and inclusive local governance in Mauritania.
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 24. August 2026.
- Wer ist der Auftraggeber?
- Der Auftraggeber ist EIT FOOD IVZW.
- 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.