Killefit consult

consultant sourcing and project management

 SME Interventions Ltd. U.K. –  Experts + Projects S.A. CR

Capacity Building for Senior Officials of the State Audit Office of Vietnam

Country/ Location of the position Vietnam
Status/Reference FWC
Agency/Donor EC
Experts E1 Senior State Audit Institution HRD specialist (at least 10 years of experience)
  E2 Junior Human Resource Management expert
Start + duration of project 30/01/2012 – 31/01/2013
Duration of mission E1 87.00 working days
  E2 70.00 working days
Required language E1 – An excellent command of both oral and written English

E2 – Fluent in Vietnamese and an excellent command of both oral and written English

Deadline 25.12.11. Recruitment starts immediately upon publication of this vacancy announcement, posts may be filled already before the indicated application deadline.
ToR Published hereunder
Eligible Nationalities all
Observations Only short listed consultants will be replied to.

Please apply only if you fulfill all requirements for the vacant position

All experts must have at least regional experience

Sending us your application is a commitment and we expect you to be available for the mission you are applying for.

Download EU AID CV template in the 4 main languages  of the EC http://wp.me/p1sHoW-5D
Our web page http://www.killefitconsult.com/beta/

CONTACT

applications@killefitconsult.com

Only short listed consultants will be replied to.

 

If you wish to submit your candidature, please send us:

 

1 – Your up dated and position-adjusted CV in EU AID format, in the language of vacancy and as word.doc detailing qualifications, experience in similar assignments. CVs in other format than EU format will not be evaluated.

2 – The country, no of position/field (s) you will apply for in the subject line of message

3 – Your daily/monthly fee (EUR) without the living allowances.

4 – Your communication details (Mobil, phone, etc.)

 

Suggestions: Please make sure, that the experience requested is also shown “Description” section 14 of your CV. As the selections are very strict and paper based, we request you to prepare your CV in the right format and detail all the relevant experience under the Professional experience table as much as possible. There is no problem if your CV is long, the most important is to prepare so that it describes clearly your experiences relevant to the mission. (Your CV has to sell you!)

Restrictions: In case consultants are short listed, they must be able to provide documentary evidence for educational and professional items in their CVs (copies of diplomas, copies of employers’ reference letters, etc.). Documents that are not available in English have to be accompanied by a faithful translation. This is mandatory requirement for Europe Aid tenders.

DESCRIPTION

 

Profile: Senior State Audit Institution HRD specialist

Categoy of expert             Senior (at least 10 years of experience)

Duration               87.00 working days

 

Requirements      Education            

University degree or higher in economics, accounting, HRD or relevant fields (equivalent qualifications and experience will be considered)

 

General professional experience  

At least 10 years experience in a senior position in a leading State Audit Institution

Public sector human resource development specialist, with deep understanding of HRD issues for senior civil servants

 

Specific professional experience   

Experienced in delivering capacity building programmes and instigating institutional change within public administrations, particularly within a State Audit Institution

Experienced in the implementation of public sector capacity building projects in transition or developing countries, with specific emphasis on State Audit Institutions

Extensive international experience of institutional and capacity assessments within public administration.

Skilled in the design and delivery of tailored training courses for senior public sector officials and “train the trainer” courses in developing or transition countries.

Knowledge of State Audit modernisation experiences and good practice in developing and transition countries is a must.

East Asia and Vietnam experience would be considered an asset

Working knowledge of the practices of State Audit Vietnam or related agencies is an advantage.

 

Language            

An excellent command of both oral and written English

               

Profile: Junior Human Resource Management expert

Categoy of expert             Junior (at least 3 years of experience)

Duration               70.00 working days

 

Requirements      Education            

University degree or equivalent in economics, development management, social sciences, HRD or other relevant fields

 

General experience          

At least three years experience as a HRD expert for public administration 

 

Specific professional experience   

Experience of institutional assessment and identification of capacity and organisational constraints within public administration, particularly in Vietnam.

Experienced in the design and delivery of training modules for Vietnamese civil servants.

Working knowledge of the practices of State Audit Vietnam or related agencies is a must

Skilled in the impact assessment of training

 

Languages          

Fluent in Vietnamese and an excellent command of both oral and written English

               

EC rules applicable to any EC assignment 

• Working days are from Monday to Friday, if not indicated otherwise in the ToR

• Per diem covers all expenses of the expert (local transport, hotel, meals, telecom,

etc) and it is only paid if the expert stay overnight.

• International travel: the EC only reimburse economy class flight tickets

Terms of reference

 

Specific Terms of Reference

 

Managing for change: Capacity building for senior officials of the State Audit Office of Vietnam

 

FWC BENEFICIARIES – LOT 11

EuropeAid/ 2011/ 277830/C/SER/multi

 

  1. 1.     BACKGROUND INFORMATION

The State Audit Office of Vietnam (SAV) is a relatively young organisation, first established in 1994 as a Government Agency under the Prime Minister. It became an independent agency reporting to the National Assembly through enactment of the State Audit Law, from 1 January 2006. The State Audit Law provided a clearer legal basis for SAV operations including the validity of audit reports, clear responsibilities to send and provide such reports, and the public disclosure of audit results.

 

After nearly five years of implementation of the State Audit Law, audit work has been enhanced both in terms of audit scale and audit quality, and audit conclusions and recommendations are now implemented more effectively. The results of SAV’s work are increasingly used in management, execution, oversight, approval and decision of financial and budget issues and in improving policies and laws. However, despite the considerable progress made by SAV, further modernisation is needed in order to ensure that SAV perform legislative oversight of the state budget in full accordance with its mandate.

 

Recognising its weaknesses, SAV is making efforts to set out directions for future development. In April 2010 the National Assembly Standing Committee approved SAV’s Development Strategy to the year 2020 which is aimed at addressing these shortcomings. SAV’s core values for development are set out in the document, namely enhanced transparency, quality, effectiveness, and a continuing increase in value added from the results of SAV work.

 

To ensure successful delivery of the ten year Strategy, SAV finalised in December 2010 a Development Action Plan (DAP) with financial support of DFID and technical assistance of the British National Audit Office. This plan specifies the desired outputs, priorities, timescale, resources and activities needed for the next five years to 2015 and an indication of what will need to be done in the period 2016-2020. There are five pillars to the DAP, namely:

  • Enhancing the legal framework for SAV’s organization and operation;
  • Developing the organizational structure and effective management of human resources;
  • Augmenting audit quality through the introduction of strategic audit planning, the modernization of audit methodology, and the efficient management of audit activities;
  • Improving the use of information technology; and
  • Developing SAV’s external relations and enhancing communication.

 

In 2011, an independent assessment of the development needs of SAV the State Audit was jointly commissioned by DFID and SECO.  The team carried out their assessment of the five pillars of the DAP, analysing how SAV currently performs against international standards and good practice, notably, those standards set out by the International Organisation of Supreme Audit Institutions (INTOSAI). The assessors concluded that the DAP represented an excellent roadmap which, although challenging, is achievable with appropriate and sustained financial and technical support as well as strong leadership within SAV itself.

 

The independent assessment emphasises that for SAV to succeed in the implementation of the DAP, high priority needs to be given to the development of a change management and leadership training programme for senior SAV officials. Improvements in technical capacity and management skills will have the double effect of improving the quality of SAV’s output and managers’ ability to motivate and manage and hence retain their professional audit staff. As such, training should ideally be focused on encouraging and teaching managers the skills necessary to manage and motivate a workforce where innovation, individual responsibility and accountability, and hard work are fairly rewarded. This change of management culture is essential to success in achieving SAV’s long-term goals.

 

  1. 2.     DESCRIPTION OF THE ASSIGNEMENT

2.1.      Global and specific objectives of the assignment

  • Global objective

The global aim of the assignment is to strengthen legislative oversight over the state budget in Vietnam by enhancing the performance of the State Audit Office (SAV).

 

  • Specific objective(s)

More specifically, the purpose of the assignment is to strengthen the human capacity of SAV to effectively implement the Development Action Plan and bring about the necessary changes in the five core pillars of the DAP in order to lead to an improved overall performance of SAV.

 

Firstly, the consultants will design and deliver a tailored training course for senior SAV officials. Secondly, the capacity of SAV’s Human Resource Department and Training Division will be strengthened by creating a pool of skilled trainers which will be able to provide further training to senior management and staff within SAV after the end of the project.

 

2.2.      Requested Service

The services will be provided in two phases. The decision on whether to proceed to the second phase will only be taken by the European Commission, in conjunction with SAV, at the end of the first phase. If it is decided not to proceed to the second phase, the services will be limited to those requested in the first phase.

 

First phase:

  • To work with SAV’s Human Resource Department and Training Division to assess managerial capacity within State Audit of Vietnam to instigate organisational change management and implement the DAP;
  • To work with SAV’s Human Resource Department and Training Division to carry out a training needs assessment of senior and middle managers at both central and regional offices;
  • On the basis of the training needs assessment, to design a tailored training plan for up to 50 senior SAV officials (division level and above) from the central and regional offices, as well as a plan to train future trainers;

 

Second phase

  • To organise and deliver tailor-made training courses for up to 50 senior officials from the central and regional offices;
  • To identify and train a pool of 5-6 skilled trainers which will be able to provide further training to senior management and staff in SAV after the end of the project. This “training of trainers” will complement the planned training modules for senior officials.
  • To work with SAV’s Human Resource Department and Training Division in order to develop a curriculum for future training of senior officials, and to provide assistance to the Training Division in the formulation of their own training manuals and textbooks.
  • To provide methodological advice to SAV officials on specific issues as requested.

 

2.3.      Required outputs

First phase

  • A report outlining the training needs of senior SAV management to implement the DAP
  • A proposed detailed plan for the training courses, including the proposed organisation of the training and the description of the training material;

 

Second phase

  • Prepare training materials with an emphasis on international good managerial practice in State Audit institutions;
  • Organisation and delivery of training courses at periodic intervals throughout 2012, and the preparation of “homework assignments” for the intervening periods. Indicatively, training courses will take place in each quarter of 2012 ;
  • Prepare regular reports on the training provided to SAV staff, including analysis of feedback from the participants and performance assessment;
  • Organisation and delivery of “train the trainer” courses for selected SAV staff, and the development of appropriate learning materials to assist the trainers to independently design and conduct training curricula and courses for senior management in future.
  • A training handbook for future SAV trainers, focusing on methods and tools related to the identification, design and delivery of tailored training courses for senior management and staff.
  • Disseminate certificates for those participants who fully completed the respective training activities (i.e. senior officials and future trainers)
  • Produce a final report on the activities undertaken during the assignment. This report should include an analysis and measurement of improved capacity and impact of the training activities

 

 

2.4.      Technical and Financial Offer

In accordance with the terms and conditions of FWC Beneficiaries global terms of reference, the contractor will provide the following documents as part of the technical and financial offer:

 

  • The CVs of the proposed team;
  • Statements of exclusivity and availability;
  • A proposed budget;

 

In addition, the contractors will provide a short assignment methodology as part of the technical offer. This note, which should be limited to a maximum of 6 A4 pages, should demonstrate an understanding of the TOR, and outline the proposed methodology for the assignment including a tentative outline of proposed training modules.

 

The technical and financial offers will be submitted in English.

 

  1. 3.     EXPERTS PROFILE

3.1.      Composition of the Team

3.1.1.  Profiles

The assignment will be conducted by two consultants with excellent training skills, whose combined expertise of public administration change management, human resource development, good managerial practice in State Audit institutions, and knowledge of the Vietnamese context will enable them to develop a tailored training programme for both senior SAV officials and the selected future trainers. The team will be comprised of:

 

  • Senior Human Resource Development specialist and trainer (Category 1): 87 days
  • Junior Human Resource Development specialist and trainer (Category 2): 70 days

 

  • Team Leader: Senior State Audit Institution HRD specialist
Education
  • University degree or higher in economics, accounting, HRD or relevant fields (equivalent qualifications and experience will be considered)
General professional experience
  • At least 10 years experience in a senior position in a leading State Audit Institution
  • Public sector human resource development specialist, with deep understanding of HRD issues for senior civil servants
Specific professional experience
  • Experienced in delivering capacity building programmes and instigating institutional change within public administrations, particularly within a State Audit Institution
  • Experienced in the implementation of public sector capacity building projects in transition or developing countries, with specific emphasis on State Audit Institutions
  • Extensive international experience of institutional and capacity assessments within public administration.
  • Skilled in the design and delivery of tailored training courses for senior public sector officials and “train the trainer” courses in developing or transition countries.
  • Knowledge of State Audit modernisation experiences and good practice in developing and transition countries is a must.
  • East Asia and Vietnam experience would be considered an asset
  •  Working knowledge of the practices of State Audit Vietnam or related agencies is an advantage.
Language
  • An excellent command of both oral and written English

 

  • Team Member: Junior Human Resource Management expert
Education
  • University degree or equivalent in economics, development management, social sciences, HRD or other relevant fields
General experience
  • At least three years experience as a HRD expert for public administration
Specific professional experience
  • Experience of institutional assessment and identification of capacity and organisational constraints within public administration, particularly in Vietnam.
  • Experienced in the design and delivery of training modules for Vietnamese civil servants.
  • Working knowledge of the practices of State Audit Vietnam or related agencies is a must
  • Skilled in the impact assessment of training
Languages
  • Fluent in Vietnamese and an excellent command of both oral and written English

 

3.1.2.  Input         

The total required input is 157 working days. The allocation of working days is foreseen as follows:

 

 

First phase

Second phase

Total

 

 

Senior management training

Train the trainers

Home based preparation

Reporting

Team Leader

17

30

25

10

5

87

Key Expert 2

15

25

20

10

0

70

 

Note: A day of international travel between home base and mission base is considered as a working day even when falling on a week-end or an official holiday.

 

  1. 4.     LOCATION AND DURATION

4.1.      Starting Date of the assignment

The Commission signature date will mark the start of the contract.

 

The first field mission for the training needs assessment is expected to start on the 30th January 2012. The mission will start with a briefing at the EU Delegation in Hanoi.

 

4.2.      Finishing date of the assignment

The assignment is expected to last no longer than 12 months from the date of the first mission to Vietnam.

 

The assignment should be concluded before 30th January 2013 at the latest.

 

4.3.      Location

The training needs assessment and the delivery of training activities will take place in Vietnam.

 

The main location of training activities will be Hanoi. During the training needs assessment the team should explore the possibility of organising residential courses at various locations in Vietnam. The aim of regional residential courses is to ensure the full and active involvement of participants during the training sessions and to facilitate the participation of senior officials from regional offices. A provision for the organisation of training courses is foreseen under the reimbursable budget heading.

 

Preparatory work for the training seminars and reporting work may take place at home base.

 

4.4.      Planning : Phases and Activities

The assignment is to be split into two phases, namely:

 

  • First phase (Training Needs Assessment):
    • 15 working days in February 2012
    • Second Phase (Delivery of training):
      • 25 working days of training modules are to be delivered to senior officials at appropriate periodic intervals over the course of 2012
      • 20 working days of capacity building to trainers is to be provided at periodic intervals in 2012

 

The decision on whether to proceed to the second phase will only be taken by the European Commission at the end of the first phase. If it is decided not to proceed to the second phase, the services will be limited to those requested in the first phase.

 

First phase

Before embarking on the training programme it is important that a training needs analysis is carried out in order to ensure that the training is focused and effective. The aim of this phase will be to work with the Human Resource Department of SAV to carry out the assessment and identify critical areas for intervention, assess and prioritize competency gaps and needs, assess absorption capacity, define training topics and identify the optimal training methods.  In close co-operation with SAV, the team will also need to define the selection criteria for participation in the training.

 

The team will therefore need to measure the current level of individual competences as well as organizational development and then compare it with the planned or desired level outlined in the DAP. The starting point will be a review of the available documentation and previous work carried out by international development partners, including the independent assessment of SAV’s development needs (see background information above). The team are also encouraged to assess capacity at both the Hanoi HQ of SAV and at two or more SAV regional offices outside Hanoi.

 

Due attention should also be paid to previous and ongoing and training and development activities within SAV, evaluating the type and methodology of previous training, and the perceived efficacy of such training.

 

At the end of the first phase, the team will provide a report in two sections: a first section detailing the outcomes of the capacity assessment and training needs assessment; a second section outlining the proposed detailed training plan for the second phase of the assignment. Consideration may be given to complimentary training actions and activities which may be funded separately.

 

Second Phase

Training modules & training materials for senior officials

On the basis of the Training Needs Assessment the team will need to design targeted training modules and develop appropriate training materials.

 

Training should be focused on encouraging and teaching managers the practical skills necessary to manage and motivate a growing workforce in a more and more challenging environment. This change of management culture is considered to be essential to success in achieving SAV’s long-term goals. Considering the key skills and competences of growing importance to senior civil servants worldwide, some thematic areas which may merit consideration include:

  • Networking and collaborative skills
  • Strategic thinking and analysis
  • Commissioning projects and contract design
  • Negotiation and consultation skills
  • Project management and change management skills
  • Human Resource Development and People management
  • Communication skills
  • Knowledge management
  • Focusing on delivery
  • Quality Management Principles

 

The training materials will be need to be user-friendly and tailored to the specific needs of SAV senior officials. The training materials are to be developed on a modular basis. It is encouraged that learning materials contain case studies relevant to SAV, practical examples, problem-solving exercises, topics for discussion and detail after-class reading material.

 

Delivery of training also needs to be examined. The current practice of large classes involving 30+ trainees is not considered an effective as a way of learning the kind of practical technical skills that SAV senior managers will require. Therefore, designing training modules with an emphasis on practical skills and dividing participants into smaller groups is strongly encouraged.

 

Modular training courses should be planned at periodic intervals during 2012. Up to five modular sessions courses are foreseen, with each module indicatively lasting 2.5 days. In this respect, the team would be foreseen to be in country for five working days at a time, in order to deliver one training module to each group of 25 officials. It is anticipated that the training modules should take place every three months over the course of 2012, with the initial two modules being delivered consecutively in March 2012. Given the busy schedules of senior SAV officials, the exact date and location of the remaining training modules should be made in full agreement with SAV. In the interim periods, due consideration may be given to “homework assignments” for participants.

 

At the end of each course, the team will provide the EU Delegation with training evaluation reports detailing the activities undertaken, as well as an assessment of the performance of participants and their reaction to the training (e.g. feedback forms). The training evaluation will be helpful to assess the extent to which the objectives of the project have been achieved.

 

Certificates are to be awarded to those participants who complete the course.

 

Training modules & handbook for future trainers (Train the Trainers)

In order to ensure the sustainability of the project, the team will work with SAV’s HRD Department and Training Division to ensure that they are able to provide the required levels of training services and support to senior officials beyond the foreseen end date of the project. This will be done by identifying and educating a pool of skilled trainers which will subsequently be able to identify, design and deliver future training to senior management and staff within SAV.

 

The main objective of the “train the trainer” courses will be to instruct trainers who upon course completion will be able to demonstrate the following essential trainer competencies:

  • Identify needs for senior management training.
  • Provide high-quality training in terms of content and methodology to convey specialised knowledge to senior management and staff of SAV.
  • Independently design and conduct training courses for senior management and staff of SAV.
  • Employ modern training methods, resources and tools, independently develop them further and adjust them to the requirements at hand.
  • Identify further topics for training courses and design training plans for them.

 

It is important to ensure that training of trainers will be practical and relevant to the issues likely to be faced by them in future. Therefore, the consultants should employ an appropriate blend of training delivery methods and techniques, including on-the-job training and more traditional learning activities.

 

In order to minimise travel time and cost, working sessions and training activities for the future trainers within SAV should be foreseen immediately before or after the training modules for senior officials.

 

By the end of the project, a training handbook for future SAV trainers should be completed in conjunction with the HR Department and Training Division of SAV (In English and Vietnamese). The handbook should focus on methods and tools related to the identification, design and delivery of tailored training courses for senior management and staff.

 

Organisation of training sessions

The contractor should include a provision of EUR 30,000 under the reimbursable budget line for the organisation and implementation of up to five modular training sessions in Vietnam.

 

For the organisation of training courses, the following expense items may be considered as reimbursable expenditures:

  • Booking of suitable venue (in the event that SAV are unable to provide appropriate facilities), and in accordance with EU-UN cost norms;
  • Consecutive interpretation during the training sessions only (in the event that SAV are unable to provide appropriate resources)[1];
  • Printing and distribution of training documentation and materials.
  • Translating training documentation and materials.

 

Provision for translation and other eligible costs should be made in accordance with the UN-EU guidelines for financing of local costs version 2009.

 

The contractor shall also examine the feasibility of organising residential training courses outside Hanoi while respecting the budget constraints. The advantage of regional residential training courses is to ensure the full and active involvement of participants throughout the training sessions and to facilitate the participation of senior officials from regional offices. Where such training courses are foreseen, expenses for transportation, accommodation and food for participants will be considered as reimbursable under this budget heading.

 

A clear plan for the organisation of training courses and for the consumption of the reimbursable budget line will need to be presented in the first phase report. This plan will need to be approved by the EU Delegation and SAV in order to ensure that the training locations and the timing of activities are suitable for senior officials of SAV.

 

Indicative timetable

A tentative outline for the delivery of services is outlined below. The meetings and dates mentioned in the following section may be changed with the agreement of all concerned.

 

First Phase

  • Indicative starting date of activities: 30th January 2012
  • Indicative end date of activities: 17th February 2012

 

Second Phase

  • Indicative starting date of activities: 12th March 2012
  • Indicative end date of activities: 31st January 2013

 

  • Total duration of the assignment: The estimated duration of the project is 400 calendar days.

 

Phases and Stages

Location

Dates

Activities

First  phase Hanoi and regional offices February 2012 Initial stakeholder meetings with SAV officials, training needs assessment and draft training plan. Submission of two reports (assessment and proposed training plan)
Second Phase      
Preparation Home base February 2012 Preparation of training materials
Training phase Region March 2012 Delivery of training modules 1 and 2
  Hanoi Q2 2012 Delivery of 3rd training module and training of trainers
  HCMC Q3 2012 Delivery of 4th training module and training of trainers
  Hanoi Q4 2012 Delivery of 5th training module, training of trainers, and outline of post-project training plan
Reporting Hanoi

Home base

After missions

December 2012

Submission of training reports

Submission of final report

Conclusion Home base January 2013 Approval of the final report

 

 

  1. 5.     ADMINISTRATIVE INFORMATION

5.1.      Reporting  Arrangements

A number of reporting deliverables are foreseen, namely:

 

First Phase

A report detailing the findings of the first mission, and including a training needs assessment and a detailed plan for the training courses is to be submitted to the EU Delegation at the end of the first phase (In English and Vietnamese – electronic version only). The draft report will be presented orally to the EU Delegation and SAV in a meeting at the end of the first phase. This report will need to be validated by the EU Delegation and SAV before proceeding to the second phase. No more than 30 days should be allowed for comments on the inception report.

 

Second phase

Regular reports on the training modules provided to SAV staff are to be provided to the EU Delegation after each training mission (In English and Vietnamese – electronic version only). The reports should outline the activities undertaken, list the participants, assess the performance/involvement of participants and include analysis of feedback and comments from the participants. Training materials are to be included in Annex to the Report.

 

A training handbook for future SAV trainers should be completed in conjunction with the HR Department and Training Division of SAV (In English and Vietnamese). The handbook should focus on methods and tools related to the identification, design and delivery of tailored training courses for senior management and staff.

 

A draft final report on the activities undertaken during the assignment is to be presented to the EU Delegation prior to the conclusion of the final training module. The format of the report will adhere to the EU guidelines for reporting. The report should include:

  • An executive summary;
  • An introduction and background to the assignment;
  • An elaboration of the training needs assessment and the training methodology applied;
  • An overview of the training activities undertaken
  • An analysis of the performance of the participants
  • An analysis of the feedback provided by participants
  • An overall analysis and measurement of improved capacity and impact of the training activities
  • An overview of the conclusions and lessons learned form the assignment, addressing both results and process
  • Recommendations for follow up activities, including further training and capacity development for senior SAV staff

 

The final report will be submitted electronically to the EUD, along with three hard copies of the report in English and Vietnamese respectively. A CD-Rom with the final report and annexes has to be added.

 

5.2.      Working language(s):

  • All outputs/reports will be in English and Vietnamese, unless specified otherwise.
  • Training materials are to be prepared in English and Vietnamese.
  • All consultations/meetings with government officials may be in English or Vietnamese. Interpretation during meetings with government officials will not be provided by the EU Delegation and if needed has to be foreseen in the budget.
  • The contractor will ensure high-quality interpretation support at all times during the training sessions.

 

5.3.      Reimbursable expenses

Eligible reimbursable expenses include:

  • International flights from home base to Vietnam (up to a maximum of six field missions should be foreseen).
  • A daily per diem allowance
  • A provision of EUR 1,500 for local inter-city transport for the team. This will enable the experts to visit a regional office during the training needs assessment and to travel to training courses held outside Hanoi. Transport costs within cities are not considered to be reimbursable expenditures.
  • A provision of EUR 30,000 should be included for the organisation of training courses (see above).

 

5.4.      Backstopping and the Provision of Ser vices

The contractor will ensure sufficient backstopping support in order to allow the experts to focus on their core activities.

 

In view of the logistical work necessary in organising the training courses in Vietnam as well as travel and accommodation arrangements for participants (where necessary), contractors are strongly encouraged to engage with local service providers. Service providers / suppliers for Reimbursable items are not sub-contractors, provided the service/supply is their formal commercial activity. When it is not the case and they re-invoice to the framework contractor services / supplies provided by others, it is considered as sub-contracting. Any subcontracting (i.e. implementation by a firm other than the framework contractor) within the specific assignment must be indicated in the offer.

 

5.5.      Important Remarks

  • During all contacts with the Government of Vietnam, or any other institution, the consultants will clearly identify themselves as independent consultants and not as official representatives of the European Union Delegation or other donors.
  • All reports shall clearly contain the following disclaimer: “This report was prepared with the financial support of the European Commission. The opinions expressed are those of the authors and not necessarily those of the European Commission.”
  • All document, reports, or other material acquired during the mission and relevant to EU-Vietnam relations will be submitted to the Delegation at the end of the mission
  • Prior to the commencement of the mission, the experts should obtain, where necessary, appropriate visas for entering Vietnam. The Delegation in Hanoi can assist the experts for this purpose. The visa cost is reimbursed on the basis of a receipt delivered by the embassy (or agency in charge).
  • No provision is foreseen for renting office space in Hanoi. Office-related fees have to be arranged directly by the contractor, in accordance with the terms and conditions of FWC Beneficiaries global terms of reference, and will not be provided by the EUD.

 

 

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[1] A provision for interpretation during meetings, if needed, is to be foreseen under expert fees.