Women and girls impact study - British Council...Strategic Vision for Women and Girls, DFID - a...

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OCTOBER 2015 ITT – WOMEN AND GIRLS IMPACT STUDY

Invitation to Tender (ITT)

For: Women and girls impact study

ITT posted: 13 October 2015

Apply by: 1 November 2015 at 12pm GMT

Start date: November 2015

End date: 31 March 2015 (TBC)

Location: Various destinations across Sub-Saharan Africa in the first instance, with the

view to extending the study to Middle East & North Africa and South Asia.

About the opportunity

The British Council seeks consultant/s or a service provider to help qualify and understand better

the impact its work is having on the lives on women and girls in three focus regions: Sub-Saharan

Africa, South Asia and Middle East & North Africa. This will be undertaken within the context of

our role in cultural relations. The selected provider will also recommend how we can improve on

our existing offer in this area.

1 Overview of the British Council

1.1 The British Council is the United Kingdom’s international organisation for cultural relations

and educational opportunities. The British Council exists to promote a ‘friendly knowledge and

understanding’ between the people of the UK and worldwide. Its purpose is to build engagement

and trust for the UK through the exchange of knowledge and ideas between people worldwide.

1.2 We work in over 110 countries, connecting millions of people with the United Kingdom

through programmes and services in the English language, the Arts, Education and Society. We

believe these are the most effective means of engaging with others, and we have been doing this

work since 1934.

1.3 Our work in English aims to bring high quality language materials to every learner and

teacher who wants them. In developing and post-conflict countries we teach English and train

teachers through radio, web and TV broadcasts. We offer over three million UK examinations

worldwide, helping people gain access to trusted qualifications to support their career and study

prospects.

1.4 Our work in Education and Society helps transform national education systems, build more

inclusive and open societies and increase young people’s opportunities. We encourage


international students to come and study in the UK, and British students to experience life

abroad. We bring schools around the world together so young people and teachers from

different countries can share with and learn from each other.

1.5 Our work in the Arts involves the very best British and international artistic talent. We help

increase audiences for international work in the UK and for UK work globally. We bring artists

together and support the development of skills and policy in the arts and creative industries.

Through this work we ensure that culture in its broadest sense plays a vital role in connecting

with and understanding each other.

1.6 In these ways, the British Council builds links between UK people and institutions and

those around the world, helping to create trust and lay foundations for prosperity and security

globally.

2 Introduction and Background to the Project

2.1 Education and Society

The Education and Society Strategic Business Unit (SBU) is one of three SBUs in the British

Council (the others are Arts and English & Examinations). By 2015, Education and Society (E&S)

will be working with over 230 million people worldwide.

2.2 Society Strategy

2.2.1 Our work in Society promotes UK values and helps to build a safer and more prosperous

world. We do that that by focusing on four inter-related platforms:

advancing justice and the rule of law

strengthening civil society and governance

promoting social enterprise

supporting the empowerment of girls and women

2.2.2 Our approach builds on and reinforces trust and relationships between leaders and

influencers in the UK and other countries. We work in partnership with people, their institutions

for culture, education and civil society and their governments, building long-term relationships to

support the delivery of sustainable development programmes.

2.3 Empowering Women and Girls – the development context

2.3.1 The focus on gender equality and empowering women and girls is commanding

unprecedented attention from international organisations and aid donors. For example, UN

Women was created as a distinct entity in 2011 dedicated to women’s empowerment. The World

Bank issued an influential World Development Report in 2012 on Gender Equality and

Development. The EU has made strong policy commitments which include: equality in

participation in economic, civil and social life; combat violence and discrimination against women

and girls; changes in attitude and behaviour to attain gender equality. Most other bilateral

Education and Society Vision 2020

Our vision for 2020 is a secure, inclusive and prosperous world where people have opportunities to broaden their horizons and

build sustainable futures.


donors have clearly stated gender objectives. There is also a self-standing Sustainable

Development Goal (SDG) on gender equality and empowerment.

SDG Goal 5: Achieve Gender Equality and Empower all Women and Girls

5.1: end all forms of discrimination against all women and girls everywhere

5.2: eliminate all forms of violence against all women and girls in public and private spheres,

including trafficking and sexual and other types of exploitation

5.3: eliminate all harmful practices, such as child, early and forced marriage and female genital

mutilation

5.5: ensure women’s full and effective participation and equal opportunities for leadership at all

levels of decision-making in political, economic, and public life

2.3.2 The UK government has also taken a strong policy position on achieving gender equality

and supporting the empowerment of women and girls both in the UK and internationally. Key

policy commitments include:

A Call to End Violence Against Women and Girls, Home Office – a joined up approach to

end violence including co-ordination and actions by the justice sector, police, education,

civil society.

Strategic Vision for Women and Girls, DFID - a holistic approach, which puts women and

girls at the heart of the development process.

Preventing Sexual Violence Initiative, FCO/Stabilisation Unit.

2.3.3 Furthermore, the requirement to consider the impact of planned development assistance

on “reducing inequality between persons of a different gender” was enshrined in law in 2014,

through the International Development Act.

2.4 British Council’s approach

2.4.1 The British Council works to empower women and girls and to achieve the overall goal of

increasing gender equality as part of our remit to build long-term trust and opportunity for the

mutual benefit of the people of the UK and the countries we work in. Issues of equality and

diversity are an important part of our work in cultural relations, and we have adopted a strategy

of embedding them in everything we do through our Equality, Diversity and Inclusion (EDI) policy.

Our Cultural Relations approach, based on deep understanding of the context, building trust and

working in collaboration and partnership, is outlined below (more information in Annex 2):

We work to develop a deep understanding of the local context including the culturally

determined gender roles and social norms, shaped by national and local culture, which limit the

opportunities for women and girls. This is important for developing interventions that have an

impact particularly for women and girls.

Building trust is central to our approach, which draws on the position we have gained over 80

years through our diverse work in over 100 countries, enabling us to broker relationships

between different stakeholders including government and civil society. This position of trust

enables us to work on some challenging issues including violence against women and girls

(VAWG), and women’s political participation.


Effective collaboration and partnership working to address gender inequality and to empower

women and girls is central to our approach to meeting global commitments to equality and

human rights. We work to develop collaboration between different partners locally and

internationally to address gender inequality and to empower women and girls. We work with

networks and partners at all levels of society, we support the implementation of positive change;

we broker innovative partnerships and bring people from different backgrounds together to

discuss issues of shared interest. Working with actors within the state, civil society and the

private sector, we identify agents of change and to build coalitions around shared interests.

Worldwide, we have designed and delivered programmes for the EU, DFID, SIDA and the Qatar

Foundation, among others.

2.4.2 Although our programmes and projects differ in theme and approaches across the world,

we work to seek the following broad outcomes:

A supportive policy environment – for enabling gender equality and women’s

empowerment. This means that both the legislation is in place to support gender equality

and that there is potential for this to be put into practice. Often this means working

directly with policy makers, but also creating partnerships with civil society and the

private sector to influence the policy process.

Better access to opportunities and resources. – The norms, behaviours and

assumptions that underlie all institutions often unfairly constrain women and girls, and

limit and shape the opportunities and choices that are available to them. Institutions and

services providers need to be more responsive to the diverse needs of women and girls.

This involves working on internal processes of how women and girls are represented and

involved in decision-making but also how the needs and priorities of women and girls are

met through the provision of public goods, services and information enabling greater

access and opportunity for women.

Strengthening women’s individual and collective power. – Supporting women’s

awareness, confidence and ability to change and improve their own lives is an important

element of empowerment. This includes both working with women and women’s

organisations as well as influencing and building alliances with other stakeholders from

government, the private sector and civil society.

Addressing the attitudes of men and women and cultural and social norms that

disempower women and girls. – These are important as they shape the opportunities and

limits of what women and girls are able to do. Attitudes and social norms, however, are

not fixed and change according to different influences. This means that exploring gender

roles and the relationship between men and women needs to be working towards

changes that create a more supportive environment for empowering women and girls and

greater gender equality.

2.4.3 More information on our approach to women and girls can be found in Annex 4.

2.5 Our portfolio

2.5.1 At present the British Council’s women and girls empowerment portfolio consists of

interventions where the primary target is focused on the empowerment of women and girls. This

includes two established lines of work in the Middle East & North Africa region (Springboard and

Women Participating in Public Life) that have been adopted in various countries to support

women in politics and public life. There is also some work underway on tackling violence against


women in Egypt, Kenya and other countries as well as some programmes to support women

social entrepreneurs in East and South Asia.

2.5.2 Addressing gender inequalities and empowering women and girls has also featured across

all areas of the British Council’s programming over the past two decades and has been

embedded into a range of interventions, including some large-scale donor funded programmes.

This means that our impact on women and girls is embedded in much of our work. Relevant

programmes are listed in Annex 3.

2.6 Geographical priorities

2.6.1 Based on a recent planning exercise, the key regions which have identified empowerment

of women and girls as a priority are:

Sub-Saharan Africa

Middle East and North Africa

South Asia

2.6.2 For most regions, there are specific countries within the region that want to address

empowerment of women and girls. However, this is cross cutting for Sub-Saharan Africa, and

therefore relevant for all countries. There is also an emerging portfolio and pipeline of

programmes in the Pacific and Americas, although those regions will not be included in this

assignment.

The purpose and scope of this ITT and supporting documents is to explain in further detail the

requirements of the British Council and the procurement process for submitting a tender proposal.

3 Specification

3.1 About the assignment

3.1.1 The purpose of this assignment is to assist the British Council to qualify and understand

better the impact our work is having on the lives of women and girls, and to recommend how we

can improve on our existing offer. This will be through the identification of gaps, opportunities

and our strengths in this area.

3.1.2 This assignment is intended to enable the British Council to examine the reach of our work

and the impact it has for women and girls. The assignment is also intended to guide our approach

to further strengthen the positive impact of our work for women and girls over the next 5 years

(to 2020).

3.1.3 Potential suppliers should be aware that this is not an evaluation of a development actor

or international organisation. This is rather an examination of the coherence, value and impact of

the work of a multi-dimensional international organisation with a cultural relations mandate in the

area of women and girls empowerment. Guidance around our Cultural Relations approach can be

found in Annex 2.

3.2 Key questions

3.2.1 Key questions to be addressed include but are not limited to the following:


Good practice

What evidence is there of the British Council’s impact on the empowerment of women and

girls?

What evidence is there that the British Council’s Cultural Relations approach enables us to

work in this area? And how consistently is this being followed?

To what extent does the current portfolio address the four outcomes for women and girls

that have been identified for our work?

What do stakeholders and participants identify as key strengths of the British Council’s

work on empowering women and girls?

Gaps and opportunities

Where could there be improvements to achieving impact for women and girls?

Are there any gaps or opportunities that have been missed within our portfolio to deliver

impact for women and girls?

What is the relevance of our portfolio within the overall context and to other players in the

field? How we are similar and/or different? Do we complement or replicate work by other

international players?

How could the British Council’s Cultural Relations approach be employed more

effectively?

Future planning

Which areas are of focus, e.g. political participation, leadership, economic empowerment,

entrepreneurship, addressing VAWG etc. would have greater traction with our

stakeholders?

How should British Council strengthen its offer in this area moving forward, taking into

account current gaps, opportunities, strengths, feedback from key stakeholders and the

development environment?

3.2.2 Part of the role of the Consultant/s will be to test and refine these questions with key

internal stakeholders and the Project Manager, ensuring they are relevant to the operating

environment. For example, additional questions may be added for specific countries.

3.3 Methodology

The assignment will initially focus on Sub-Saharan Africa (SSA) – Phases 1 and 3. However, we

also plan to continue the research in other regions following the same process as outlined below.

3.3.1 Phase 1

The Consultant/s will be expected to review a representative sample of our current and recent

portfolio of work, including reports, reviews, evaluations, case studies, etc. from the period 2010

to 2015. The Consultant/s will be expected to speak to a wide range of stakeholders with

interests in our work, including, but not limited to in-country project teams, project participants,

customers and clients, and other direct and indirect stakeholders. A selected inventory of our

work can be found in Annex 3, and documents will be made available to the successful bidder.

We encourage bidders to focus on a mix of large- and small-scale interventions. For reference,

our ‘priority countries’ for Society work in SSA are Nigeria, Ethiopia, Sudan, South Sudan, Kenya

and Uganda.


Projects and programmes under consideration are at different stages of their life cycle and whilst

an Impact Evaluation approach may be conceptually desirable, the Consultant/s will need to be

mindful that it may not be appropriate. The Consultant’s brief is to identify and present

achievements, coherent themes and recommendations across a very broad spectrum of activity.

3.3.2 Phase 2 (TO BE CONFIRMED)

Phase 1 repeated for MENA and South Asia. The focus countries in MENA for this study are likely

to be Egypt and Lebanon (TBC). Focus countries for South Asia are to be determined.

3.3.3 Phase 3

On the basis of understanding the contribution that the British Council’s work in women and girls’

empowerment has delivered in key regions, the Consultant/s will support the British Council to

identify a clear niche for its future engagement, taking into account our cultural relations

mandate, our skills and experience to date (the Consultant/s should examine the relevance of the

British Council’s programme offer across the three regions) and the requirements and demand

from the marketplace, potential to adapt approaches between regions. The Consultant/s will be

required to examine multiple areas of potential engagement, including through arts and culture,

entrepreneurship, women’s leadership, access to justice and public participation and

representation.

Important note: In the event that Phase 2 does not take place, the supplier is still required

expected to put together an ‘Options & Investment’ report for SSA. The same applies should the

study be conducted on two regions only – as opposed to the proposed three.

3.4 Deliverables and Products

Phase 1 and 2

3.4.1 Inception report and workplan: The Consultant/s will present their inception report and

workplan within 2 weeks, setting out the mix of quantitative and qualitative tools and methods to

be used. The methods and workplan will identify which countries/projects will be analysed

remotely, and which will form a ‘deeper’ part of the study for in-country analysis.

3.4.2 Report of key findings (‘impact report’): Working with the Project Manager, the

Consultant/s will deliver an appealing and data rich report on their findings. The report should

define a clear narrative on the benefits of the British Council’s work globally and in each region

(Sub-Saharan Africa, MENA and South Asia) covered by the research for women and girls. This

should clearly link this, where possible, to the policy environment (UK/HMG, other international

actors and conventions, regional policy, etc.), showcasing where and how the British Council

adds value. The narrative will be developed with internal and external audiences in mind and

should be written in clear and accessible language and in line with the corporate brand

guidelines. The report will identify examples of best practice within the British Council’s portfolio.

The report will provide recommendations for the British Council in each region and across

regions, focusing on how we can improve our offer for women and girls over the next five years;

this should relate to how our work will support accepted international frameworks such as the

newly adopted SDGs, but must also frame its recommendations on the basis of the British

Council’s position as the UK’s cultural relations agency, rather than solely as a development

actor.


Should MENA and South Asia also be part of this study, it is envisaged that there will be a total of

four impact reports – one stand-alone report for each of the regions and one global report which

would include all three of these reports (whether in full or in part) as well as a global perspective

of the impact. At this stage, only a stand-alone impact report for SSA is confirmed.

3.4.3 Presentation of the ‘impact report’: The Consultant/s will be invited to present their

findings and recommendations to an invited audience of British Council and external

stakeholders in each region and at a “global” meeting/presentation in the UK (four

meetings in total). The “global” presentation may take place after the March delivery date.

3.4.4 Core messages and brief: The Consultant/s will develop a core narrative and brief that

encapsulates the British Council’s work with women and girls in each region; working with

the British Council design team, the Consultant/s will prepare content that best

demonstrates the achievements of our work, its policy and practice relevance, and

provide a core, quickly digestible script for internal and external audiences.

3.4.5 Case studies: The Consultant/s will prepare 2-4 case studies for each region

(approximately 8-12 in total) that represent the diversity of our work, thematically,

geographically, as well as different funding streams. Case studies will be selected in

consultation with the British Council’s Project Manager and a format and language style

will be agreed prior to development of the materials. This will be in line with British

Council style and brand guidelines. Some additional case studies may be developed for

specific countries, based on country needs.

Phase 3:

3.4.6 The Consultant/s will work closely with the British Council’s Global and regional leads to

develop an ‘Options & Investment Report’, to contain:

Clear articulation of strengths and weaknesses of our brand / offer with regards to women

and girls empowerment

Market appetite and demand for the British Council’s work

Policy environment, international frameworks, and our options for adding value

Strengthening our visibility and role in this sphere – core strategic choices

Strengthening our visibility and role in this sphere – a 2 year plan of action and investment

Important notes

At this stage, supplier responses are only asked to cover Phases 1 and 3 for Sub-Saharan Africa,

with the view to completing Phase 2 for South Asia and/or MENA if and when required (TBC).

The author/s will also be required to produce a methodological note for submission for both

reports so that this exercise can be replicated in the future. Any data (including reports, reviews,

interview notes, etc.) related to the study in the possession of the supplier will be shared with the

British Council ahead of the expected contract end date (March 2016).

In terms of developing each of the products across Phases 1 to 3 of this assignment,

consultations with British Council’s Strategic Marketing team and the Project Manager will be

essential. For reference, the style of all products is likely to match that of Annex 4 (Women and

Girls: the British Council approach).


3.5 Proposed timetable (subject to change)

Key Tasks Target date for completion

Global Sub-Saharan

Africa

MENA and South

Asia (TBC)

Assignment advertised October 2015

Consultants/Service Provider

Appointed

Early November

2015

Inception report & workplan

submitted

Mid November

2015

Products and style confirmed Mid November

2015

Core research conducted Late November

/ December

2015

January and

February 2016

Draft impact report March 2016 December

2015 / January

2016

February 2016

Final impact report and other

products

Mid-March 2016 January 2016 February / March

2016

Presentation April / May 2016 January /

February 2016

March 2016

Draft Options & Investment Report Early March

2016

Final Options & Investment Report 20 March 2016

Mandatory requirement: All research related to this study must be completed by mid-March 2016.

Supplier responses should take this into account, despite the fact that this contract would be to

deliver Phase 1 and Phase 3 for SSA only in the first instance. As advised, the global research

presentation may take place after March 2016.

3.6 Team composition, skills and qualifications

This assignment is open to individuals, companies, research and academic institutions, etc.1

ESSENTIAL

Minimum of one international team leader with at least 10 years’ relevant experience in

women and girls empowerment

Adequate home-based and in-country support from researchers – for bidders to define

MA (or PhD) in social sciences/gender studies

Willingness to travel for field visits as appropriate

Knowledge of / experience in at least one of the following regions: Sub-Saharan Africa,

Middle East and North Africa, South Asia

Fluency in English

Excellent written communication skills

1 N.B. Groups of individuals are also eligible to bid for this opportunity. The terms ‘supplier’ and

‘organisation’ in this document and other Annexes accompanying this ITT can also mean ‘group of individuals’.


DESIRABLE

Team member with Arabic language skills for MENA exercise

Prior experience of working with the British Council

3.6.1 The Consultant/s will be expected to lead the assignment, but to also work alongside

British Council staff from each region in each phase of the project to support learning and

professional development. Please note that it will not be possible for more than one consultant to

participate in the field visits due to budget constraints and the need for British Council national

staff to be involved in the process.

3.6.2 The appointed supplier will be required to travel to British Council offices and to visit

projects and programmes in the respective regions in the delivery of the services. However, the

bidders should not include the full cost of overseas field visits in their financial proposal since

some costs, such as travel (both international and local) and accommodation, will be covered by

the British Council and will be procured and paid for in line with our Global Travel Policy and

Global Procurement Policy.

3.6.3 The intellectual property generated during the course of this project is to be transferred

to the British Council. The terms and conditions for this arrangement will be stipulated in the

eventual contract with the supplier.

3.6.4 The appointed supplier will be obliged to abide by the British Council’s style and brand

guidelines for the editorial style of the reports and case studies, and its visual identity.

Information about this is available here: www.brand.britishcouncil.org.

4 Instructions for Responding

4.1 The documents that must be submitted to form your tender response are listed at Part 2

(Submission Checklist) of Annex 6 (Supplier Response) to this ITT. All documents required as part

of your tender response should be submitted to [email protected] by the Response

Deadline, as set out in the Timescales section of this ITT. Please ensure that CVs of the proposed

team members are submitted as part of your response as this will form the basis of the

evaluation for Criteria 3: Capability and experience of the individual/s proposed to undertake this

project weighted at 25%. The subject of the email for your tender response should read: Women

and girls impact study.

4.2 The following requirements should be complied with when summiting your response to

this ITT:

Please ensure that you send your submission in good time to prevent issues with

technology – late tender responses may rejected by the British Council.

Do not submit any additional supporting documentation with your ITT response except

where specifically requested to do so as part of this ITT. PDF, JPG, PPT, Word and Excel

formats can be used for any additional supporting documentation (other formats should

not be used without the prior written approval of the British Council).

All attachments/supporting documentation should be provided separately to your main

tender response and clearly labelled to make it clear as to which part of your tender

response it relates.

If you submit a generic policy / document you must indicate the page and paragraph

reference that is relevant to a particular part of your tender response.

http://www.brand.britishcouncil.org/

mailto:[email protected]


Unless otherwise stated as part of this ITT or its Annexes, all tender responses should be

in the format of the relevant British Council requirement with your response to that

requirement inserted underneath.

Where supporting evidence is requested as ‘or equivalent’ you must demonstrate such

equivalence as part of your tender response.

Any deliberate alteration of a British Council requirement as part of your tender response

will invalidate your tender response to that requirement and for evaluation purposes you

shall be deemed not to have responded to that particular requirement.

Responses should concise, unambiguous, and should directly address the requirement

stated.

Your tender responses to the tender requirements and pricing will be incorporated into

the eventual contract.

5 Clarification Requests

5.1 All clarification requests regarding the ITT, project outline or contracting details should be

submitted to [email protected] with carbon copy to [email protected]

by the ‘Clarification Deadline’ (20 October 2015 at 11.59pm BST). The British Council is under

no obligation to respond to clarification requests received after this date.

5.2 The British Council reserves the right to issue any clarification request made by you, and

the response, to all potential suppliers unless you expressly require it to be kept confidential at

the time the request is made. If the British Council considers the contents of the request not to

be confidential, it will inform you and you will have the opportunity to withdraw the clarification

query prior to the British Council responding to all potential suppliers.

5.3 The British Council may at any time request further information from potential suppliers to

verify or clarify any aspects of their tender response or other information they may have

provided. Should you not provide supplementary information or clarifications to the British

Council by any deadline notified to you, your tender response may be rejected in full and you

may be disqualified from this Procurement Process.

6 Evaluation Criteria

6.1 Each bidder will have their tender response evaluated as set out below:

Stage 1: Tender responses will be checked to ensure that they have been completed correctly

and all necessary information has been provided. Tenders responses correctly completed with

all relevant information being provided will proceed to Stage 2. Any tender responses not

correctly completed in accordance with the requirements of this ITT and/or containing omissions

may be rejected at this point. Where a tender response is rejected at this point it will

automatically be disqualified and will not be further evaluated.

↓

Stage 2: The completed Mandatory Information document (Annex 5) will then be reviewed to

confirm that the potential supplier is deemed eligible to tender for the contract described in this

ITT. The tenders of potential suppliers deemed eligible will proceed to Stage 3. Potential

suppliers may be excluded from the Procurement Process at this point on the basis of mandatory

and/or discretionary grounds for rejection in accordance with the Public Contracts Regulations

2006 (as amended). Where a potential supplier is excluded at this point, its tender will

automatically be disqualified from this Procurement Process and will not be further evaluated.




↓

Stage 3: If a bidder succeeds in passing Stages 1 and 2 of the evaluation, then it will have its

detailed tender response to the British Council’s requirements evaluated in accordance with the

evaluation methodology set out below. Please provide details for all four criteria.

6.2 Responses from potential suppliers will be assessed to determine the most economically

advantageous tender using the following criteria and weightings. Assessments will be made

entirely on your response submitted:

Criteria

* Please refer Annex 6 for details.

Weighting

Annex 5 - Mandatory Information Pass / Fail

1. Methodology and approach 30%

2. Knowledge and track

record/experience of similar

projects

25%

3. Capability and experience of the

individual/s proposed to undertake

this project

25%

4. Cost 20%

TOTAL 100%

6.3 Tender responses will be subject to an initial review at the start of Stage 3 of the

evaluation process. Any tender responses not meeting mandatory requirements or constraints (if

any) will be rejected in full at this point and will not be assessed or scored further. Tender

responses not so rejected will be scored by an evaluation panel appointed by the British Council

for all criteria other than Commercial (Cost) using the following scoring model:

Points Interpretation

10

Excellent – Overall the response demonstrates that the bidder meets all areas

of the requirement and provides all of the areas evidence requested in the level

of detail requested. This, therefore, is a detailed excellent response that meets

all aspects of the requirement leaving no ambiguity as to whether the bidder can

meet the requirement.

7

Good – Overall the response demonstrates that the bidder meets all areas of the

requirement and provides all of the areas of evidence requested, but contains

some trivial omissions in relation to the level of detail requested in terms of

either the response or the evidence. This, therefore, is a good response that

meets all aspects of the requirement with only a trivial level ambiguity due the

bidders failure to provide all information at the level of detail requested.

5

Adequate – Overall the response demonstrates that the bidder meets all areas

of the requirement, but not all of the areas of evidence requested have been

provided. This, therefore, is an adequate response, but with some limited

ambiguity as to whether the bidder can meet the requirement due to the

bidder’s failure to provide all of the evidence requested.


3

Poor / Limited evidence – The response does not demonstrate that the bidder

meets the requirement in one or more areas. This, therefore, is a poor response

with significant ambiguity as to whether the bidder can meet the requirement

due to the failure by the bidder to show that it meets one or more areas of the

requirement.

0 Unacceptable – The response is non-compliant with the requirements of the ITT

and/or no response has been provided.

6.4 The panel appointed to evaluate the bids will individually score all responses received.

Each score will then have the relevant weighting applied. The mean average of the weighted

scores awarded by each member of the evaluation panel will then be calculated.

6.5 The mean average scores after the weighting has been applied, will be added together to

produce an overall total score.

6.6 The pricing evaluation will be based on the response with the lowest overall cost being

assigned a score of 10 and all other responses will be calculated pro-rata.

6.7 Please note that all your responses to the tender requirements and the pricing schedule

will be incorporated into a contractual document.

6.8 The successful tender will be the tender with the highest score awarded at the end of the

evaluation process outlined in this ITT.

7 Mandatory Requirements / Constraints

7.1 As part of your tender response, you must confirm that you meet the mandatory

requirements / constraints, if any, as set out in the British Council’s specification forming part of

this ITT. A failure to comply with one or more mandatory requirements or constraints shall entitle

the British Council to reject a tender response in full.

8 Tender Validity

8.1 Your tender response must remain open for acceptance by the British Council for a

period of 60 days from the Response Deadline. A tender response not valid for this period may

be rejected by the British Council.

9 Qualification Requirements

9.1 As part of your tender response, you must complete Annex 5 (Mandatory Information)

which sets out grounds for discretionary rejection and covers due diligence. Responses given in

this document could lead to the British Council rejecting a tender response in full.

10 Key background documents and further information

9.1 Further relevant background documents and information may be provided to potential

suppliers as set out below, as an Annex to this ITT and/or by way of the issue of additional

documents / links to additional information / documents.

1.2 The following additional documentation / information is provided as part of this ITT:

Annex 2 – Our Cultural Relations approach


Annex 3 – British Council portfolio: relevant programmes to the assignment

Annex 4 – Women and Girls: the British Council approach (as a link and/or separate

document)

11 Timescales for ITT

11.1 The table below shows the key dates for the submission process:

Activity Date / time

Issue of Contract Notice / availability of ITT documents 13 October 2015

Deadline for clarification questions (Clarification Deadline) 20 October 2015

(11.59pm BST)

British Council to respond to clarification questions 23 October 2015

(11.59pm BST)

Deadline for submission of ITT responses by potential

suppliers (Response Deadline)

1 November 2015

(12pm GMT)

Evaluation of ITT responses 2 – 4 November 2015

Selection of preferred supplier 4 – 5 November 2015

Contract start date early November 2015

Note: Timescales are estimated and may be subject to change.

List of Annexes forming part of this ITT (all issued below except where stated):

For reference

Annex 1 – Tender Conditions and Contractual Requirements

Annex 2 – Our Cultural Relations approach

Annex 3 – British Council portfolio: relevant programmes to the assignment

Annex 4 – Women and Girls: the British Council approach2 (issued as a link here)

For submission

Annex 5 – Supplier Response (issued as a separate document with Annex 6)

Annex 6 – Mandatory Information (issued as a separate document with Annex 5)

**************** End of ITT document ****************

2 http://www.britishcouncil.org/sites/default/files/women_and_girls_the_british_council_approach.pdf

http://www.britishcouncil.org/sites/default/files/women_and_girls_the_british_council_approach.pdf

http://www.britishcouncil.org/sites/default/files/women_and_girls_the_british_council_approach.pdf


OCTOBER 2015

ITT – WOMEN AND GIRLS IMPACT STUDY

Annex 1: Tender Conditions and Contractual Requirements

This section of the ITT sets out the British Council’s contracting requirements, general policy

requirements, and the general tender conditions relating to this procurement process

(“Procurement Process”).

1.1 Contracting requirements

1.1.1 The contracting authority is the British Council which includes any subsidiary companies

and other organisations that control or are controlled by the British Council from time to time

(see: http://www.britishcouncil.org/organisation/structure/status).

1.1.2 The appointed supplier will be expected to deliver the goods and/or provide services at

various British Council offices in the UK and overseas, as well as at project locations in the field.

1.1.3 By submitting a tender response, you are agreeing to be bound by the terms of this ITT

and without further negotiation or amendment.

1.1.4 The Contract awarded will be for a duration of up to 40 days for Phases 1 and 3– Sub-

Saharan Africa, with the possibility of extension to cover further studies in the additional regions

(MENA and South Asia), if appropriate.

1.2 General Policy Requirements

1.2.1 By submitting a tender response in connection with this Procurement Process, potential

suppliers confirm that they will, and that they shall ensure that any consortium members and/or

subcontractors will, comply with all applicable laws, codes of practice, statutory guidance and

applicable British Council policies relevant to the goods and/or services being supplied. All

relevant British Council policies that suppliers are expected to comply with can be found on the

British Council website (http://www.britishcouncil.org/about/policies). The list of relevant policies

includes (but it is not limited to): Anti-Fraud and Corruption, Child Protection Policy, Equal

Opportunities Policy, Fair Trading, Health and Safety Policy, Environmental Policy, Records

Management, and Privacy.

1.3 General tender conditions (“Tender Conditions”)

1.3.1 Application of these Tender Conditions – In participating in this Procurement Process

and/or by submitting a tender response it will be implied that you accept and will be bound by all

the provisions of this ITT and its Annexes. Accordingly, tender responses should be on the basis

of and strictly in accordance with the requirements of this ITT.

1.3.2 Third party verifications – Your tender response is submitted on the basis that you

consent to the British Council carrying out all necessary actions to verify the information that you

have provided; and the analysis of your tender response being undertaken by one or more third

parties commissioned by the British Council for such purposes.

1.3.3 Information provided to potential suppliers – Information that is supplied to potential

suppliers as part of this Procurement Process is supplied in good faith. The information contained

http://www.britishcouncil.org/organisation/structure/status

http://www.britishcouncil.org/about/policies


in the ITT and the supporting documents and in any related written or oral communication is

believed to be correct at the time of issue but the British Council will not accept any liability for

its accuracy, adequacy or completeness and no warranty is given as such. This exclusion does

not extend to any fraudulent misrepresentation made by or on behalf of the British Council.

1.3.4 Potential suppliers to make their own enquires – You are responsible for analysing and

reviewing all information provided to you as part of this Procurement Process and for forming

your own opinions and seeking advice as you consider appropriate. You should notify the British

Council promptly of any perceived ambiguity, inconsistency or omission in this ITT and/or any in

of its associated documents and/or in any information provided to you as part of this

Procurement Process.

1.3.5 Amendments to the ITT – At any time prior to the Response Deadline, the British Council

may amend the ITT. Any such amendment shall be issued to all potential suppliers, and if

appropriate to ensure potential suppliers have reasonable time in which to take such amendment

into account, the Response Deadline shall, at the discretion of the British Council, be extended.

1.3.6 Compliance of tender response submission – Any goods and/or services offered should

be on the basis of and strictly in accordance with the ITT (including, without limitation, any

specification of the British Council’s requirements, these Tender Conditions) and all other

documents and any clarifications or updates issued by the British Council as part of this

Procurement Process.

1.3.7 Format of tender response submission – Tender responses must comprise the relevant

documents specified by the British Council completed in all areas and in the format as detailed

by the British Council in Annex 6 (Supplier Response). Any documents requested by the British

Council must be completed in full. It is, therefore, important that you read the ITT carefully before

completing and submitting your tender response.

1.3.8 Modifications to tender response documents once submitted – You may modify your

tender response prior to the Response Deadline by giving written notice to the British Council.

Any modification should be clear and submitted as a complete new tender response in

accordance with Annex 6 (Supplier Response) and these Tender Conditions.

1.3.9 Rejection of tender responses or other documents – A tender response or any other

document requested by the British Council may be rejected which:

contains gaps, omissions, misrepresentations, errors, uncompleted sections, or changes

to the format of the tender documentation provided;

contains hand written amendments which have not been initialled by the authorised

signatory;

does not reflect and confirm full and unconditional compliance with all of the documents

issued by the British Council forming part of the ITT;

contains any caveats or any other statements or assumptions qualifying the tender

response that are not capable of evaluation in accordance with the evaluation model or

requiring changes to any documents issued by the British Council in any way;

is not submitted in a manner consistent with the provisions set out in this ITT;

is received after the Response Deadline.

1.3.10 Disqualification – If you breach these Tender Conditions, if there are any errors, omissions

or material adverse changes relating to any information supplied by you at any stage in this

Procurement Process, if any other circumstances set out in this ITT, and/or in any supporting


documents, entitling the British Council to reject a tender response apply and/or if you or your

appointed advisers attempt:

to inappropriately influence this Procurement Process;

to fix or set the price for goods or services ;

to enter into an arrangement with any other party that such party shall refrain from

submitting a tender response;

to enter into any arrangement with any other party (other than another party that forms

part of your consortium bid or is your proposed sub-contractor) as to the prices

submitted; or

to collude in any other way

to engage in direct or indirect bribery or canvassing by you or your appointed advisers in

relation to this Procurement Process; or

to obtain information from any of the employees, agents or advisors of the British Council

concerning this Procurement Process (other than as set out in these Tender Conditions)

or from another potential supplier or another tender response,

the British Council shall be entitled to reject your tender response in full and to disqualify you

from this Procurement Process. Subject to the “Liability” Tender Condition below, by participating

in this Procurement Process you accept that the British Council shall have no liability to a

disqualified potential supplier in these circumstances.

1.3.11 Tender costs – You are responsible for obtaining all information necessary for preparation

of your tender response and for all costs and expenses incurred in preparation of the tender

response. Subject to the “Liability” Tender Condition below, you accept by your participation in

this procurement, including without limitation the submission of a tender response, that you will

not be entitled to claim from the British Council any costs, expenses or liabilities that you may

incur in tendering for this procurement irrespective of whether or not your tender response is

successful.

1.3.12 Rights to cancel or vary this Procurement Process - By issuing this ITT, entering into

clarification communications with potential suppliers or by having any other form of

communication with potential suppliers, the British Council is not bound in any way to enter into

any contractual or other arrangement with you or any other potential supplier. It is intended that

the remainder of this Procurement Process will take place in accordance with the provisions of

this ITT but the British Council reserves the right to terminate, amend or vary (to include, without

limitation, in relation to any timescales or deadlines) this Procurement Process by notice to all

potential supplier in writing. Subject to the “Liability” Tender Condition below, the British Council

will have no liability for any losses, costs or expenses caused to you as a result of such

termination, amendment or variation.

1.3.13 Consortium Members and sub-contractors – It is your responsibility to ensure that any

staff, consortium members, sub-contractors and advisers abide by these Tender Conditions and

the requirement of this ITT.

1.3.14 Liability – Nothing in these Tender Conditions is intended to exclude or limit the liability of

the British Council in relation to fraud or in other circumstances where the British Council’s

liability may not be limited under any applicable law.


2 Confidentiality and Information Governance

2.1 All information supplied to you by the British Council, including this ITT and all other

documents relating to this Procurement Process, either in writing or orally, must be treated in

confidence and not disclosed to any third party (save to your professional advisers, consortium

members and/or sub-contractors strictly for the purposes only of helping you to participate in

this Procurement Process and/or prepare your tender response) unless the information is

already in the public domain or is required to be disclosed under any applicable laws.

2.2 You shall not disclose, copy or reproduce any of the information supplied to you as part of

this Procurement Process other than for the purposes of preparing and submitting a tender

response. There must be no publicity by you regarding the Procurement Process or the future

award of any contract unless the British Council has given express written consent to the

relevant communication.

2.3 This ITT and its accompanying documents shall remain the property of the British Council

and must be returned on demand.

2.4 The British Council reserves the right to disclose all documents relating to this

Procurement Process, including without limitation your tender response, to any employee, third

party agent, adviser or other third party involved in the procurement in support of, and/or in

collaboration with, the British Council. The British Council further reserves the right to publish the

Contract once awarded and/or disclose information in connection with supplier performance

under the Contract in accordance with any public sector transparency policies (as referred to

below). By participating in this Procurement Process, you agree to such disclosure and/or

publication by the British Council in accordance with such rights reserved by it under this

paragraph.

2.5 The Freedom of Information Act 2000 (“FOIA”), the Environmental Information Regulations

2004 (“EIR”), and public sector transparency policies apply to the British Council (together the

“Disclosure Obligations”).

2.6 You should be aware of the British Council’s obligations and responsibilities under the

Disclosure Obligations to disclose information held by the British Council. Information provided

by you in connection with this Procurement Process, or with any contract that may be awarded

as a result of this exercise, may therefore have to be disclosed by the British Council under the

Disclosure Obligations, unless the British Council decides that one of the statutory exemptions

under the FOIA or the EIR applies.

2.7 If you wish to designate information supplied as part of your tender response or otherwise

in connection with this tender exercise as confidential, using any template and/or further

guidance provided at Part 2 (Submission Checklist) of Annex 6 (Supplier Response), you must

provide clear and specific detail as to:

the precise elements which are considered confidential and/or commercially sensitive;

why you consider an exemption under the FOIA or EIR would apply; and

the estimated length of time during which the exemption will apply.

2.8 The use of blanket protective markings of whole documents such as “commercial in

confidence” will not be sufficient. By participating in this Procurement Process you agree that the

British Council should not and will not be bound by any such markings.


2.9 In addition, marking any material as “confidential” or “commercially sensitive” or

equivalent should not be taken to mean that the British Council accepts any duty of

confidentiality by virtue of such marking. You accept that the decision as to which information

will be disclosed is reserved to the British Council, notwithstanding any consultation with you or

any designation of information as confidential or commercially sensitive or equivalent you may

have made. You agree, by participating further in this Procurement Process and/or submitting

your tender response, that all information is provided to the British Council on the basis that it

may be disclosed under the Disclosure Obligations if the British Council considers that it is

required to do so and/or may be used by the British Council in accordance with the provisions

provision of this ITT.

2.10 Tender responses are also submitted on the condition that the appointed supplier will only

process personal data (as may be defined under any relevant data protection laws) that it gains

access to in performance of this Contract in accordance with the British Council’s instructions

and will not use such personal data for any other purpose. The contracted supplier will process

any personal data on the British Council’s behalf in accordance with the relevant provisions of

any relevant data protection laws and to ensure all consents required under such laws are

obtained.

3 Payment and Invoicing

3.1 The British Council will pay correctly addressed and undisputed invoices within 30 days in

accordance with the requirements of the Contract. Suppliers to the British Council must ensure

comparable payment provisions apply to the payment of their sub-contractors and the sub-

contractors of their sub-contractors. General requirements for an invoice for the British Council

include:

A description of the good/services supplied is included.

The British Council Purchase Order number is included.

It is sent electronically via email in PDF format to [email protected] or by post

to: Abbie Huff, British Council, Bridgewater House, 58 Whitworth Street, Manchester, M1

6BB.

**************** End of Annex 1 ****************



OCTOBER 2015 ITT – WOMEN AND GIRLS IMPACT STUDY

Annex 2: Our Cultural Relations Approach

**************** End of Annex 2 ****************


OCTOBER 2015 ITT – WOMEN AND GIRLS’ IMPACT STUDY

Annex 3: British Council portfolio: relevant programmes to the assignment3

Programme Description Location Dates Funding Value

(GBP/Euro)

Women

Participating in

Public Life

(WPIPL)

Supporting the participation of women in political processes in a number of

ways:

Supporting women to be leaders in their communities

Strengthening coalitions of civil society organisations to influence

women’s participation

Building capacity for action research to inform policy influencing and

programming

Supporting learning across the region

MENA:

Egypt, Tunisia,

Libya ,

Morocco,

Lebanon,

Palestine,

Jordan

2012-

2015

Arab

Partnership

Initiative

(FCO/DFID)

£1.3 million

Nigeria

Stability and

Reconciliation

Programme

(NSRP)

The Nigeria Stability and Reconciliation Programme (NSRP) aims to reduce

violent conflict in Nigeria, providing support to Nigerian stakeholders to

better manage conflict, resulting in wealth creation, service delivery and

poverty reduction. This includes a programme area working towards

increased and more influential participation by women and girls in institutions

and initiatives relevant to peacebuilding and reducing the prevalence and

impact of violence against women and girls. The programme has supported

the Federal Ministry of Women Affairs and Social Development to develop a

National Action Plan on Women, Peace and Security as well as developing the

capacity of civil society to monitor its implementation.

SSA:

Nigeria 2013-

2017

DFID £41 million

(€ 52.1

million)

My Right: A call

to end

Supporting partnership between the Ministry of Justice and civil society

organisations to provide support to women who have experienced violence

MENA:

Egypt 2014-

2015

Conflict and

Stabilisation

£200,000

(€ 255,000)

3 Please note that this Annex only provides a snapshot of the British Council’s global portfolio of work. These programmes are particularly relevant for the assignment in question.



(GBP/Euro)

Violence

Against Women

and Girls

and harassment. The programme will:

Establish support centres in 4 pilot cities in Egypt to provide emotional

and legal support to women

Develop a wider public campaign to raise awareness of violence

Fund (FCO)

Maternal and

New-born

Health-

Research and

Advocacy Fund

The Maternal and Newborn Health Programme Research and Advocacy Fund

(RAF)’s vision is to improve maternal and new-born health in Pakistan,

particularly amongst poor and marginalised women and communities.

RAF is a grant making fund with the goal to bring about transformational

change by funding quality research and evidence-based advocacy that can

stimulate policy and practice reform, and contribute to better maternal and

newborn health (MNH) for the poor and marginalised in Pakistan.

South Asia:

Pakistan 2008-

2015

DFID, AusAID £18.3

million

(€ 22.1

million)

Addressing

Violence

Against Women

and Girls

through

football

Aiming to reduce violence against women and girls (VAWG) through creating

a structured programme for girls, boys, young women and men to participate

in football and education focused on mutual respect, inclusion and gender

relations. It also seeks to build the confidence and social assets of

participants. The programme will work with national and local partners to

develop coordinated approaches to prevent and address the consequences

of violence as well as developing a campaign to reduce acceptance of VAWG.

SSA:

Kenya 2014-

2017

DFID/British

Council

£1.5 million

(€ 1.9

million)

Active Citizens Active Citizens is a social leadership programme that promotes intercultural

dialogue and community-led social development.

Through the programme, we bring together people with different beliefs and

perspectives to learn from and share with each other. Working with our

partners around the globe, we support participants to develop the skills and

knowledge needed to affect social change in their communities to make a

fairer and more inclusive society.

Global (40+

countries

worldwide)

2009-

2015

British Council

Multiple other

donors

£12.7

million

(€15.3

million)

Springboard

Women’s

A women’s personal development programme, providing opportunities to

women at any age or stage in life and from all backgrounds. Whether in

MENA: Saudi

Arabia, Oman, 2009 - Various

(including

€3 million



(GBP/Euro)

Development

Programme

employment or not, it enables women to take more control over their lives by

identifying the clear, practical and realistic steps that they need to take and

by developing the skills and confidence to take them.

Qatar, Yemen

and Egypt

2015 UNFPA in

Yemen,

Ministry of

Education in

Oman, etc.)

Karama/Dignity The overall objective of this project is to ensure the democratic transition in

Tunisia by a representation and an increased role of civil society in the

promotion and protection of the rights of women in disadvantaged areas of

Tunisia in order to encourage their participatory citizenship, dignity and

safety. Specific objectives include:

Strengthening organisational and technical capacity (citizenship, prevention of violence, advocacy) of local civil society dedicated to women's rights;

Contribute to the awareness of women regarding their responsibilities, civic rights and freedoms;

Assist female victims of violence and raise awareness of their fundamental rights

MENA:

Tunisia

2014 -

2015

EU

British Council

€331,003

Premier Skills Through Premier Skills, young people, including the most vulnerable in

society, are given opportunities to become better integrated into their local

communities, to develop their skills for employability and raise their self-

esteem.

Since it began in 2007, 2,300 coaches and referees have been trained, who

in turn have reached a further 500,000 young people. 6,000 teachers have

received training in the use of the Premier Skills English materials, with 3.5

million views of the materials online.

Since 2013, the programme has committed to extending its reach to women

and girls and increasing the opportunities for breaking down barriers to

participation.

Global (26

countries

worldwide)

2008 -

2016

British Council

Premier

League

£11.4

million



(GBP/Euro)

Young Women

Social

Entrepreneurs

The aim of the project is to contribute to entrepreneurship education by

training women entrepreneurship trainers (between 20 and 35 years of age)

and through their support train a growing body of community interested in

social entrepreneurship. To achieve this aim we will:

Develop a training module for master trainers based on their need analysis.

Train master trainers with innovative tools complimented by insights from global social entrepreneurship.

Train a group of interested people (largely women) in social entrepreneurship.

SSA: India X British Council

Diageo

£X

Civil Society

Support

Programme

(CSSP)

The Civil Society Support Programme (CSSP) is a capacity development

programme designed to support Ethiopia’s civil society and its contribution to

the country’s national development, poverty reduction and advancement of

good governance in line with the government’s policies and strategies. The

programme places emphasis on hard-to-reach citizens, communities, civil

society organisations, and issues, providing support to millions of people who

may otherwise be ‘left behind’.

Particular emphasis is placed on supporting gender equality, and on reducing

violence against women in Ethiopia. To date, almost 70 per cent of the grants

awarded have direct benefits for women, including strengthening their

livelihoods, supporting girls to remain in school, and supporting the rights of

women prisoners and their children.

SSA: Ethiopia 2011 -

2016

Multiple

donors

€ 40 million

Citizen-State

Engagement

Programme

Sudan (CSEPS)

CSEPS, with and through national partners will support people, groups of

people and those who govern or otherwise influence their lives to talk and

listen – better – about matters that concern them all. In order to achieve this,

the programme will cultivate the capacity of a cross-section of those affected

by the issues to formulate, represent and promote their interests and the

SSA: Sudan 2014 -

2018

DFID £ 7 million



(GBP/Euro)

interests of the wider community. This will mean that Sudanese citizens can

put into practice improved approaches to managing shared priorities and

achieving common goals in a peaceful, respectful and mutually beneficial

way.

Inclusion is a core CSEPS principle, and is enshrined in every part of the

programme. For CSEPS, this means a specific focus on engaging with women

and young people to ensure that their voices are heard and to facilitate their

greater confidence and participation in civic life, to ‘leave no one behind’.

Horn of Africa

Leadership and

Learning for

Action (HOLLA)

The programme’s overall objective is to contribute to the development &

community cohesion in the Horn of Africa (HoA), through a pilot project

involving youth across Sudan, South Sudan and Ethiopia. HOLLA will aim to

build and increase the capacity building of civil society organizations and the

promotion of a Youth Coalition, supporting young people and communities in

the Horn of Africa to better contribute to the region’s future.

HOLLA empowers young women to play a significant role in the development

of networks and institutions for community cohesion. Forty per cent of the

project’s participants and end beneficiaries across all areas of project

implementation are women and girls.

SSA: Sudan,

South Sudan

and Ethiopia

2014 -

2016

EU, British

Council

€1million

Action for

strengthening

Institutions and

Communities in

Promoting

Women's

Rights

This project is increasing the respect and recognition of women’s rights by

working with women and various organisations across Uganda. It is also creating

opportunities for women and strengthening their participation in social,

economic and political life.

The two-year project employs innovative intervention methods with the various

stakeholders. These methods include:

• the Convention on the Elimination of All Forms of Discrimination Against

Women (CEDAW) training

SSA: Uganda 2013 –

2015

EU, British

Council

£X



(GBP/Euro)

• social enterprise and leadership training

These methods are introducing stakeholders to the leadership skills required to

assist in the promotion of women’s rights. Key stakeholders include women

councillors, social actors (religious leaders, cultural leaders, school teachers,

and police officers) and civil society organisations. The project works across

four districts in Northern Uganda and the West Nile regions (Apac, Pader, Nebbi

and Oyam).

Ours by Right;

participation of

youth in

democratic

governance

Ours by Right strengthens accountability in districts in Uganda through

enhancing and promoting youth participation in political processes.

The programme sought to enhance awareness and knowledge of youth

councillors about issues including human rights and governance processes,

increase the capacity of youth civil society organisations, promote greater

accountability of both policy makers and political leaders at both the district and

national level to youth priorities and rights.

Committed to a gender sensitive approach, the project achieved equal

participation of male and female youth councillors (54 and 57 respectively); as

well as putting in place special conditions to enable mothers to take part by

supporting their care givers. The project’s partner, UYONET (Uganda Youth

Network), also received training in gender mainstreaming and a gender

mainstreaming guideline/strategy and action framework was developed to

support the implementation of their 5-year National strategy 2013-2017.

SSA: Uganda 2011 -

2013

EU, British

Council

€ 356,796

**************** End of Annex 3 ****************

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