10037895-Development of a National M&E System in Palestine
Buyer
NameDeutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
CountryDE
Published2026-09-15
Deadline—
Value
Estimated—
Awarded—
Who already wins at this buyer
Firms with recorded awards from Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH in this tender’s CPV categories — the incumbents you are bidding against.
| Firm | Wins | Awarded | Last win |
|---|---|---|---|
| GFA Consulting Group GmbH | 9 | €8,076,750 | 2026-09-14 |
| Dorsch Impact GmbH | 5 | €2,748,340 | 2026-08-27 |
| GOPA Consultants | 3 | €3,429,240 | 2026-08-26 |
| ECO Consult GmbH & Co KG | 3 | €2,718,107 | 2026-08-07 |
| sequa gGmbH | 2 | €3,261,220 | 2026-08-27 |
CPV codes
75211200 Administration, defence & social security79400000 Business services: law, marketing, consultingDescription
Description of the Project: Local Governance Reform Programme (LGRP) III The "Multi-Donor Action (EU-BMZ) - Strengthening Capacities and Institutional Readiness of Reform Actors in Palestine" co-financed by the European Union (EU) and the Federal Ministry for Economic Cooperation and Development (BMZ) and implemented by Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH, aims to enhance the institutional capacity, operational effectiveness, and coordination functions of MoFP and PMO ERO as leading entities in national planning and reform management. The Action will support MoFP in its role as the central coordinating body for national planning by enhancing its capacity to embed data-driven policymaking, ensure coherent approaches across line ministries, and improve coordination across all levels of governance. The Palestinian Authority (PA) faces significant institutional and technical challenges in managing, measuring, and demonstrating public sector performance. Monitoring and evaluation (M&E) functions across line ministries and agencies (LMAs) are narrowly defined, fragmented, and largely disconnected from planning and budgeting decisions. Indicators are poorly formulated, feeder data is weak and uncoordinated, and M&E reporting serves administrative compliance rather than evidence-based management. The Strategic Results Framework (SRF), which is the principal instrument for measuring national results delivery, lacks a usable structure, theory of change, and coherent indicator set. No overarching national M&E strategy exists, and data management responsibilities across government institutions remain undefined and unanchored.