Category: Press Releases

The press release issued by the Foreign Office on 23 April 2023.

The UK government has issued a statement on Sudan following a military operation to evacuated British embassy staff from Khartoum.

The UK has undertaken a  military operation to evacuate British embassy staff from Khartoum, due to escalating violence and threats against foreign diplomats and embassy properties.

We thank the armed forces for their bravery in conducting this complex operation under extremely challenging circumstances, and commend the courage and commitment of the UK diplomats and embassy staff.

The safety of all British nationals in Sudan continues to be our utmost priority.

We are urging the warring factions to implement an immediate and prolonged ceasefire to allow civilians to leave, and the UK Government will do all we can to ensure the safe passage of our citizens in what remains a very challenging context.

In the meantime, our advice to British nationals is to shelter in place and contact the Foreign Office to register your location and contact details.

The press release issued by the Foreign Office on 21 April 2023.

The British Embassy Kyiv is accepting bids from NGOs for project work to support defence and security reforms in Ukraine under the UK Special Defence Advisor Programme in 2023 to 2024.

The British Embassy Kyiv is accepting project proposals for the financial years 2023-2024 and 2024-2025 (pending funding) from not-for-profit organisations operating in Ukraine.

War is a catalyst for change; however such change is not limited to military development.  Government structures, processes and policies must also develop at pace.  UK Special Defence Advisor Programme is seeking to sponsor projects aimed at supporting Ukraine’s efforts in Security Sector Reform, which has become an increasingly important activity during Ukraine’s armed conflict with the Russian Federation.

Background

The funding will be allocated from the UK Special Defence Advisor Programme (SDA) within British Embassy Kyiv budget.

Since 2004 the SDA has been a trusted advisor embedded in the Ukrainian Ministry of Defence (U-MOD) and working with the senior leaders across defence (Ministers, senior military personnel and officials) to help them develop and articulate their reform requirements; they also coordinate UK efforts in the realm of defence-focused Security Sector Reform (SSR), and engages with the international and multilateral community to seek consistency of effort. Apart from direct advisory activities by the SDA and hired experts, SDA is also the owner of a programme comprised of reform-focused projects and recurring activities funded from the SDA budget and implemented by international and local implementing partners.

Since 2014 the SDA programme-sponsored projects have been known for delivering exceptional contributions to several reform processes in Ukraine’s wider security sector including, but not limited to:

• introduction of the P3M and reforming U-MOD and General Staff into project offices
• transition from Soviet-style planned economy to capability-based planning and introduction of the strategic defence review
• defence procurement reform
• reform of the Internal Audit department in U-MOD
• assistance to the Ukrainian Defence Academy (methodological assistance)
• anti-corruption investigations in the Ukrainian defence sector
• introduction of Women, Peace and Security agenda in the wider security sector
• reinforcing U- MOD capacity in the area of International Humanitarian Law.

Logic of the sought intervention in 2023-2025

SDA programme is seeking projects which will use tailored Ukraine-appropriate processes and mechanisms that draw on Euro-Atlantic/NATO standards and best practices to ensure the sustainability of the results and efforts of the above-mentioned previous projects as well as building on them and expanding reforms efforts under three major delivery objectives:

1. Institutional Resilience and Good Governance in U-MOD, General Staff and affiliated entities

Institutional resilience and good governance has been the heart of the Defence Reform activity aimed at ensuring that the U-MOD has systems and processes in place to successfully manage its response to the invasion as well as functioning transparently and in compliance with civilian oversight rules necessary for a democratic society in wartime and peace alike. Moreover, Defence Reform needs to be conducted in light of the ongoing conflict, but with an eye on the post-conflict dividend, ensuring that Ukraine can not only win the war, but also ‘win the peace’.

Also, despite the ongoing war which requires a focus on the immediate operational tasks, the MoD sees it necessary to begin tackling structural issues of its performance and eradicating Soviet management legacy to lay solid base to transitioning to a modern NATO-standard and civilian driven defence policy agency.

During the proposed financial cycle successful project(s) will assist U-MOD and other relevant authorities to make progress with significant changes to their approach to Policy, Project Management and Evidenced-based decision making in order to better situate the Ukrainian State for future security challenges and military operations that have been started already.

Thus, the requested capacity support must include, but not limited to:

1.1. Provide U-MOD with additional embedded capacity to help adapt and implement current policies, processes and organisational structures to meet NATO standards

1.2. Building permanent in-house analytical capacity for MoD’s leadership, which would include a methodology for data gathering, analysis and drafting policy options for a particular issue of interest

1.3. Design of an evidence-based process for NATO standards implementation across MoD and AFU

1.4. Support Ukraine with its transition from a Soviet-style command authority, to one aligned with NATO systems. Including, but not limited to: Democratic Civilian Control of the AFU, embedding the distinction between defence policy and operational management, and reinforcing delegated command and decision making

1.5. Continue providing support to the Verkhovna Rada Defence Committee in developing the new laws on Democratic Civilian Control of the AFU and military justice reform

1.6. Re-assessment and a policy design for Ukrainian post-war defence industry

1.7. Fighting disinformation and creating verified source of military information for local and international audiences, such as a military information hub or a platform

1.8. Support and coordinate UK efforts in the creation of a U-MOD strategic analytical and lessons-learned centre

1.9. Assisting U-MOD with the conceptual analysis and potential planning for post-conflict activities, including: the transition away from Martial Law, improved integration with the wider Security Sector, and analysis (gaps/needs) for Disarmament, Demobilisation and Reintegration.

2. Transparency, Accountability, Anti-corruption

Recent highly-publicised corruption scandal in defence procurement system triggered a series of dismissals and a renewed appetite within U-MOD for progressing with transparency and anti-corruption mechanisms in defence procurement and management processes. The Defence Minister has acknowledged flaws in defence procurement and vowed to return civilian control over it, which was in turn reflected in adoption in the first reading of a draft bill on changes to the Law on Defence Procurement to add transparency and accountability measures, the work on which was sponsored by the SDA Programme.

Moreover, anti-corruption measures from the Defence Minister include prosecuting 621 U-MOD officials who will face charges as the result of U-MOD Internal Audit Department’s (IAD) efforts. The SDA Programme has been actively sponsoring U-MOD IAD reform and strengthening its capability since 2016 through devising a road-map for reforming the department, conducting regular reviews on reform progress and training auditors.

This presents a unique opportunity to leverage political will and ensure U-MOD and the wider security sector progress towards adopting transparent governance approach, reforming its secrecy approach, and reducing corruption practices in supply chain on the whole.

Thus, the requested capacity support must include, but not limited to:

2.1. Continue providing U-MOD with assistance in continuing reform of the Internal Audit Department in accordance with the recommendations by NATO Building Integrity and results of independent evaluations, accepted by the U-MOD (including implementation review, auditor accreditation, improved IA tracking and audit)

2.2. Provide support to the National Defence University’s ‘Building Integrity, Transparency, and Ending Corruption’ (BITEC) team related to their awareness and delivery of ‘best practice’ training, central position within the GoU anti-corruption efforts, and coordination with UK MOD related institutions

2.3. Continue providing support to the Verkhovna Rada Defence Committee in developing the new law on secrecy which would reduce current secrecy approach in order to decrease classification and provide for transition into peacetime regulations

2.4. Continue development of by-laws of the law on secrecy in form of legal acts in the field of defence procurement, which require changes to reduce the level of secrecy

2.5. Perform functions of watchdog in area of anti-corruption in defence area through: 2.5.1. continued participation of independent experts in the Anti-Corruption Council under the Ministry of Defence of Ukraine; and 2.5.2. providing independent monitoring of reporting on the public part of defence procurement after this becomes possible;

2.6. Continued consultation and support of the National Agency for Prevention of Corruption in the implementation of the State anti-corruption program for 2023-2025.

3.Reputational and Human-centred Security

Inequality in peacetime is not the same as inequality in times of war. Immediate threats to the State’s survival shifted Ukraine’s focus away from questions of social inclusion and equality, while at the same time, war has put them in an increasingly scrutinised position.  Implementation of the National Action Plan for the Resolution of the UN Security Council 1325 “Women, Peace, Security” (NAP) is falling behind the suggested plan, and efforts need to be undertaken by civil society to advance the implementation, as well as intensify efforts in promoting Human Rights, Accountability for War Crimes, Women, Peace & Security and Gender Equality agenda.

Thus, the requested intervention must include, but not limited to:

3.1. Support in creation of an efficient human-centred democratic control over Armed Forces of Ukraine (AFU) and providing independent monitoring of the problematic issues (identified through a gap analysis) in social and gender inclusion

3.2. Support U-MOD, General Staff and AFU in establishing an efficient system to ensure accountability for violation of the International Humanitarian Law in AFU, including drafting necessary by-laws and regulations and training NCOs and other relevant groups

3.3. Support for U-MOD, General Staff and AFU in ensuring that the right policies, doctrines and training provisions are in place for Ukraine to meet its IHL obligations and requirements

3.4. Continued assistance to U-MOD and AFU in implementing NAP in order to ensure better opportunities for women and minorities, welfare support, as well as protection of minority personnel across defence

3.5. Work with U-MOD and the British Embassy’s strategic communication Advisor, on support for successful and far-reaching STRATCOMs plans, to pre-empt communications risks, counter disinformation, and reinforce unity in relation to the conflict and Euro-Atlantic alignment.

The activities under this programme may be subject to change dependent upon context, priorities, U-MOD appetite and feasibility. The successful bidder is expected to demonstrate flexibility, but changes will be undertaken with full consultation.

Bidding guidance:

• Bidders should fill in the standard The CSSF Project Proposal Form (MS Word Document, 48 KB) and The CSSF Project Activity-Based Budget (ODS, 18.1 KB).
• Project(s) will be funded in two stages: while we are seeking to sign Grant Agreement with the successful bidder(s) for the full period of August 2023 to April 2025, the initial funding will be secured for 8 months from August 2023 to April 2024 with the funding for April 2024 – April 2025 to be confirmed in March 2024 (due to CSSF funding cycles).
• The Grant Agreement will be signed for the full duration (August 2023-March 2025) and it will have a break clause, and the bidders will need to present their contingency planning for this eventuality.
• This also means that each bid must have two budgets attached – budget for the initial phase (August 2023 to March 2024) and budget for the second phase (April 2024 – April 2025).
• Successful implementers must receive project funding in GBP.
• Each of the budgets for project bids should demonstrate 60% spend by 31 December of the respective year. Thus, budget for the initial phase (August 2023 to March 2024) should demonstrate 60% spend by 31 December 2023 and 100% spend by 31 March 2024; while budget for the second phase (April 2024 – March 2025) should demonstrate 60% spend by 31 December 2024 and 100% spend by 31 March 2025.
• The Programme is aimed at supporting best quality Ukraine-specific and tailored interventions and empowering local civil society. To this end successful bid will show at least 33.33% of the funding to be attributed to local CSOs, delivery partners and subcontracted experts.
• All current programmes currently administrated and run by the SDA office are expect to be maintained and supported for the duration of this agreement.
• Potential implementers are encouraged to combine efforts and, if possible, submit their project proposals in a consortium of several organisations (implementers). Those could be both international and local non-commercial organisations or multilateral organisations, working in the Ukrainian context. If this option is chosen, one entity should be the main Partner/Contractor, which will coordinate efforts of the joint initiative and will be primarily responsible for the project implementation, finance and reporting.
• All programmes are to be delivered with the support and in agreement with Ukraine MOD.
• Subcontracts are allowed as long as the main Partner bears all responsibility for delivery by the subcontracted party.
• Partnership agreements/MOUs/subcontracts are expected to be signed not later than 1 (one) calendar month after the Grant Agreement with the Embassy is signed.
• Governmental institutions may act as project co-funders or beneficiaries only.
• For-profit organisations may only act as service providers/subcontractors, however the embassy is not responsible for any tax implications and will not increase budget to accommodate tax payments for for-profit companies.
• budget limit for initial phase (August 2023 to March 2024):

minimum £ 1 400 000 (one million four hundred thousand pounds sterling) maximum: £ 1 650 000 (one million six hundred and fifty thousand pounds sterling)

• budget limit for second phase (April 2024 – March 2025) :

minimum £ 2 000 000 (two million pounds sterling) maximum: £ 2 300 000 (two million three hundred thousand pounds sterling)

• bids where possible should not exceed 50 pages (excluding budgets) and must include CVs of key experts
• bids must be in English

Recommendations and requirements to project budgets are listed on tab 2 of The CSSF Project Activity-Based Budget (ODS, 18.1 KB).

We are unable to fund academic courses or research, English language tuition; the purchase of land, property, IT or other equipment (clarification is provided below) and finance construction works under this Fund.

Assessment:

Bids will be assessed against the following criteria:

• sustainability: bids will build on the successes that the U-MOD, GS and AFU already demonstrate
• alignment with the above mentioned thematic priorities and outcomes
• realistic outcomes which are achievable within both funding periods: the initial phase and the second phase
• evidence they have the capability to adapt and flex to the unfolding situation in Ukraine, potential shifts capability and logistical needs
• project design includes clear monitoring and evaluation procedures, as well as risk and financial accountability procedures
• evidence of impact – demonstrating the positive impact that projects have had against the pre-determined SDA objectives
• evidence of sustainability – demonstrating that project benefits accrued continue after the funding ends
• alignment of the project budget with requirements and recommendations listed in CSSF activity-based budget template and the project proposal
• alignment with the Paris Agreement, demonstrating that a climate and environmental risk and impact evaluation was done and no environmental harm will be done
• the organisations have robust safeguarding policies and implementation plans in place to ensure the protection of beneficiaries and to safeguard against sexual exploitation, abuse and sexual harassment (SEAH). Evidence that the organisations will effectively tackle discrimination and ensure equality of opportunity for those with protected characteristics in line with UK equalities legislation, including International Development (Gender Equality Act) and Public Sector Equality Duty
• the project budget demonstrates a sufficient level of details and overall value for money
• we aim to ensure that the total amount of project management team costs, project operation support costs and office support costs would ideally not exceed the 10% ceiling of the overall project costs. In case your organisation has a central agreement with the FCDO to include head office overhead costs into the CSSF project budgets (e.g. international multilateral agencies), those can be added to the project budget in line with the central agreement and are not counted into the 10% ceiling mentioned above
• successful bids must demonstrate Gender Equality Minimum Score 1 (according to the OECD DAC Definition and minimum recommended criteria for gender equality policy marker), have a gender equality objective explicit in the project documentation and an explanation of a positive impact of the project on advancing gender equality.
• all projects or activities must align with the Paris Agreement on Climate Change and assess climate and environmental impact and risks, taking steps to ensure that no environmental harm is done and, where relevant, support adaptation.

Essential skills and competencies of the implementer

The implementer will have:

• strong operational experience of working in Ukraine or in similar environments in the Eastern Europe and Central Asia (EECAD) region
• a constructive and close relationship with Ukraine’s Ministry of Defence
• strong knowledge of Ukraine’s informal and formal political structures, and must have access and influence within the relevant government bodies
• the ability to source appropriate expertise to support the mapping, capacity building and advocacy components, both in-country and if necessary, from outside
• experience of successful delivery across the Security Sector Reform space
• project and budget management skills, experience, capabilities and capacity
• experience of Monitoring, Evaluation and Learning processes

Funding exceptions

Funding cannot be used to finance the following:

• procurement of medical Personal Protective Equipment (PPE), vaccines, diagnostic tests/materials and COVID-19 related medicines
• procurement of land or property
• construction works
• purchase or maintenance of IT and capital equipment (if the equipment is essential for achieving the project outputs and impact, please complete a separate Equipment Purchase Supporting Letter (ODT, 7.09 KB) and submit it with the project proposal and budget)
• fundraising efforts of the organisation

The digital spend – digital development costs in excess of £10,000 for “any external-facing service provided through the internet to citizens, businesses, civil society or non-government organisations” – has to be depicted separately in the Digital Spend Proposal form and be approved by FCDO.

Process

1. The deadline to submit project proposals is 23:55 GMT 23 June 2023. Late proposals will not be considered.
2. When submitting, include “Supporting Defence Reform in Ukraine” and the name of the bidder in the subject line of your email.
3. Proposals must be submitted using the CSSF attached forms only (see below under Additional information and documentation).
4. Bidders must submit documents in standard Microsoft Office formats (Word, Excel).
5. Proposals must be submitted to CSSF.Programme@fcdo.gov.uk
6. Project proposals selected for further consideration will be notified by 7th July 2023.
7. The selected bidder/s will be asked to complete a Due Diligence Assessment (form will be sent to them).
8. The British Embassy seeks to finalise grant agreements with successful project implementers by 01 August 2023.

Contacts

• CSSF Programme Team – CSSF.Programme@fcdo.gov.uk.

Additional information and documentation

All implementers will be expected to sign a standard FCDO grant agreement with the Embassy. The terms of the contract or agreement are not negotiable.

The press release issued by the Foreign Office on 21 April 2023.

Mr Timothy Smart has been appointed His Majesty’s Ambassador to the Republic of Uzbekistan in succession to Mr Timothy Torlot who will be retiring from the Diplomatic Service.

Mr Smart will take up his appointment during August 2023.

CURRICULUM VITAE

Full name: Timothy Smart

Married to: Dr Veronika Smart

Children: Two

Year	Role
2018 to 2022	FCDO, Head, Eastern Mediterranean Department, Europe Directorate
2018	Cabinet Office, National Security Secretariat, Deputy Director
2017 to 2018	FCO, Sahel Coordinator, Africa Directorate
2012 to 2017	Antananarivo, Her Majesty’s Ambassador, and Dean of the Diplomatic Corps (2016-2017)
2011 to 2012	Suva, Chargé d’Affaires and Head of the UK’s South Pacific Network
2008 to 2011	Honiara, British High Commissioner and Dean of the Diplomatic Corps (2010-2011)
2006 to 2008	FCO, Head, Strategic Communication Unit and Press Secretary to the PUS and the FCO Board
2005 to 2006	FCO, Head, EU Middle East North Africa Section, Europe Directorate
2004 to 2005	Basra, Head, Political Press and Public Affairs Section, British Consulate General
2001 to 2004	Tel Aviv, Second Secretary
1999 to 2000	FCO, Desk Officer, Organisation for Security and Co-operation in Europe Department.
1997 to 1999	JP Morgan, Investment Banking Analyst

The press release issued by the Foreign Office on 21 April 2023.

The UK invites project proposals to reduce trafficking of Romanians to the UK and strengthen responses to MSHT in Romania, focusing on prevention, support and building capability.

Background

Romania is a source, transit and destination country for modern slavery and human trafficking (MSHT). MSHT is a priority issue for the UK Government and we work closely with the Romanian Government, civil society and law enforcement to tackle this threat.

Romanian nationals were the top EU nationality referred to the UK National Referral Mechanism (NRM) in 2022 and the ninth highest nationality overall. They were also the fifth most reported nationality on the Duty to Notify list (recording potential victims not referred to the NRM) and are consistently the top nationality calling the Modern Slavery and Exploitation Helpline in the UK. Statistics from the UK and Romania demonstrate a need to address sexual, criminal and labour exploitation between the two countries. While the UK and Romania work closely together to share information and build a stronger picture of the prevalence of MSHT, we appreciate that this is a hidden crime and so there may be gaps in our knowledge or evidence relating to this issue.

Assessment of the available data shows that labour exploitation is the most commonly referred exploitation type for male adults, criminal exploitation is most commonly referred for male children, sexual exploitation for female adults, and sexual and criminal exploitation for female children. While information is limited on where victims are from, current assessments suggest the majority are from the central, eastern and south-eastern areas of Romania. Some data shows that male victims of labour exploitation typically come from central Romania, including Brasov county, whereas female victims of sexual exploitation typically come from eastern areas, including the counties of Bacau, Braila, Galati, Iasi and Tulcea. Ialomita and Prahova were also identified as two further counties of note for victims of sexual exploitation. Criminal exploitation does not appear to be of the same scale as labour and sexual exploitation and victims are typically children that are already residing in the UK with their families.

Lower standards of living and education alongside high rates of unemployment appear to be factors criminals exploit to target their victims, many of whom are seeking to improve their conditions and economic opportunities outside of these areas. Distrust of authorities and lack of awareness about these types of crimes may also be significant factors that can increase vulnerabilities to MSHT.

Victims of sexual exploitation are typically recruited through ‘lover boy’ or ‘boyfriend’ grooming techniques, exploiting vulnerable women under the pretence of a relationship and with the promise of money and luxury goods. Social media sites, such as Facebook, are used by criminals to search for and recruit potential victims. In many cases (although not all), victims are aware they are coming to the UK for sex work and some may already work in the sex industry in Romania. However, they are often deceived about the money they will make, the hours they will work and the types of sexual acts they will have to perform. It is suspected that Adult Service Websites (ASWs) play a role in the recruitment and exploitation of potential victims.

Labour exploitation of Romanians in the UK is typically through manual labour sectors, such as car washes and the construction industry. Victims are typically promised better, well paid, jobs abroad and are usually aware of the work they will be doing in the UK. Recruitment is often informal, through word of mouth via friends, family or acquaintances who may have connections to criminal groups or may have been previously recruited themselves. It is highly likely these victims are looking for economic opportunities abroad, perhaps to support family members in Romania, and have been led to believe that greater financial security exists for them if they work in the UK. Some victims may be recruited through social media. There remains an evidence gap as to the use of online marketplace trading websites by criminal groups to recruit potential victims.

Transport to the UK is typically via budget commercial airlines for female victims, who can travel with their trafficker and convey an appearance to border officials that they are friends or in a relationship. Larger groups of male victims are often transported by car, coach or minibus. It is likely that some transport operators or drivers are complicit in trafficking victims to the UK although further evidence is needed to understand the extent to which they enable these criminal groups.

The 2023 Romanian-British Strategic Partnership sets out the UK and Romania’s commitment to work together to tackle all forms of MSHT alongside other types of serious organised crime. This includes activity on prevention and tackling push and pull factors; identifying, protecting and reintegrating victims on return to Romania and working with law enforcement and the justice system on bringing perpetrators to justice.

To support this engagement, the UK Home Office and British Embassy Bucharest invites organisations active in combatting MSHT in Romania or Romanian communities in the UK to present proposals for projects to meet the below objectives. These proposals should be for projects between July 2023 and February 2025. Projects will be funded through the Home Office Modern Slavery Fund and should be between the value of 279,420 RON and 670,608 RON or £50,000 and £120,000.

Objective: what we expect projects to achieve

Collectively, projects should contribute towards an overall impact of reducing the number of Romanians trafficked to the UK and strengthening related UK and Romanian national responses to modern slavery and human trafficking.

Proposed projects must meet one or more of these 3 outcomes:

1. Prevent: reduce vulnerability in Romania and/or of Romanian nationals to exploitation through better understanding of risks and addressing drivers.
2. Pursue: strengthen the capability of professionals in the UK and Romania to disrupt MSHT from Romania and implement relevant victim-centred responses.
3. Support: improve existing state and community support systems for MSHT survivors in Romania throughout identification, repatriation, and reintegration.

The selected projects will be considered as part of a larger effort to balance efforts across all 3 outcomes. Examples of potential activity (not exhaustive) are provided under Example Activities. A visual Theory of Change (ToC) setting out how the selected projects should contribute to the overall impact is set out in annex I (PDF, 626 KB, 1 page) (PDF, 636 KB). This ToC gives an overall understanding of how the UK Government will make use of political engagement and programmes to achieve a set of complementary outcomes.

Projects that show the strongest alignment with the ToC (expected impact and outcomes) will be prioritised for funding. Given related concerns about online child sexual abuse and exploitation, and trafficking of third country nationals through Romania (e.g. Ukrainian or Vietnamese nationals), projects that contribute to the overarching impact and address these issues will be favoured.

We expect implementing partners to be civil society organisations based in Romania or the UK. We strongly encourage cooperation and joint project proposals between UK and Romanian organisations and joint applications will be favoured.

Scope of projects

Proposed projects must meet the following essential criteria:

• contribute to at least one of the three key outcomes listed above (Prevent, Pursue, Support), as well as the overarching impact. The projects should be aligned with the overall outcomes above but not be a copy-paste – each project should have its own outcome(s)
• take place in Romania and/or with Romanian communities in the UK. Activity should generally have a national scope; projects with a smaller geographic focus (eg. focusing on specific regions) are welcome, but will need to demonstrate an evidence-based rationale for the focus
• activity to take place between July 2023 and February 2025 (20 months). Shorter periods are acceptable, but ideally projects would run for as long as possible to maximise impact. A review will be carried out in January 2024 to monitor that projects are on track to deliver milestones
• have a value between £50,000 and £120,000 GBP or 279,420 RON and 670,608 RON (administration costs should not exceed 10% of the total budget). See detail in the Budget section

Evaluation criteria

Projects will also be evaluated on the following criteria – proportional to the value of the bid:

• evidence-based: clear understanding of the context and factors affecting MSHT in Romania or between Romania and the UK, ‘what works’ to address them, and alignment with existing state and civil society activity
• value for money, including evidence of a consideration of economy, efficiency and effectiveness. Economy is the degree to which inputs are being purchased in the right quantity and at the right price. Efficiency is how efficiently the project is delivering its outputs, considering the rate at which intervention inputs are converted to outputs and its cost-efficiency. Effectiveness is the quality of the intervention’s work by assessing the rate at which outputs are converted into outcomes and impacts, and the cost-effectiveness of this conversion
• MEL: whether the project has an adequate and proportionate Theory of Change (in a narrative and/or diagram form), results framework with quantitative and qualitative indicators, a named team member responsible for monitoring, evaluation and learning (MEL) with some experience in the area, and a proportionate budget and plan for MEL throughout project implementation
• how project delivery risks will be managed, including a commitment to put in place high safeguarding standards, where relevant
• how the project will have a sustainable impact beyond the lifetime of the funding, which would ideally include an exit plan (that could include plans to obtain future financing from elsewhere)
• whether the project team has relevant expertise and experience in working on MSHT or related subjects in Romania, as well as detailed knowledge of the Romanian context, or a demonstrable track record of working on MSHT in Romania or with Romanian communities in the UK
• whether the project considers gender sensitivity, and will, as far as possible, engage survivors of MSHT (e.g. people with lived experience) in project design and delivery
• whether it meets additional desirable criteria, i.e. is joint project proposals between UK and Romanian organisations or will meet include additional elements to address online child sexual abuse and exploitation, or trafficking of third country nationals through Romania (e.g. Ukrainian or Vietnamese nationals)

Example activities

We cannot fund business as usual activities or one-time capital costs (e.g. construction or equipment).

Indicative potential activities that we could fund are set out below against each of the three outcomes. These are not exhaustive and we would encourage creative and innovative proposals that would meet the main outcomes:

Prevent: reduce vulnerability in Romania and/or of Romanian nationals to exploitation through better understanding of risks and addressing drivers.

Examples: targeted and evidence-based behaviour change communication campaigns; research to understand drivers and enablers and what works to address modern slavery in and from Romania; pilot projects to mobilise action on drivers or improve access to safe employment; projects linked to addressing or better understanding socio-economic drivers and vulnerabilities.

Pursue: strengthen the capability of professionals in the UK and Romania to disrupt MSHT from Romania and implement relevant victim-centred responses.

Examples: capacity building for public authorities or law enforcement to improve effectiveness of investigations and prosecution and understanding and building trust in law enforcement and government authorities.

Support: improve existing state and community support systems for MSHT survivors in Romania throughout identification, repatriation, and reintegration.

Examples: pilot improved mechanisms at local/country level to provide community based, holistic support; pilot mechanisms to improve access to safe employment; campaigns or training designed at reducing stigma and prejudice in public narratives, involving survivors/people with lived experience of MSHT.

Project approach

The UK Home Office and British Embassy Bucharest will approve project proposals. The proposal will form the basis for project planning. The proposal should set out how the implementing partner will deliver activities to support the impact set out above with an implementation plan, clear objectives and measurable outcomes, and supporting Theory of Change and activity based budget.

The proposal should also set out how the project can be scaled up or down to help the British Embassy to allocate the funding across the outcomes.

The British Embassy Bucharest will oversee the project planning and support implementers in developing necessary contacts, including as required with Romanian authorities.

The Embassy will also provide contact persons and focal points in UK institutions, or experts, as needed to support project delivery with UK best practice or expertise. The Embassy will also facilitate contact, if needed, with UK organisations working on MSHT and the Romanian Embassy in London.

The implementing organisation is expected to engage with due diligence processes ahead of funds being awarded. It is also expected to have a clear risk management and safeguarding approach.

The Embassy will also facilitate strengthening of monitoring, evaluation and learning and safeguarding capabilities for implementing partners through UK Government expertise. Through the onboarding process, we will work with implementing partners to define a clear assessment of learning needs.

The Embassy will provide a dedicated contact point for project management. The implementing organisation is expected to provide at least one dedicated contact point, and clearly set out responsibilities and roles if there is more than one. Both partners will participate in regular progress discussions.

The Embassy and Home Office will conduct a project review in January 2024 on progress against agreed milestones. Based on this review, we reserve the right to withdraw, scale down, or offer additional funding.

Project reporting

The reports to be produced during the implementation of the project are to be delivered in English.

Successful bidders will be expected to provide:

• a refined project proposal, activity based budget and Theory of Change addressing any concerns raised by the assessment panel. In addition, this should set out a more detailed risk register, safeguarding approach and any additional details, such as a communications plan
• quarterly progress reporting against milestones in the results framework and risk management, as appropriate
• financial reporting, including evidence of project spending, ahead of payments
• a final evaluation report, to be produced by the end of March 2025, to be agreed between the Embassy and implementer

Composition of project teams

The British Embassy Bucharest will nominate a Project Director, British Embassy Bucharest (David Edmondson) and a Project Manager, (Maria Petrescu, MSHT Project Manager) to oversee the project delivery.

Project proposals should demonstrate that the implementing partner’s staffing levels are appropriate to deliver the aims of the project and that the staff have relevant expertise and experience in working on MSHT or related subjects in Romania, as well as detailed knowledge of the Romanian context. They should also have a demonstrable track record of working on MSHT in Romania or with Romanian communities in the UK.

Timing and scope of input

The bidding round is an open and competitive process, assessed by the UK Home Office and the British Embassy in Bucharest. The selected partner will be contacted in June. Once a bid is approved, a Grant Agreement will be signed with the successful bidders, dependent on successful completion of due diligence. You will find an example of a Grant Agreement online on the same page as this document.

Your organisation will be expected to sign the contract within one week of the funds being awarded. Failure to do so may result in the funds being re-allocated.

It is expected that the project will be carried out from July 2023 to end February 2025, with a review point in January 2024. Final reporting should be prepared in March 2025 latest. The crucial milestones will be the submission of quarterly reports and the Final Report (March 2025). Reporting schedules will be clearly set out in grant agreements.

Extension of the grant agreements after March 2025 may be possible subject to fund availability and on satisfactory performance and progress against agreed outcomes.

Send any questions regarding the call for bids to Bucharest.projects@fcdo.gov.uk.

Budget

Project proposals must include an estimated budget of at least 279,420 RON and a maximum of 670,608 RON or at least £50,000 and a maximum of £120,000.

These figures have been determined through use of a set budget exchange rate, which you are also required to use in your own budgeting: £1 = 5.5884 RON.

It is expected all costs incurred will be from within this budget. Administration costs should not exceed 10% of the total. There should also be a proportionate budget for monitoring evaluation and learning, covering staff cost, expenses related to monitoring activities (e.g. field visits, feedback surveys) and evaluation and learning activities.

If implementing partners are eligible to pay VAT, the activity based budget should include the cost of VAT as a separate budget line.

We expect to make payments in arrears (i.e. not to make pre-payments). Reimbursements will be completed once activities have taken place and all receipts submitted. Implementing organisations will request repayments using an invoice (including receipts and a financial report of spend) and the repayments will be carried out during those dates agreed upon in the respective contract. However, there are exceptional circumstances in which we can agree pre-payments, but this should be raised at the earliest opportunity, be clearly justified, and is subject to our agreement.

The activity based budget should be presented in Romanian New Lei (RON) or Pound Sterling (GBP) with costs split by each financial year (the financial year is April to March).

All payments in Romania will be made in RON to a bank account held in Romania. We may be able to make payments in GBP to bank accounts in the UK.

Depending on the quality of the proposals, the British Embassy reserves the right not to grant all or part of the available funds. The Embassy also reserves the right to award a grant of less than the amount requested by the applicants. In such a case, applicants will be asked to increase the amount that they co-finance, to propose other co-financing means or to decrease the total costs without altering the substance of the proposal.

If 2 project proposals are similar to each other, then the embassy reserves the right to select the highest scoring and/or approach the lower scoring bid to identify how they might revise their project to remove duplication.

How to Bid

Our process will consist of a one-stage full bid proposal.

Bids should be completed in English using the Project Proposal template (ODT, 51.4 KB) and an Activity Based Budget (ODS, 9.5 KB) should be submitted alongside it. Bids should also include a simple Theory of Change in narrative and/or diagram form, including key assumptions and contextual information. A Theory of Change is a comprehensive description and illustration of how and why a desired change is expected to happen in a particular context. See example of a ToC in diagram form in annex I (PDF, 626 KB, 1 page).