GFA’S GLOBAL REACH AND EXCELLENCE IN FRAMEWORK CONTRACTS
Editorial
Anja Desai (Managing Director)
Since implementing its first Framework Contracts (FWC) for the European Union in 2005, GFA has built an impressive track record in delivering expertise on short notice into every corner of this world. Contracting agencies use FWCs as a tool for accelerated procurement of consulting services. Recognising the strategic importance of FWCs, we established a dedicated Framework Contracts Unit in 2018. Ever since, GFA has successfully managed contracts in more than 70 countries, and has systematically solidified its role as a key player in this service sector.
The FWC model presents a range of advantages to contracting agencies, particularly in meeting the demand for fast-tracked mechanisms in development cooperation. By selecting complementary consortia capable of delivering services across multiple sectors and agreeing on the general terms and conditions under which expertise is sought after, FWCs allow organisations to execute projects efficiently and not to be encumbered by complicated procurement procedures. Whether thorough short-term analyses or long-term technical assistance, this model guarantees flexibility while maintaining high standards of quality and expertise.
Our Framework Contracts Unit’s key driver of success is its globally diverse and multicultural team. With recruiters strategically positioned in different time zones and project managers from Turkey, Syria, Tunisia, Belgium, Germany and Canada at our HQ, GFA ensures access to highly qualified professionals around the clock. We have interlocked the Unit tightly with our sectoral units in order to ensure technical supervision of a high quality and for managing longer-term projects.
Enjoy reading the highlights of this newsletter and get to know our agile team.
INSIDE GFA’S FRAMEWORK CONTRACTS UNIT: ITS ROLE, THE EU MARKET AND KEY INSIGHTS
Christian Caspar, Unit Manager of GFA’s Framework Contracts Unit, has over 15 years of experience in managing donor-funded assignments. Philip Santens, Senior Consultant, brings more than 25 years of expertise in management of EU-funded technical assistance to the table. Janina Mattolat, Administrative Coordinator, supports the Unit with her background in European studies. Together with the entire team, they ensure the efficiency and success of GFA’s framework contract initiatives.
Janina, to start with a practical question: Can you give us a behind-the-scenes look at what it takes to manage multiple calls for proposals and projects simultaneously and successful at the same time?
Janina Mattolat: It is important to clearly identify all parties involved and understand their respective roles. Setting deadlines early on is crucial to keep the process on track. Of course, there are always obstacles along the way - and they are often the same recurring challenges. Even in these situations, it is important to stay calm and react quickly. Deadlines are often extremely tight, requiring everything to move quickly. A capable and well-coordinated team must be assembled, the necessary budget calculated and all relevant documents prepared to clearly demonstrate the prior experience of each individual. At the same time, the most effective concept for achieving the expected results must be developed, discussed and agreed upon under significant time pressure. This is why it is equally important to reflect on the process afterwards - assessing what went well and where there is room for improvement. Only by continuously evaluating and refining our approach can we grow, enhance the quality of our work and ensure that each acquisition process becomes smoother and more efficient.
What is your specific acquisition strategy at the FWC Unit?
Christian Caspar: The FWC Unit is composed of a team of dedicated recruiters, project managers, administrative coordinators at just one management level, keeping the hierarchy flat. Whenever a new call comes in, we start working immediately. To keep our team available for acquisition we hand over more complex projects to the respective GFA technical departments for implementation. This way, we can assure to reach out to the winning candidates within the first two hours upon receipt of a new call. All our team members are very fast, highly stress-resistant and multi-tasking champions, who regularly manage several tenders at the same time. Overall, working in the FWC Unit is rewarding, allows our staff to work on a wide range of development issues and aspects, and to date we have been successful in securing a wide range of exciting development contracts covering a variety of countries and sectors.
Framework contracts are considered a vital tool in the broader EU external action strategy. Why is that?
Philip Santens: Because FWCs allow for a fast and efficient response to global challenges. One of their biggest advantages is the ability to quickly bring in experts and resources for short-term projects without going through lengthy tendering procedures. This saves both time and money while ensuring that support reaches the right places when needed. FWCs also provide a flexible way for the EU to collaborate with partner countries, international organisations, and civil society in key areas such as economic development, good governance, health, and education. They also address cross-cutting issues like gender equality and social inclusion.
And in what ways is GFA setting new standards for EU-funded evaluations, studies or projects, and what impact do you see from these efforts?
Philip Santens: GFA is continuously looking for ways to improve how EU-funded evaluations are conducted, ensuring they provide real value beyond just meeting formal requirements. We focus on innovation, digital tools, and policy impact to make evaluations more effective and meaningful. We are raising the bar by enhancing evaluation methods. Our unit combines both quantitative and qualitative techniques to provide stronger, evidence-based assessments. Whenever possible, we use data analytics, AI-driven text analysis, and GIS mapping to improve data collection and processing. We also prioritise participatory evaluation models that actively involve beneficiaries, civil society, and local governments in the process. It is also important to note that, of course, we ensure all evaluations reflect key EU commitments such as the Gender Action Plan (GAP III), the Green Deal, and human rights-based approaches.
How does GFA as a consulting company benefit from the FWC Unit?
Christian Caspar: The FWC Unit is a door opener. In 2018, we started with the EU as the only donor. By now we work with nine different contracting authorities encompassing multilateral donors, development banks, and bilateral clients. For the first time, GFA is working directly with the European Parliament, the Council of Europe Development Bank, and the UK’s Foreign, Commonwealth & Development Office (FCDO). In our 18 ongoing specific FWCs, we collaborate with more than 90 partners around the world. Often enough, our Unit is the first point of contact for many of our partners searching for the right contact person within the relevant technical department or one of our group members. As we work on project identification, formulation and evaluations we also pave the path for our technical departments to get into a pole position for new tenders and draw valuable and crucial lessons learnt for future interventions.
What measures do you use to ensure smooth coordination between teams, experts, and consortium members?
Janina Mattolat: The first and most important thing is to be clear about what information is needed and from whom. Making contact as early as possible is vital to gauge the other party's responsiveness and how easy it will be to get all the necessary documentation in time. It is also important to build trust within the team so that everyone can have confidence that the work will be done professionally and on time. That way, the team does not have to constantly worry about whether everything will be ready when needed. I always work in the background and anticipate the next steps as accurately as possible to ensure a smooth process.
GFA’s Framework Contracts Unit is leading an EU-backed initiative driving Bolivia’s transition to a greener, more resilient future. The project strengthens governance, supports sustainable investment, and promotes responsible raw material value chains.
Diego Ruiz remembers a particularly symbolic moment, when a dozen European companies from the lithium value chain joined a caravan tour to a remote area of Bolivia as part of a project he has been involved in as team leader. On their visit, companies explored key facilities operated by the state-owned Bolivian Lithium Deposits and toured the Uyuni, Coipasa, and Empexa salt flats. A glimpse of this tour can be screened in an Instagram video that captures key moments from the visit. “This first-hand experience allowed participants to see the challenges of developing a new industry on the ground, fostering a shared understanding and stronger cooperation”, Ruiz says.
It is this direct exchange that was a success story in Diego Ruiz’ Implementation and Monitoring Support to the Green and Resilient Development project that contributes to the Joint European Strategy and the National Team Europe Initiative in Bolivia. Running from January 2023 to July 2025, this initiative integrates key cross-cutting issues such as gender equality, donor coordination, climate action, and civil society engagement into its core activities. In its final year, technical assistance focuses its efforts on enhancing the participation of the European private sector in the country. This encompasses exploring lithium opportunities, analysing the voluntary carbon markets, and contributing to climate change mitigation and social welfare for affected communities.
The FWC Unit at GFA has been delivering this project as the sole contractor of three technical assistance experts. With its extensive experience in EU-funded programmes, they support Bolivia’s efforts by helping align national policies with EU sustainability and development goals. They also facilitate collaboration between the EU Delegation in La Paz, Bolivian authorities, and civil society organisations, fostering coordinated efforts for sustainable development.
Building on GFA previous experience, the team leverages insights from past EU-funded and other relevant projects to guide the implementation of activities. This includes integrating best practices and know-how transfer, particularly aligning with relevant national initiatives and aid coordination efforts.
A critical component of the project is the establishment of monitoring and evaluation (M&E) mechanisms that track progress and measure impact. The M&E framework is built on quantitative and qualitative indicators that have been jointly defined with the EU Delegation. These indicators allow for continuous assessment and adaptation, ensuring that project objectives are effectively met and remain aligned with Bolivia’s evolving sustainability priorities.
“Our main role is to act as a bridge between all parties, ensuring smooth communication and collaboration. For example, when a European company expresses interest in investing in Bolivia, for example in the lithium sector, we help them navigate local requirements and procedures. At the same time, we assist national counterparts in understanding the expectations and needs of international investors.”
Diego Ruiz, Expert on the Joint European Strategy
According to Ruiz, this facilitation has led to meaningful dialogues and pre-agreements for joint investments. By integrating strategic policy alignment, stakeholder partnerships, and robust evaluation mechanisms, the project actively supports Bolivia’s transition to a low-carbon economy, enhances governance structures, and strengthens EU-Bolivia cooperation for long-term socio-economic and environmental resilience.
A catalyst for long-term change
This initiative is more than just a technical assistance programme - it is intended as a catalyst for long-term change. By encouraging sustainable landscapes, circular economies, and responsible mining, the project contributes to ongoing discussions on balancing economic growth with environmental conservation while respecting communities’ welfare and rights.
To this end, civil society empowerment and gender inclusion are key considerations, with efforts made to ensure that development benefits a broad range of stakeholders. A strong emphasis is placed on visibility and awareness so that public campaigns and stakeholder dialogues play a role in amplifying the project’s impact.
The next steps focus on developing roadmaps to support emerging markets in Bolivia. One key priority is the establishment of the country’s first internationally recognised carbon credit system. “This project is particularly significant as it is led by autonomous indigenous territories, making sure that local communities play a central role in Bolivia’s carbon market development. At the same time, we are working on a roadmap for Team Europe to support the development of a green hydrogen market in Bolivia, including strategies for both domestic use and potential export opportunities”, states Diego Ruiz.
A crucial part of this effort involves improving policies and creating a structure to track and support respective initiatives over time. “To ensure continuity, we have already begun transitioning tasks from our current technical assistance team to the new technical support team. Ultimately, our goal is to create a more favourable investment environment in Bolivia - one that attracts sustainable investments and drives long-term economic and environmental benefits”, Ruiz concludes.
The People-to-People Programme strengthens collaboration between the African Union (AU) and the European Union (EU) through cultural diplomacy, economic cooperation, and governance support. It fosters inclusive development and sustainable partnerships. While the partnership focuses on fostering closer ties between Africans and Europeans, it also enhances the EU Delegation's ability to communicate its operations with the African Union Commission, and strengthens engagement in AU-EU relations.
Acquired by the FWC Unit, the programme was implemented from December 2022 to December 2024 by GFA’s Governance Department. The initiative promoted the Africa-EU partnership by highlighting the benefits of collaboration on continental integration within a multilateral framework. In addition, it emphasised EU support for young people by exploring shared values and differences across cultural, public, digital, science, energy, climate, and economic diplomacy.
Given GFA’s expertise in managing large and complex EU-funded projects, the company played a central role in executing the People-to-People Programme. Acting as the technical assistance provider, the GFA team of experts facilitated collaboration between the African Union and European Union through initiatives focused on youth. This safeguarded that the objectives of the partnership were in line with the strategic priorities of both the AU and the EU. In this context, GFA elaborated communication and visibility strategies that highlighted the impact of AU-EU collaborations.
The strategies comprised producing digital and conventional media content, organising public events, and enhancing social media engagement. The main objective of this contract is to strengthen ‘people-to-people’ relations between the European Union and the African Union through public diplomacy and cultural initiatives.
The AU-EU partnership is expected to generate lasting impacts across multiple areas. Fostering relations between Africa and Europe through artistic, educational, and media initiatives enhances cultural and public diplomacy. By creating meaningful connections between African and European citizens, fostering policy coherence, and supporting joint development goals, the Programme contributed to a more resilient, inclusive, and prosperous partnership. The leadership of GFA and its partners is expected to deliver tangible benefits that extend beyond the initiative’s duration.
PROJECT INSIGHTS FROM AN EXPERT: ARNO HAEGENS
The team leader of the People-to-People Programme, Arno Haegens, played a crucial role in fostering collaboration between the African Union and the European Union. With a strong background in communication and public diplomacy, he shares insights on the partnership’s impact, challenges, and its lasting contributions to AU-EU relations.
"Implemented from Addis Ababa, Ethiopia, this initiative played a crucial role in fostering mutual understanding and collaboration in AU-EU relations encompassing political and economic cooperation as well as cultural and social engagement.
Implementing a project of this scale required fast and efficient decision making, particularly in organising high-profile events such as Europe Day 2023 and the Maisha Dance event. The unwavering support from the GFA backstopping team was instrumental in overcoming challenges, as they provided critical technical assistance and strategic guidance whenever needed. The People-to-People Programme’s success builds on this strong collaboration.
The Maisha Dance event and the AU-EU Champions initiative were among the most impactful events. Maisha Dance, as part of the broader EU Maisha Culture Initiative, brought together artists from eleven African and European countries who demonstrated that creative collaboration knows no borders. The AU-EU Champions initiative engaged young influencers in AU-EU-supported projects, amplifying the programme’s outreach among youth. Both events generated significant social media traffic and enthusiasm among participants.
The long-term impact of this partnership goes beyond the immediate success of the events. The People-to-People Programme has laid the foundation for sustainable cultural and social cooperation between Africa and Europe. It has helped reinforce cultural diplomacy, promote youth engagement, and demonstrate the power of creative industries in fostering international partnerships. The connections made as a result will likely continue to influence AU-EU relations for years to come."
