05 - a. 95332424Q0052, final.pdf

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

1. REQUISITION NUMBER PAGE 1 OF 70

2. CONTRACT NO.

7. FOR SOLICITATION

INFORMATION CALL:

3. AWARD/EFFECTIVE

DATE

a. NAME

4. ORDER NUMBER 5. SOLICITATION NUMBER

95332424Q0052

b. TELEPHONE NUMBER (No collect calls)

6. SOLICITATION ISSUE

DATE

06/20/2024

8. OFFER DUE DATE/

LOCAL TIME

07/19/24 12:00 PM

9. ISSUED BY

MCC-HQ

CODE

953324 10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: 100

WOMEN-OWNED SMALL

% FOR:

Millennium Challenge Corporation, Contracts and Grants Management Division, 1099 Fourteenth St NW, Suite 700 Washington, DC, 20005-3550, US

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

BUSINESS (WOSB)

ECONOMICALLY

DISADVANTAGED

WOMEN-OWNED SMALL

BUSINESS (EDWOSB)

8 (A)

NAICS:

541611

SIZE STANDARD:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO

See Schedule

CODE 16. ADMINISTERED BY CODE

17a. CONTRACTOR/

OFFEROR

FACILITY

18a. PAYMENT WILL BE MADE BY CODE 953324

IBC-FIN

Interior Business Center, M/S D-2773, 7301 West Mansfield Avenue Lakewood, CO, 80235-2230, US

TELEPHONE NO.

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN 18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

OFFER BELOW IS CHECKED

SEE ADDENDUM

19. 20. 21. 22. 23. 24.

ITEM NO. SCHEDULE OF SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA

26. TOTAL AWARD AMOUNT (For Govt. Use Only)

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF. OFFER

DATED . YOUR OFFER ON SOLICITATION

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30b. NAME AND TITLE OF SIGNER (Type or print) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (Type or print)

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE 32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f. TELPHONE NUMBER OF AUTHORZED GOVERNMENT REPRESENTATIVE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED

CORRECT FOR

36. PAYMENT

COMPLETE PARTIAL FINAL

37. CHECK NUMBER

PARTIAL FINAL

38. S/R ACCOUNT NO. 39. S/R VOUCHER NUMBER 40. PAID BY

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT 42a. RECEIVED BY (Print)

41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

STANDARD FORM 1449 (REV. 3/2005) BACK

TABLE OF CONTENTS:

Listing of Incorporated Purchase Requisitions Section B - Supplies or Services and Prices/Costs Section C - Description/Specifications/Work Statement Section D - Packaging and Marking Section E - Inspection and Acceptance Terms Section F - Delivery or Performance Section G - Contract Administration Data Section H - Special Contract Requirements Section I - Contract Clauses Section J - List of Documents, Exhibits, and other Attachments Section K - Representations, Certifications, and Other Statements of Offerors Section L - Instructions, Conditions and Notices to Offerors Section M - Evaluation Factors for Award

Listing of Incorporated Purchase Requisitions

Incorporated Purchase Requisition Numbers:

Section B - Supplies or Services and Prices/Costs

Item Number Base Item

Number Supplies/Services Quantity Unit

0001 due diligence support services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs Extended Price

Description:

BASE PERIOD

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

IDC Type: Not Applicable

Supplies/Services Quantity Unit

1001 due diligence support services 1 LT Contract Type:Time and Materials

Unit Price

OPTION PERIOD ONE

Option:

Option Time Date: 9/18/25 Option Time Duration: 364 Option Time Units: Days

Supplies/Services Quantity Unit

2001 due diligence support services 1 LT

Contract Type:Time and Materials

Unit Price

OPTION PERIOD TWO

Option:

Option Time Date: 9/18/26 Option Time Duration: 364 Option Time Units: Days

Clauses incorporated by reference

None

Clauses incorporated by full text

Section B - Supplies or Services and Prices/Costs

B.1 PURPOSE & INTRODUCTION

The Millennium Challenge Corp oration (MCC) requires services of a Contractor for due diligence support of late-stage project design, this includes identifying, assessing, supporting design, structure, and support of implementation oversight of MCC FIT team programs during Compact and Threshold program development and implementation in MCC headquarters and in its partner countries.

B.2 SERVICES TO BE PROVIDED

The Contractor shall provide all personnel, equipment, tools, materials, supervision, and other items and non-personal services necessary to perform the tasks as defined in Section C of the Statement of Work.

B.3 OBJECTIVE

The objective of the Design and Implementation Consultancy is to assist MCC and FIT to effectively diligence late-stage project concepts and support quality oversight of projects through implementation.

B.4 CONTRACT TYPE

MCC will award a single Time & Materials Contract Type, with Contract Line Item Number(s) that have Firm Fixed Price (FFP) hourly labor rates and: Cost Reimbursable Other Direct Cost (ODCs).

B.5 DIRECT LABOR MIX & DIRECT LABOR COSTS

Labor Categories: The four (4) labor categories presented by MCC are identified below; If Contractor(s) deviate by quoting more, less and or different categories, an explanation and rationale must be provided with the quote submission pursuant to the Quoter(s) understanding and approach towards meeting the performance requirements of the SoW.

Labor Rates: The vendor will quote fully burdened labor rates inclusive of all direct and indirect cost Loaders for all labor categories and all contract years of the contract.

T&M Labor Rates categories Base Year Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert Admin categories Option Year 1 Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert Admin categories Option Year 2 Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert Admin

Labor Level of Effort (LOE) Hours: This is a technical assistance, Time and Materials requirement. The number of estimated labor hours below are an illustration of the government's depiction of the requirement by contract year; The total # of hours specified for each year is fixed and shall remain unchanged by Quoters'; Quoters will choose how to allocate estimated labor LOE Hours, according to their own unique quoted technical methodology, approach and labor categories;

Quoter(s) shall not Quote more or less than the exact specifications below, as these are the common evaluation framework whereby all Quotes will be evaluated with the same # of labor Hours.

LoE Labor Hours

Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert Admin sub-total 9,220.00 categories Option Year 1 Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert Admin sub-total 9,920.00 categories Option Year 2 Project Manager Senior Technical Expert Mid Technical Expert Junior Technical Expert

Admin sub-total 9,830.00 grand total 28,970.00

Labor Cost: This is where the Quoters' labor rates, multiplied by the quoter's labor hours, will yield the Quoter's fully burdened labor costs for each respective labor category.

T&M Labor Cost

Project Manager $0.00 Senior Technical Expert $0.00 Mid Technical Expert $0.00 Junior Technical Expert $0.00 Admin $0.00 sub-total $0.00 categories Option Year 1 Project Manager $0.00 Senior Technical Expert $0.00 Mid Technical Expert $0.00 Junior Technical Expert $0.00 Admin $0.00 sub-total $0.00 categories Option Year 2 Project Manager $0.00 Senior Technical Expert $0.00 Mid Technical Expert $0.00 Junior Technical Expert $0.00 Admin $0.00 sub-total $0.00 grand total $0.00

Other Direct Costs (ODCs) are estimates only and will be on a cost reimbursable basis and definitized when requirement(s) are identified & defined. Indirect costs include but are not limited to: domestic and international airfare, domestic and international per diems, domestic travel, car rentals (drivers, gas, tolls), equipment rentals, sub-contractors, data collection, hotels, communications (internet, phone, etc.) ODCs are set & established as fixed by the Government for the purposes of soliciting and evaluating Quotes and thus: are to remain unchanged by Quoter(s). Quoter(s) are permitted to markup ODCs with General & administrative and or Material Handing cost loaders if applicable.

ODC / CLIN 0001 1001 2001 TOTAL

ODCs $162,450 $188,100 $222,300 $572,850 G&A; etc. $0 grand total $162,450 $188,100 $222,300 $572,850

Contract Labor and ODCs Grand Totals.

Labor & ODCs

CLIN 0001 1001 2001 TOTAL

*labor totals $0.00 $0.00 $0.00 $0.00

*ODC sub-total $162,450.00 $188,100.00 $222,300.00 $572,850.00 G&A; etc. $0.00 $0.00 $0.00 $0.00 *ODC total $162,450.00 $188,100.00 $222,300.00 $572,850.00 *CLIN total costs $162,450.00 $188,100.00 $222,300.00 $572,850.00

B.6 LIMITATION OF FUNDS - INCREMENTALLY FUNDED CONTRACTS

In accordance with clause 52.232-72 MCC 52.232-72 LIMITATION OF FUNDS - INCREMENTALLY FUNDED CONTRACTS (NOV 2006) MCC 52.232-72 Limitation of Funds - Incrementally Funded Contracts funds in the amount of $ have been allotted to this contract. It is contemplated that funds now obligated under this contract will cover the work to be performed until . The Contractor shall not perform work on the contract which exceeds the total amount actually allotted by the Government to the contract. The Government is not obligated to reimburse the Contractor for costs incurred in excess of the total amount allotted by the Government to this contract. The contractor assumes the risk for any increased costs beyond what the Government obligates.

UNCLASSIFIED

Section C - Description/Specifications/Work Statement

Section C - Description/Specifications/Work Statement Late-Stage Detailed Design and Implementation Due Diligence Support Consultancy

A. Introduction The Millennium Challenge Corporation (MCC) is a Federal Corporation created under Title VI of the Foreign Operation, Export Financing, and related Programs Appropriations Act, 2004. Based on the principle that aid is most effective in countries that promote good governance, economic freedom, and investments in people, MCC provides large grants to a relatively small number of eligible low and lower-middle income countries. Details on MCC and its methodology may be viewed at http://www.mcc.gov. In particular, an overview of MCC's compact development process can be found at https://www.mcc.gov/resources/doc/guidance-compact-development-guidance.

MCC is helping lead the fight to reduce global poverty by promoting economic growth in our partner countries. Recognizing that sustainable development is best achieved by fostering country ownership, good policies and investment in people, MCC provides partner countries the opportunity to identify their own priorities for achieving economic growth and poverty reduction.

MCC seeks results that are transparent, measurable and attributable to MCC's investment.

MCC realizes that development assistance alone—even when effectively delivered and implemented—is not enough to win the fight against global poverty. At the core of MCC's vision is the understanding that market-based economic growth, led by private investment, is critical to sustainable development. MCC-funded programs strive to improve the core market-supporting functions of its partner country governments, from delivery of infrastructure and social services to strong institutions and regulatory environments.

B. Background Private Sector in Development

MCC seeks to amplify impact and achieve sustainability of its results to ensure sound market-enhancing programs and poverty reduction will continue after the end of the Millennium Challenge Compacts (Compact) and Threshold Program Grant http://www.mcc.gov/ https://www.mcc.gov/resources/doc/guidance-compact-development-guidance

Agreements (Threshold Agreement) that MCC signs with partner countries to fund projects a (Programs) in partner countries. Sustaining the gains from MCC investments often depends upon supporting the capacity and development of private sector institutions within partner countries. Vibrant private sectors, especially business enterprises, and civil society organizations, along with supportive policy environments and the institutions that maintain them, ensure that MCC's results are achieved and continue to be sustained. Without the employment, technology, innovation, and revenues generated by the private sector, a country's prospects for continued growth is challenged. Consequently, MCC collaborates with business and civil society in the design and implementation of its projects and in the tracking of results to increase investments in partner countries, lower risks to investors, and generate growth opportunities. This includes projects that directly target development of the local business community, including improving regulatory policies and access to credit, as well as projects that involve infrastructure development, health, education, land administration, and agriculture, among others.

MCC recognizes that sustained economic growth requires the efficient allocation of domestic capital and the attraction of foreign capital into productive investments. Capital is often hampered by the domestic and global policy environments.

Investors seek to access well-regulated financial markets and commercial opportunities that provide liquidity and security within global policy norms. Attracting capital into new sectors or ventures often requires incentives and public support that provides a pathway for follow-on investment by private investors.

While returns are expected to compensate for risks in well-defined areas, collecting appropriate returns in developing countries often is difficult, requiring public investment or interventions to mitigate investor risk. Where appropriate, MCC seeks opportunities to blend public finance to de-risk commercially oriented investments and/or encourage investments in new areas or desired outcomes that support economic growth.

Within this context, MCC actively engages the private sector in its programs in four ways:

• Process: MCC requires its partner countries to involve business and civil society stakeholders during program development and implementation.

• Projects: MCC fosters business development and expansion through projects targeting policy reform; private enterprise financing and technical assistance; financial sector development; private participation in provision of public services like electricity, transport and water; and other sorts of public management and governance interventions that improve the market-supporting functions of government and its interface with the private sector.

• Blended Finance: MCC integrates tools into its programs that blend public and private finance to de-risk investments and encourage investments with desired social or development outcomes.

• Procurement: MCC ensures procurement opportunities are fair, open and competitive, and that U.S. companies are aware of potential business opportunities.

MCC's Finance, Investment and Trade Team

MCC's Finance, Investment and Trade (FIT) Practice Group leads the agency's efforts to catalyze private investment in and around projects that MCC funds in partner countries using a range of tools, including blended finance (e.g., grants, credit enhancements, technical assistance), opportunities to involve public-private partnerships and private sector participation in public services, and regulatory and institutional reform, in order to increase project impact and sustainability. MCC recognizes that robust private investment is pivotal to sustaining economic growth and understands that potential investors consider risks and rewards associated with a country's existing business climate, sector-specific policies and its private and public institutions when investing. MCC's investments help mitigate risks in its partner countries, develop favorable investment climates, and promote private enterprise growth to reduce poverty.

MCC Compact and Threshold Program Development Process

In December of each year, MCC's Board of Directors selects countries to be eligible to develop Compact or Threshold programs. MCC's programs are then developed with partner countries over several years. The development process is data-driven and iterative, moving through the following distinct phases:

• Preliminary Analysis: In this phase, the country in partnership with MCC undertakes broad consultations with stakeholders and analyzes the constraints to economic growth. The phase ends with a Constraints Analysis that outlines the binding constraints to growth in the country.

• Problem Diagnosis: In this phase, the country in partnership with MCC defines problems and analyzes the root causes of the identified binding constraints. The phase ends with the development of Concept Notes that identify the core root causes and what opportunities may exist to address the root causes.

• Project Definition: In this phase, the country in partnership with MCC defines and scopes specific projects, identifies investments and activities, and builds the actual program logic for the proposed compact program. The phase ends with the development of Project Proposals that detail the specific projects that comprise the compact program, and how they might meet MCC's investment criteria.

• Project Development: In this phase, the country in partnership with MCC launches public procurements, conducts feasibility, environmental and other studies, identifies project beneficiaries and calculates the probable economic impact from the projects. The phase ends with an Investment Memorandum that details the proposed Compact program and discusses the way the proposed program accomplishes objectives in the country while also meeting MCC investment criteria.

• Negotiation: This is the final stage of development, during which the Compact is negotiated with the partner country's government, the compact is finalized, submitted for approval by both the country and MCC, and signed.

• Pre-Entry into Force: In this phase, after an MCC Compact is signed, the country sets up a local Accountable Entity that is staffed by local professionals to manage and oversee all aspects of implementation, using MCC's grant money.

• Implementation: After the country meets the conditions precedent, the Compact enters into force and the five-year implementation period begins.

Private Sector Opportunities Assessment (PSOA)

MCC has developed the Private Sector Opportunities Assessment (PSOA), a systematic approach led by MCC's FIT group to identify and assess opportunities to positively enhance private sector activity and blended finance opportunities so that they are given appropriate consideration during the development of a Compact or Threshold Program. FIT considers the PSOA one of its key products, critical to early stages of program development at MCC. FIT annually reviews and updates the scope and approach of the PSOA based on learning of previous year and taking into consideration MCC priorities. Currently the PSOA includes the following two stages:

Stage 1 (Preliminary Analysis) includes the Finance Sector Analysis (FSA) and Productive Sector Analysis (PSA) and:

§ Begins immediately after country selection and is completed during the Constraints Analysis (CA) phase of the compact or threshold program development process, where MCC and the partner country seeks to identify binding constraints to private investment in the host country.

§ Analyzes the financial sector and supplements the CA with quantitative and qualitative data to help MCC's Economic Analysis (EA) team to test whether finance constrains investment in profitable projects in the host country (i.e., FSA); and

§ Identifies a sample of industries that are representative of the country's potential for growth (High Potential Growth Industries or HPGIs); and that can shine light on key constraints to growth in the country's economy (i.e., PSA), including environmental and social aspects. It should be noted that identifying and prioritizing HPGIs is not an attempt to "pick winners." Rather, assessing the constraints to investment and growth within these specific industries helps to validate and add useful detail to the selection of binding constraints in the CA.

PSOA Stage 1 outputs include the Productive Sector and Financial Sector Analysis Reports – both critical to informing the CA Memo and Stage 2

Stage 2 (Problem Diagnosis and Concept Note Development) includes identification of:

§ The root causes of specific binding constraints in the CA that MCC and the host country elect to address.

§ Potential concept projects for MCC to support to alleviate those root causes; and § Opportunities to use blended finance tools to de-risk and attract private investment in and around MCC-funded projects and provide a climate, environmental and social inclusion lens to these analyses.

PSOA Stage 2 outputs are preliminary concept notes that identify and integrated blended finance tools and opportunities.

Detailed Project Design (Project Definition)

Based on the findings in PSOA Stages 1 and 2 and after the MCC and MCA Teams have identified and agreed on areas of focus, FIT will then conduct additional, very detailed due diligence to further define and develop proposed concepts/projects and blended finance interventions, including late-stage project design with MCA counterparts. The final output of this stage are well defined projects that will be included as part of the MCC Investment Memo that serves as the foundation for the Program grant agreement between MCC and the MCA Entity. Proposed projects may include activities to catalyze private investment in and around projects that MCC funds in partner countries using a range of tools, including blended finance (e.g., grants, credit enhancements, technical assistance), opportunities to involve public-private partnerships and private sector participation in public services including asset recycling, and regulatory and institutional reform, in order to increase their impact and sustainability. The Project Definition stage, or detailed (late-stage)project design for concepts and projects identified during the two stages of PSOA, is the subject of this assignment discussed in more detail in Task 1 in Section D below.

Program Implementation

Once MCC and the host country have designed the projects (including any blended finance interventions related thereto) and signed a Compact or Threshold Program Agreement to fund them, the government of a selected country (Government) must identify or establish a legal accountable entity, (MCA-Millenium Challenge Account) to which the Government will delegate the responsibility for implementing the projects funded by MCC. Subject to oversight by an independent Board and with support and supervision from MCC, the Accountable Entity will have the authority and responsibility to manage the implementation of the MCC-funded projects and their activities, including procuring and managing contractors to perform and implement the activities funded under the Program. MCA reviews and approves the work performed by contractors procured and grant funding awarded by the Accountable Entity. MCC has rights to review terms of reference for and deliverables from MCA-funded contractors and thus needs outside contractors to help MCC perform such implementation oversight. This technical support may be needed both after the Program is signed and before it Enters into Force (EIF) and/or after EIF and during early stages of Implementation. Implementation oversight support is also the subject of this assignment discussed in more detail under Task 2 in Section D below.

Quite often, it is the experience that during Pre-EIF phase additional due diligence may be needed to support finalization of project design details and implementation structure. In this case Late-Stage Project Design as outlined in Task 1, Section D below may also be needed during the Pre-EIF (or early implementation) phase.

Table 1 below is a summary of FIT's current portfolio of projects under development and/or implementation, noting that those countries or projects categorized as Late-Stage design, Pre-EIF and/or Implementation may require support under this assignment depending on outcomes of earlier stages in the program development life cycle. In addition, each year in December the MCC Board selects 1-3 new countries for Compact and/or Threshold Programs. They typically take 8 months (or sometimes more) to reach the Late-Stage Design Phase. For purposes of preparing proposals, Firms should assume 2-3 additional countries for each of the contract years (in addition to below current portfolio) noting that technical support during later years of implementation should be very infrequent, if at all, for most countries, program.

Table 1: Snapshot FIT Portfolio

Country Project/Activity Sector Stage of

Development This is the estimated stage of development at time of contract award, or

Oct 2024.

1 Philippines (THP) TBD TBD PSOA Stage 2 2 Tanzania (THP) TBD TBD PSOA Stage 2 3 Cabo Verde Regional TBD TBD PSOA Stage 2 4 Senegal Regional TBD Blue Econ Late-Stage Design 5 Mauritania (THP) Project Prep Facility Power Late-Stage Design 6 The Gambia TBD Transport Late-Stage Design 7 Togo TBD ICT; Power Late-Stage Design 8 Cote D'Ivoire Regional RE Catalyst Facility – Project Prep ++ RE; Power Pre-EIF

9 Sierra Leone Project Prep Facility Power Pre-EIF 10 Zambia Agri-SME Asset Finance Ag Pre-EIF 11 Lesotho II ACFD Multi Pre-EIF

Lesotho II BETA Project (BDS and ecosystem support) Multi Pre-EIF

12 Belize Credit Enhancements and Transaction Adv RE Pre-EIF

Country Project/Activity Sector Stage of

Development This is the estimated stage of development at time of contract award, or

Oct 2024.

13 Mozambique Carbon Credit – Ecosystem Restoration Climate Implementation

14 Malawi ACFD Multi Implementation 15 Kenya (THP) Sustainable BRT/Blended Finance Facility Transport Implementation 16 Indonesia II Financial Markets Development/BF Facility BF

Facility = Grant Facility funding a variety/range of blended finance instruments

Multi Implementation

MSME On-Lending Facility Multi Implementation

17 Kosovo ACFD Power Implementation 18 Solomon Islands (THP) ALTIF - IFC Partnership and BF Facility Tourism Implementation 19 The Gambia (THP) PPP Institutional Strengthening Power Implementation 20 Cote D'Ivoire PPP Truck Parking and Logistics Center Transport Implementation

FIT and Blended Finance Tools

MCC is well placed within the U.S. Government, financial sector and wider development community to play a catalytic role in the strategic use of development finance to mobilize private capital flows to our partner countries. FIT's role in this process includes leading MCC's private sector engagement across all stages of Program development and implementation, designing and integrating blended finance solutions in Compact and Threshold Programs to catalyze private investment in and around these programs.

MCC uses a "cascade" approach in employing blended finance tools to better use its limited public resources to maximize financing for development and reach development objectives. If commercial financing cannot be cost-effectively mobilized for sustainable investment in a particular project, MCC then seeks to use upstream policy and institutional reform to address market failures. If such reforms are inadequate, MCC then may seek to use risk instruments and credit enhancements (e.g., guarantees, first loss grants) to cost-effectively cover remaining risks to private investment.

MCC's blended finance tool kit, or instruments includes both support to bring projects to market ("outside the deal" tools) and financing solutions to enable financial close ("inside the deal" tools). Given the MCC model, all of the instruments in the FIT Blended Finance toolkit are delivered in the form grants, quite often using a facility approach to competitively select and deliver targeted solution.

Outside the deal tools and support to help bring projects to market include:

§ Technical assistance to prepare bankable projects; and § Transaction advisory services for public-private partnerships (PPPs) and for capital market instruments (e.g.

green bonds) Inside the deal tools and financing solutions to enable financial close include:

§ De-risking instruments to protect against capital loss or to reduce price risk, including:

o Loan or performance guarantees;

o Foreign exchange /interest hedges; and o Support for import financing.

§ Cost contributions with no expected repayment, including:

o Capital/Equity contributions;

o Viability gap funding (VGF);

o Interest rate buy-downs; and o Payment of third-party fees.

American Catalyst Facility for Development (ACFD)

The 2018 BUILD Act provided the impetus for MCC and US Development Finance Corporation (DFC) to create the American Catalyst Facility for Development (ACFD). MCC will provide grant funding in its programs to support DFC's high-impact projects that are consistent with both agencies' missions and within identified constraints which includes those constraints outside of the binding constraint selected $50 million per country. ACFD investments are approved by each agency and by the partner country. Investments will be managed by the DFC. The MCC- US Development Finance Corporation (DFC) blended finance facility, ACFD was structured to increase USG development competitiveness and encourage impact transactions in overlooked low- and middle-income countries (LICs/LMICs). It is the largest inter-agency coordination effort within the USG development sphere.

Climate Finance

At COP27 in 2022, MCC and USAID announced the launch of a Joint Green Finance Pilot Program for low- and lower-middle income countries. The agencies will invest in technical assistance that enables the use of green bonds and other blended finance tools, potentially unlocking billions in new climate finance for developing countries.

Financing for climate investments in developing countries must be increased or many countries will fall behind and face additional development challenges. These countries are among the most vulnerable to the negative impacts of climate change and the financing gap to meet present energy transition and climate adaptation needs is particularly pronounced. Climate finance includes an array of financial products and services, which can be broadly divided into banking, investment, and insurance products. Examples of these include, inter alia, green bonds, green-tagged loans, green investment funds and climate risk insurance., provide a solution to the under-investment in climate mitigation, adaption and thus resilience.

U.S. climate finance is organized into three thematic pillars: adaptation, clean energy, and sustainable landscapes. Climate financing may include:

• Climate-related Investments – Projects where MCC addresses climate risks and/or opportunities that make the entire investment resilient and/or reduce (growth in) greenhouse gas emissions. Where a project supports climate benefits, the entire value of that project is counted.

• Climate-smart Agriculture (CSA) - An approach that helps to guide actions needed to transform and reorient agricultural systems to effectively support development and ensure food security in a changing climate. CSA aims to tackle three main objectives: sustainably increasing agricultural productivity and incomes; adapting and building resilience to climate change; and reducing and/or removing greenhouse gas emissions, where possible.

• Climate-smart Development - Economic development approaches that help build prosperity, end poverty, and combat climate change. Climate-smart development is resilient, inclusive, and less carbon-intensive. It can include investments in mitigation, adaptation, sustainable landscapes, climate-resilient infrastructure and just transition.

• Sustainable Infrastructure – Infrastructure systems that are planned, designed, constructed, operated, and decommissioned in a manner that ensures economic and financial, social, environmental (including climate resilience), and institutional sustainability over the entire infrastructure lifecycle. Sustainable infrastructure can include built infrastructure, natural infrastructure, or hybrid infrastructure that contains elements of both.

Climate financing could also include several other strategic elements, including climate-related activities, ways to help countries achieve their NDC's, and additional innovations.

C. Scope The Contractor will assist the FIT team in 1) providing due diligence support for late-stage project design during the Project Definition and Pre-EIF stages of Compact and Threshold program development; and 2) Threshold Program implementation and Compact program development/implementation support inclusive of reviewing and advising on the work performed by contractors procured by the Accountable Entities in partner countries following Program signature leading up to and during Compact and Threshold program implementation.

D. Tasks After the MCC and MCA Teams have identified and agreed on areas of focus after the MCC and MCA Teams have identified and agreed on areas of focus, FIT will further define and develop proposed concepts/projects and blended finance interventions, including late-stage project design with MCA counterparts. The Contractor shall assist FIT during this Project Definition stage with a variety of tasks, such as due diligence of potential private sector projects and interventions, blended finance, and climate finance-related investments. This would include examining various aspects of projects to assess the feasibility, risks, and potential financial returns, upstream enabling environment for PPPs and private investment, and downstream transaction support across the project life cycle. It is the experience that during Pre-EIF phase additional due diligence may be needed to support finalization of project design details and implementation structure. In this case Late- Stage Project Design as outlined in Task may also be needed during the Pre-EIF (or early implementation) phase.

Accordingly, during Program Implementation the Contractor may be required to assist throughout the project cycle -- i.e., in both the upstream enabling environment as well as transaction implementation. The Contractor may be asked to assist with activities and projects that contemplate different forms of private sector participation for improved service delivery, including, but not limited to, performance-based service and management contracts, leases/ contracts, concessions/availability PPPs, sale/lease-back, asset recycling, as well as other partnered approaches, etc.

In carrying out the tasks, the Contractor will report directly to a designated representative from the FIT team.

Task 1: Due Diligence and Support for Late-Stage Project Design

In late-stage project design, MCC may request that the Contractor assist with follow-on due diligence on the proposed interventions and blended finance concepts included in Concept Notes that the host country submits to MCC or emerge from the Root Cause Analysis and/or Stage 2 of the PSOA to further define and develop such concepts and/or further explore alternative projects and approaches. This due diligence work will inform project design, and assessment and approval thereof by MCC. Additional support may include assistance in drafting foundational documents such as operation manuals for leverage grant facilities or and/or scopes of work for services necessary to implement blended finance solutions. Detailed guidance for this task will be determined following consultation between the Contractor and the respective MCC Country Team.

As part of the late-stage project design and due diligence the Contractor shall work with MCC and its partner countries to help identify opportunities to crowd-in commercial investment. Notional activities might include, but not be limited to:

• Identifying and convening relevant potential private sector partners.

• Alternatives analysis - Support MCC and its partner countries in determining whether and why a particular structure, such as a competitive grant facility, may be more appropriate than other options/alternatives.

• Competitiveness analysis – Support MCC and its partner countries in assessing and prioritizing sectors and sub-sectors which could attract investment from potential partners based on country assets strengths and weaknesses, investment trends and comparator countries; develop a recommended approach, reforms, or incentives for attracting investment.

• Due diligence and operational assessment of entities that may be involved in program implementation, including public utilities, financial institutions, etc. This could include identification of opportunities to build capacity for and strengthen those organizations, including conducting studies, cash flow analysis/projections, and financial valuations, etc.

• Designing and structuring of funding vehicles, including but not limited to blended finance mechanisms, credit enhancement, investment funds, and grant facilities, as well as targeted technical assistance and advisory services to MCC and its partner countries for oversight and implementation of such vehicles.

• Designing and structuring impact-incentive approaches to partnering, including performance-based debt buy downs, impact bonds (e.g., development impact bonds [DIBs]/social impact bonds [SIBs]), and performance-based loans.

• Assessing the viability of alternative funding vehicles such as trust, charity, fund, facility, etc. under local law.

• Development of organization charts and one or more operations manuals to guide implementation.

• Assistance with review of potential grant applications in line with requirements in grant operations manual and review of grantee performance to identify opportunities to improve implementation.

• Advice and support to MCC on effective oversight of funding vehicles.

• Exploring existing partnered vehicles and assessing the viability of MCC participation therein.

• Providing training on related issues, such as case studies and funding vehicle governance; and

• Other advice to MCC and/or partner countries as required, in accordance with the scope of this requirement.

Additional due diligence, analysis, and recommendations may require desk review, consultations with stakeholders, and additional travel as needed.

Task 2: Threshold Program implementation and Compact program development/implementation support:

The Contractor shall work with FIT and its country counterparts to support project design support, budgeting, execution, preparation of terms of reference, and implementation oversight activities to enable MCC and its country counterparts to successfully achieve MCC program objectives. Project activities may notionally include, but are not limited to:

• Assistance throughout the project cycle -- i.e., in both the upstream enabling environment as well as transaction implementation.

• Review of project-related materials, deliverables, and documentation provided by other MCC and consultants and advisors.

• Ideation and advice to MCC on financial and project structures that use blended finance instruments and approaches to help mobilize commercially oriented capital.

• Assistance in the preparation of budgets and TORs to hire due diligence contractors and other consultants, as necessary; and

• Other advice, reports, and deliverables as needed.

E. Travel

Expectations are that most, if not all, country/program specific Technical Directives will require travel to the country where the program is being developed and/or implemented. Based on the current portfolio and anticipated technical needs, it is anticipated that there will on average 20 trips per year between 7-10 days in duration. The Consultant will be responsible for all trip planning and arrangements in country.

MCA Country offices and other MCC counterparts may be consulted/included in the planning but the responsibilities of arranging meetings and developing an agenda that will enable successful completion of the specific Technical Directive falls on the Consultant and its technical team.

Potential countries of travel include:

1. Philippines

2. Tanzania

3. Cabo Verde

4. Senegal

5. Mauritania

6. The Gambia

7. Togo

8. Sierra Leone

9. Cote D'Iovorie

10. Zambia

11. Mozambique

12. Lesotho

13. Kenya

14. Indonesia

15. Dec'25 Selected Countries

16. Dec '26 Selected Countries

17. Dec '27 Selected Countries

Section D - Packaging and Marking

Section D - Packaging and Marking The contractor shall ensure the contractor name and contract number are clearly visible on all information submitted to the

Contracting Officer Representative, Project Monitor and/or Contracting Officer.

UNCLASSIFIED

Section E - Inspection and Acceptance Terms

Section E - Inspection and Acceptance Terms

Incorporated by Reference:

FAR 52.212-4 (a) Inspection/Acceptance

UNCLASSIFIED

Section F - Delivery or Performance

Line Item: 0001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

9/18/24 9/17/25 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON DC

US 20005

Line Item: 1001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

9/18/25 9/17/26 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

Line Item: 2001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

9/18/26 9/17/27 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

Section F - Delivery or Performance

F. 1 PERIOD OF PERFORMANCE

The period of performance shall include a base year plus 2 optional years as follows:

Base Year Date of Award + One Calendar Year Option Period 1 End of Base Year + One Calendar Year Option Period 2 End of Option Period 1 + One Calendar Year TOTAL PoP Date of Award + three Calendar Years

F.2 PLACE OF PEFORMANCE

The Contractor shall perform the tasks under this Statement of Work at the Contractor's own facilities, at MCC's facilities in

Washington, DC, and in MCC partner countries. To facilitate quick engagement with a strong network of contacts and institutional knowledge of MCC client countries, it is desired the Contractor (and any partners) have a global network of offices, providing at least a regional presence for a majority of MCC countries;

Insert awardee's physical corporate location address here, pending

F.3 DELIVERABLES

Specific deliverables and due dates will be defined for each technical directive. Deliverables may include, but are not limited to:

• Kick Off Meeting.

• Workplans.

• Training materials and courses, knowledge products, and workshops.

• Project assessment.

• Assessment of critical path issues to project implementation.

• Preparation of project preparation plans and budgets.

• Project/program design recommendations – including budgets, timelines, and resources – for developing and implementing MCC compact/threshold programs.

• Recommendations on required actions and sequencing of interventions needed to strengthen the enabling environment, institutional capacity, and necessary project-related conditions for PPPs/asset recycling, other partnered approaches, or improving access to finance, together with the MCC partner country governments' and MCC's capacity to develop and implement them.

• Preparation of action plans, including preparation of TORs and budgets for additional consultancies/interventions, as may be necessary.

• Alternatives analyses.

• Preparation of financial cash flow models and financial valuations.

• Financing options analyses.

• Preparation of TORs for Transaction Advisors and other consultants to assist MCC and its partner country governments in structuring and procuring PPPs/asset recycling or for executing capital market transactions and results-based financing approaches.

• Other advice, reports, and deliverables as needed per specific call order.

The Contractor shall address and incorporate comments provided by MCC into final deliverables, as appropriate. The Contractor may be requested to submit or present deliverables not only to MCC but also to high-level government officials in eligible countries and to counterpart teams in eligible countries. Deliverables shall be submitted in English as well as potentially French, Portuguese, Spanish, or other language, if required in specific call order requirements.

General Provisions:

All reports are to be submitted in English. However, the Contractor may be asked to provide a translated version of certain reports in the language of the client country to facilitate review by our country partners. Reports should be submitted by electronic copy using WINDOWS-based MS-Office 2019 products including PowerPoint, WORD, EXCEL, and MS Project.

Digital photo files should be submitted in JPG format. All work files shall be submitted to MCC along with PDF files. The Contractor shall establish and maintain a comprehensive reference index of all relevant documents reviewed by the Contractor. Any and all such documents made available and collected by the Contractor will be compiled in usable form and delivered in an organized fashion to MCC at the end of the task order.

F.5 ACCEPTANCE CRITERIA

Deliverables will be evaluated according to the following criteria:

• Thoroughness and timeliness in complying with all of the elements in the tasks specified.

• Quality and clarity of analyses and work produced; and

• Timeliness and efficacy of communications with the Core Team and relevant counterparts at MCC.

F.6 TIMING AND REPORTING

All formal communication with MCC, including reports, will be submitted to the Contracting Officer Representative (COR). The COR for this requirement will be identified via separate correspondence.

The COR will have technical responsibility for monitoring the performance. The COR will review and evaluate the contract's performance and will coordinate any communications with relevant counterparts and other donor agencies and organizations.

Any change in the terms of the contract must be made in writing and approved by the Contracting Officer. No representation of the COR shall serve as a basis for an alteration in the general scope of this contract or of the terms and conditions of the contract unless confirmed in writing by the Contracting Officer. The contractor must communicate with the Contracting Officer on all matters that pertain to the contract terms. Proceeding with the work without proper contractual coverage could result in nonpayment for that work.

F.7 MCC TECHNICAL DIRECTION

For tasks performed under time and materials / labor hours, the following provision shall be followed:

(a) Performance of the work under this contract is subject to the written technical direction of the Contracting

Officer Representative (COR), and any Government Project Monitors (PM), who shall be specifically appointed, and responsibilities identified, by the Contracting Officer in writing in accordance with MCC policy. "Technical direction" means a directive to the Contractor that approves approaches, solutions, designs, or refinements; fills in details or otherwise completes the general description of work or documentation items; shifts emphasis among work areas or tasks; or furnishes similar instruction to the Contractor. Technical direction includes requiring studies and pursuit of certain lines of inquiry regarding matters within the general tasks and requirements in Section C of this contract, and any resulting Call Order.

(b) The COR/Government PM does not have the authority to, and shall not, issue any instruction purporting to be technical direction that—

(1) Constitutes an assignment of additional work outside the statement of work.

(2) Constitutes a change as defined in the changes clause.

(3) Constitutes a basis for any increase or decrease in the total estimated contract/Call Order cost, the fixed fee (if any), or the time required for contract/Call Order performance.

(4) Changes any of the expressed terms, conditions, or specifications of the contract/Call Order; or

(5) Interferes with the Contractor's rights to perform the terms and conditions of the contract/Call Order.

(c) Technical direction may be oral or in writing; however, the COR or government PM shall confirm oral direction in writing within five workdays.

(d) The Contractor shall proceed promptly with the performance of technical direction duly issued by the COR or PM in the manner prescribed by this clause and within the CORs/PMs authority. If, in the Contractor's opinion, any instruction or direction by the COR/PM falls within any of the categories defined in paragraph

(b) of this clause, the Contractor shall not proceed but shall notify the Contracting Officer in writing within 5 workdays after receiving it (either orally or in writing, whichever comes first)…