05- RFQ 95332423Q0061.pdf

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

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

1. REQUISITION NUMBER PAGE 1 OF

2. CONTRACT NO. 3. AWARD/EFFECTIVE

DATE

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DATE

7. FOR SOLICITATION

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14. METHOD OF SOLICITATION

CODE

15. DELIVER TO 16. ADMINISTERED BY CODE

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OFFEROR

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17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN

OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

BELOW IS CHECKED

RFQ IFB RFP

SEE ADDENDUM

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ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

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UNIT PRICE

24.

AMOUNT

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

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

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

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

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RATED ORDER UNDER

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SMALL BUSINESS

HUBZONE SMALL

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ECONOMICALLY

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8 (A)

NAICS:

SIZE STANDARD:

STANDARD FORM 1449 (REV. 3/2005) BACK

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ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

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UNIT

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UNIT PRICE

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AMOUNT

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41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

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COMPLETE PARTIAL FINAL

95332423Q0061

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 Technical Advisory 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 FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Supplies/Services Quantity Unit

1001 Technical Advisory Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD ONE

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 1 Option Time Date: 9/18/24 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Supplies/Services Quantity Unit

2001 Technical Advisory Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD TWO

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 2 Option Time Date: 9/18/25 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Supplies/Services Quantity Unit

3001 Technical Advisory Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD THREE

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 3 Option Time Date: 9/18/26 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Supplies/Services Quantity Unit

4001 Technical Advisory Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD FOUR

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 4 Option Time Date: 9/18/27 Option Time Duration: 365 Option Time Units: Days IDC Type: Not Applicable

Clauses incorporated by reference

None

Clauses incorporated by full text

Section B

B.1 SERVICES TO BE PROVDED

MCC requires a firm to provide a wide range of technical assistance tasks in the areas of energy to support early-stage development of MCC's Threshold Programs and Compacts.

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 Statement of Work.

This solicitation is issued in accordance with FAR Part 12 and 13.

B.2 CONTRACT TYPE

MCC anticipates a single Time and Materials type contract.

B.3 LABOR RATES

Position Hourly Rate (Base)

Hourly Rate (Option Period 1)

Hourly Rate (Option Period 2)

Hourly Rate (Option Period 3)

Hourly Rate (Option Period 4)

Administrative Assistant/Project Support

Engineer - Senior

Engineer – Mid level

Position Hourly Rate (Base)

Hourly Rate (Option Period 1)

Hourly Rate (Option Period 2)

Hourly Rate (Option Period 3)

Hourly Rate (Option Period 4)

Engineer - Junior

Construction Supervisor (Civil Engineer)

GIS Specialist

Health and Safety Specialist

Hydrologist

Legal Expert – FIDIC Contracts

MIS/ERP Expert

Other Technical Specialists

Power Sector Financial Analysis Expert

Regional and Technical Market Coordination Expert

SCADA Expert

Sector Economist

Sector Regulatory Expert

Sector Restructuring Expert

System Modeler/Planner

Total Estimated LOE 5,310 hours 5,160 hours 5,160 hours 5,110 hours 5,110 hours

B.4 Other Direct Costs

Estimated Total Other Direct Costs

Base Period $166,544.64

Option Period One $179,845.01

Option Period Two $76,491.67

Option Period Three $31,056.43

Option Period Four $25,745.91

Other Direct Costs Grand Total $479,684.67

B.5 Total Labor and ODCs

TOTAL LABOR AND OTHER DIRECT COSTS

Labor Other Direct Costs - Travel

Total by Period (Labor + Other Direct Costs)

BASE PERIOD

PERIOD ONE

PERIOD TWO

PERIOD THREE

PERIOD FOUR

GRAND TOTAL

Section C - Description/Specifications/Work Statement

Section C

Statement of Work:

Compact Development Technical Support Services –

Energy Infrastructure and Reform

1. INTRODUCTION

The Millennium Challenge Corporation (MCC) is a Federal Corporation created under Title VI of the Foreign Operations, Export Financing, and Related Programs Appropriations Act, 2004. It is tasked with managing and implementing the Millennium Challenge Act (MCA), which Congress approved to provide United States assistance for economic development.

The MCA is an innovative foreign assistance program designed to "reduce poverty through sustainable economic growth" in some of the poorest countries in the world. MCA provides incentive for policy reforms by rewarding countries with additional resources that complement those of other bilateral U.S. development programs, other donors and their own investments.

MCC is managed by a Chief Executive Officer and a public-private Board of Directors comprised of the CEO, the Secretary of State, Secretary of the Treasury, U.S. Trade Representative, USAID Administrator and four individuals from the private sector appointed by the President with the advice and consent of the Senate. It draws its diverse staff from other government agencies, the private sector, universities, international development agencies and non-government organizations. MCC has invested more than $13 billion in compact programs worldwide that support country-determined sectors such as agriculture and irrigation; energy (sector reform, generation, transmission, and distribution systems; electricity access); transportation (roads, bridges, ports), water supply and sanitation, access to health, finance and enterprise development, land rights and access, and access to education.

To be selected as eligible for an MCC assistance program, a country must demonstrate a commitment to policies that promote political and economic freedom, investments in education and health, the sustainable use of natural resources, control of corruption, and respect for civil liberties and the rule of law, as measured by independent and transparent policy indicators.

These indicators measure how well countries perform in three broad policy categories: ruling justly, investing in people, and encouraging economic freedom. In determining eligibility, MCC's Board selects MCA eligible countries that are above the median of its income peer group (low income or lower middle income) on at least half of the indicators in each of the three categories and above the median on the corruption indicator. The Board may consider additional information and consider factors such as data gaps or lags to select the countries that will be eligible for MCA assistance.

Recognizing that development is achieved by a country's own efforts, policies, and people, MCC gives selected countries the opportunity to identify their own priorities for achieving sustainable economic growth and poverty reduction. Countries develop their MCA proposals in broad consultation with their own civil society. MCC teams then work in partnership to help countries develop an MCA program which will reduce poverty and sustain economic growth. The MCA program is reflected in a compact that defines responsibilities and includes measurable objectives and targets to assess progress. The compact also describes how the country will manage and implement its MCA program, including how it will ensure financial accountability, transparency, and fair and open procurement.

2. BACKGROUND

MCC has two investment modalities – Thresholds and Compacts. Earlier Threshold Programs were strictly focused on addressing (improving or fixing) specific compact eligibility criteria and were implemented by USAID. Current Threshold Programs are implemented through contracts managed by MCC and are focused on specific sector policy deficiencies that establish a link between the Threshold Program and potential future Compact programs. These programs are heavily focused on testing the host government's commitment for policy and sector reforms. These programs are typically two to three years long and have ranged $7-$55 million and have averaged approximately $20 million. Compacts are five-year programs and focus on both policy reforms and infrastructure investments. Compacts have ranged from $66 million to $698 million and have averaged approximately $350 million. Compacts are implemented by the host government entities (typically called Millennium Challenge Accounts or MCAs). MCC provides guidance and operational policies for implementation. MCC closely monitors the program through regular reporting from the MCAs, regular communication with the MCA professional staff and periodic site inspections.

Threshold Program

The objective of the Threshold Program is to assist countries in their efforts to become Compact-eligible by supporting targeted policy and institutional reforms, thereby providing countries with an opportunity to demonstrate their commitment to the broad policy areas underlying the MCC eligibility indicators and improve the environment for economic growth and poverty reduction investments. Instead of seeking to assist a country directly in improving its performance on a specific eligibility indicator, which was the goal of first generation of Threshold Programs, the second generation of Threshold Programs seeks to affect the indicators by focusing on policy and institutional impediments to economic growth and to improve the environment for sustainable economic development facilitated through an eventual Compact. Sectors that are targeted for policy and institutional reforms are identified through constraint to economic growth studies jointly undertaken by MCC sector experts and economists in conjunction with host country experts. With the assistance of MCC and its technical and sector advisors, countries identify root causes of sectoral problems and develop a prioritized list of policy and program interventions.

Compact Development Process

The process for compact development adopted by MCC, in general terms, is outlined below. For a complete set of MCC Compact Development Guidelines, updated February 2017, refer to: https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance.

Phase I: Start-up and Preliminary Assessment and Analysis

After selection by MCC's Board as eligible for a compact, the country and MCC each form their Compact Development teams (core team and country team, respectively). The two teams work together on a Constraints Analysis to determine which issues and sector(s) represent a binding constraint to economic growth. In parallel, the teams conduct an investment opportunity assessment and social and gender assessment to fully flesh out the existing situation in the host country.

Increasingly the Energy Practice Group (EPG) Team is joining the compact development process at this very early stage, supporting the constraint analysis process with an assessment of energy sector needs and opportunities that may be important for economic growth in the country.

Sector Assessment and Investment Opportunity Analysis: MCC (assisted by expert consultants, as necessary) provides a background of the existing institutional and legal arrangements, as well as a survey of any sector planning and development tools available so that MCC has a full picture of the existing situation in the host country. This can be accomplished through a combination of field visits, meetings with stakeholders (e.g. USG agencies, donors, investors, and civil society) and desk reviews. Depending on which sectors have emerged and which private-sector opportunities are identified in this stage if energy is identified as one of the constrains for economic development, then EPG may tailor and deepen its analysis and understanding of the energy sector to overcome the hurdle.

Phase II: Project Definition

Based on the constraints analysis and initial public consultations, the MCC transaction team analyzes more thoroughly specific problems and opportunities to identify possible projects for MCC funding. Once the country selects its initial pool of potential projects for MCC investment, it prepares and submits a Concept Paper for each, describing the (i) project rationale, activities, and costs; (ii) sector context and regulatory environment; (iii) existing preparatory work, including sector investment plans; (iv) expected benefits and beneficiaries; (v) environmental and social risks; (vi) mechanisms in place or contemplated to ensure sustainability; and (vii) proposed implementation arrangements.

Upon receipt of Concept Papers, the MCC country team undertakes the following steps: (i) initial assessment and draft Concept Assessment Memorandum (CAM); (ii) formal internal peer review; (iii) informal external peer review; and (iv) preparation of the final CAM, which is cleared by department management, and transmitted to government of the compact eligible country.

Initial Concept Paper Assessment: This step is conducted primarily by the MCC transaction team and concludes with a recommendation to proceed to full project development, postpone a decision pending receipt of further information from the country or further investigation by the transaction team, or reject the project concept outright. The assessment focuses on all types of project risk, including rationale, expected impact, sustainability, safeguards, implementation risk, and level of preparation.

In conducting this initial assessment, the MCC country team is expected to be familiar with concept projects from their earlier upstream engagement with the core team. Country team findings are summarized for each project for circulation to the peer review panel. These findings, together with additional recommendations and issues provided through peer review, for the basis of the CAM, are discussed in sections below.

https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance.

https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance.

Internal Peer Review: The purpose of the internal peer review is to confirm the country teams' initial concept assessment and specifically to ensure that lessons and best practices from compact implementation are considered both in the selection of projects, and the strategy for further development. The internal peer review is particularly useful in identifying implementation risks and developing a detailed checklist of outstanding issues that need further clarification by the country core team, and studies required for project development.

External Peer Review: MCC believes collaboration with stakeholders including existing donor agencies step in addressing the concept assessment questions. Specific project concepts provide an opportunity to explore further past or ongoing experience in sectors of interest, particularly around issues of policy environment, sustainability, implementation capacity, and timeline risk.

Recommendation: On the basis of the work described above, the MCC country team prepares for departmental approval a final communication from MCC to the government. This communication, addressed to a senior government official charged with overseeing the relationship with MCC, outlines MCC's decisions and next steps, and included as an attachment the final

CAM.

Phase III: Project Development and Appraisal

Project Development: The project development phase entails completion of requisite project preparatory studies, inter alia feasibility and preliminary design studies, environmental and social assessments, and economic and beneficiary analyses. It may not be possible to complete all of the planned studies for all projects prior to submission of the overall program for Board approval and compact signing. (See Compact Implementation Process below) The objective of conducting extensive studies prior to the commitment of funds is to minimize investment risk by attaining as much certainty as possible about the scope, activities, costs, mitigation measures and implementation arrangements; this process may also reduce the time between Compact signing and when the Compact's fixed implementation period (five years) starts.

Compact Development Funding: When countries require financial assistance to undertake preparatory studies, MCC can provide limited financial support using "Compact Development or 609g Funds." These funds are not available for Threshold Programs. The recipient country can either procure Consultants using MCC Program Procurement Guidelines or MCC can launch and manage the work on their behalf these Compact Development Funds. The contractor under this engagement would not be eligible to bid on such work.

When MCC contracts these studies directly, MCC agrees, through a memorandum of understanding (MOU) with the country, on the roles and responsibilities of each party. The objectives of the MOU are to ensure that:

• MCC counterparts are fully involved in and own the further development of their projects by assigning counterpart experts to work with all key contractors.

• Arrangements for joint management and supervision of studies have been agreed with the country to promote country ownership of results, while retaining MCC's rights as contract manager.

• CDF/609(g) financed consultants receive the support they need from the country core team and all relevant government agencies to maximize their productivity and the quality of their work. Support typically includes counterpart experts, logistics (meeting arrangements, when needed), data, and access to project sites and stakeholders.

• MCC, the country core team and the potential country beneficiary institution consider and assess the financed consultants' work product together.

Project Appraisal: Based on the draft or final reports of project development studies, the country team assesses the viability of the proposed projects. The country team may choose to verify independently the quality of technical assessments financed and managed by the country, using MCC contractors including this contractor. At this stage MCC and the country core team may need to agree to adjustments in project scope and approach, or make design modifications, to enhance impact, quality, feasibility, and/or reduce costs. Where detailed assessments identify fatal flaws that cannot be mitigated through such modifications, the country team will recommend to department management to remove the proposed project from further consideration.

Phase IV: Investment Committee, Compact Negotiation and Signing

Based on study findings, technical negotiations and agreed implementation arrangements, the country team prepares an Investment Memo (IM) summarizing the scope, timeline, costs, organizational structure, and any requisite conditions precedent (CPs). During this phase, MCC and the country conduct negotiations on the legal documents that codify the technical content and administrative and implementation arrangements of the Compact. Typically MCC identifies several Condition Precedents that the country must fulfill before Compact funding begins. The IM is submitted to MCC's Investment Committee (IC) for consideration and, if approved, the text of the Compact legal document is then negotiated. Thereafter, the compact is submitted to the MCC Board of Directors for approval and MCC and the country sign the approved compact.

Phase V: Pre-Entry Into Force (EIF)

Upon signature of the compact by the host country and MCC, there are certain conditions that need to be satisfied before the compact Enters into Force (EIF) and the fixed term (five year) implementation timeline begins. This phase of compact development essentially serves as the transition between compact development and compact implementation. Activities include developing position descriptions and a functional organogram for the MCA, drafting terms of reference for studies and other foundational work that will draw on funding available before EIF (known as CIF funding), procuring and managing CIF-funded contracts, updating project management tools (schedules, scoping documents, budgets, resource and quality assurance plans), developing detailed Implementing Entity Agreements (IEAs) and on-boarding MCA staff. CIF funds and other activities in this stage can support preparation but may not be allocated for implementation activities.

Phase VI: Compact Implementation

Each compact country sets up an Accountable Entity (usually in the form of 'MCAs' or other 'Development Authorities') that is responsible for implementation of the compact. Often, the MCA develops agreement with other entities called Implementing Entities (IEs) that will be responsible for day-to-day implementation, execution and eventual asset ownership and maintenance of some portion of the compact program. MCC is responsible for the oversight of the successful implementation of the compact. This oversight includes the periodic review and approval of project schedules, budgets, human resource plans, procurement plans, and contract documentation, any other documents submitted by the MCA.

As noted previously, it may not be possible to complete all the studies required for successful construction of infrastructure during the compact development period. If such studies are not complete both MCC and MCA are responsible for ensuring that all studies necessary for the successful and safe implementation of the program are completed before MCC disburses funds. If the studies discover higher risks, costs, environmental health and safety issues than were previously anticipated projects may need to be re-designed or re-scoped to meet MCC standards and time frames.

After the completion of the implementation period (five years after EIF), MCA has a limited period of time (approximately four months and known as the closeout period) to complete compact closeout-related activities. These activities are limited to approving and paying invoices for work that was completed prior to end of the five years, closing out contracts, disposing and transferring compact assets, managing defect notification periods for goods/services/works delivered prior to the Compact End Date (CED), and other activities as deemed appropriate in the approved Closeout Plan. MCC and its consultants provide a limited engagement after the CED, including oversight of closeout plan implementation and approved monitoring and evaluation activities.

MCC Climate Change Strategy

MCC recognizes that climate change, poverty, and economic growth are inextricably linked. Climate change poses the greatest risk to developing countries, whose people, economies, and institutions are less able to adapt or afford its consequences. MCC's strategy to integrate climate change considerations more fully into its core business comprises six objectives, each supported by a set of specific activities. This strategy will guide MCC's work across all programs, whether under development, in implementation, or post-implementation. MCC's Climate Change Strategy is published online at https://www.mcc.gov/resources/doc/climate-change-strategy.

MCC Inclusion and Gender Strategy

MCC also recognizes that growth alone will not meet its poverty reduction mandate if its programs are not inclusive and sustainable. Promoting social inclusion and gender is at the core of MCC's mission to reduce global poverty and promote https://www.mcc.gov/resources/doc/climate-change-strategy economic growth. MCC's strategy to integrate inclusion and gender will expand the ability of excluded groups to access, participate in, and derive benefits from MCC programs. This strategy will expand the ability of excluded groups to access, participate in, and derive benefits from MCC programs through routine and systemic integration of inclusion and gender into program design. MCC's Inclusion and Gender Strategy is published online at https://www.mcc.gov/about/priority/inclusion-and-gender.

3. SCOPE

MCC requires a firm to provide a wide range of technical assistance tasks in the areas of energy to support early stage development of MCC's Threshold Programs and Compacts.

The areas include:

ENERGY INFRASTRUCTURE:

1. Power Generation and Fuel Supply. Includes consideration of entire supply chain to from fuel supply to power producers, including the generation facilities themselves. May include further specialization into fuel sources such as fuel oil, natural gas, coal, or renewable energy such as small or large hydropower, wind, geothermal, biomass, solar, tidal, etc.).

2. Transmission and Distribution: Includes full range of transmission and distribution activities including but not limited to overhead, undersea and underground transmission and distribution, protection switchgear, SCADA, system controls, metering, smart grid, and advanced substations and grid technologies (for power and natural gas systems);

3. Electricity Access: Addresses both on- and off-grid extensions of electricity service including mini-, micro-, or pico-grid systems and affiliated technologies and business models to support them;

4. Energy Efficiency and Demand side Management (EE/DSM): Includes activities linked to managing and improving customer demand/use and efficiently delivering electricity to consumers; smart grids and new technologies.

5. Associated Facilities and Equipment. Vertical structures associated with Energy Projects, such as powerhouses, enclosed substations, lithium-ion batteries, long duration batteries, inverters or other ancillary services needed to operate the project successfully.

ENERGY SECTOR REFORM:

1. Formulation of energy policy, vision, strategy, plan, and sector reform roadmaps; System planning and network modeling

2. Review of energy laws covering electricity, natural gas, renewable energy (wind, solar, geothermal, tidal, wave, etc.), coal, and other sources; |

3. Analysis of regulatory regimes and regulations including tariffs, service quality, dispute resolution, etc.;

4. Assessment and evaluation of sector institutions including policy creating bodies (ministries and government departments) to regulators, to Independent System Operators (ISO), power exchanges, to generation and distribution utilities.

5. Utility turnaround (financial, operational and governance) experience; knowledge of private sector participation options in the utility business.

ENERGY MARKETS

1. Reliability coordination requirement, planning and operations coordination, and interconnection code compliance coordination.

2. Investigate market design and market participation requirements including tagging, scheduling and settlements.

https://www.mcc.gov/about/priority/inclusion-and-gender https://www.mcc.gov/about/priority/inclusion-and-gender

3. Identify the roles and responsibilities of Independent Market Monitor (IMM) and Independent Regulatory Entity including market rules.

4. TASKS

Under this contract Energy-related services will be required for early stages in the development of compacts and threshold programs. MCC will procure additional country specific support once projects have been further defined.

A. Development of Threshold and Compact Programs – Tasks

Threshold Programs: During the development of Threshold Programs, MCC requires advisory support services in performing sector and institutional analyses of concerned sector(s). Such analyses cover an assessment of the relevance and adequacy of existing sector policies, applicable laws and regulations, and evaluate roles, responsibilities and capabilities of various sector institutions. The sector and institutional assessments help inform or expand upon problem tree and root cause analyses, thereby identifying gaps and problems within the sectors and institutions. This will lead to a tailored set of interventions in the form of technical assistance activities and condition precedents that will test the governments' commitment for policy and institutional reforms.

Compact Programs: MCC typically requires a team of consultants to review feasibility and other technical studies with the broad objective of providing recommendations to MCC on the quality, adequacy, and accuracy of the technical assessments, including cost estimates (for the purposes of approving investment projects by MCC), and acceptability (go/no-go decisions, based on identification of "fatal flaws"). Specifically, technical experts shall review and advise on:

a. Project selection, whether there could be a viable project within a sector that is proposed as a concept to MCC.

Specifically, the Contractor may be asked to undertake an overall sector analysis, inclusive of primary data collection, to ascertain the constraints in the sector and the possible mitigants to those constraints and to ascertain if there are any legal, policy, or institutional/regulatory issues that would prevent MCC from working successfully in the sector.

Additionally, the Contractor could be asked to conduct or review an analysis to see whether potential projects address root cause problems identified in the constraints analysis and subsequent root cause and problem tree evaluations.

b. Project justification, whether the project is placed within a national development context (or sector strategy or investment master plan) and is deemed a priority, whether the proposed project is a good "value for money" (against other alternatives), and whether the project has a high potential to promote poverty reduction through economic growth.

Specific tasks could include but not limited to:

• Advising MCC on the state of the sector through review of master plans and other sector studies, and through an analysis of other ongoing/planned investment in the sector;

• Advise MCC whether the proposed concept or project addresses sector priorities.

c. Project description with sufficient detail regarding exact project site, the geographic areas to be served, preliminary identification of targeted beneficiaries, intended outcomes, products or services to be delivered, and methods of delivery.

Specific tasks could include but not be limited to assisting MCC in:

• Identifying any potential fatal flaws

• Identifying any critical analyses needed to give an adequate project description;

• Drafting Terms of Reference for various studies; and

• Undertaking additional technical analyses as requested.

d. Existing Feasibility Study/Technical Report Review, technical review to assess the quality of the study, identify gaps and further studies (for the purpose of an investment decision). Specific tasks could include but not be limited to assisting MCC in:

• Assessing the feasibility of the proposed project(s);

• Reviewing and making recommendations with regards to appropriate design standards;

• Reviewing cost estimates;

• Updating/revising the cost estimates, as necessary;

• Assessing the constructability within the compact term; and

• Assessing the risks to the proposed concept/project, including procurement, design, construction, and operational risks and assess the potential impacts on timeline and budget.

e. Preliminary economic and financial analysis, with an indication of economic and financial impact. Specific tasks could include but not be limited to assisting MCC in:

• Identifying potential project beneficiaries/benefit streams;

• Calculating the estimated Economic Rate of Return (ERR) using a methodology that is acceptable to MCC and is in accordance with MCC's economic analysis policies and principles; and

• As appropriate, developing a financial model (income statement, balance sheet, and cashflow statement) and conducting a financial analysis of the owner or operator of the assets, or the project to be funded by

MCC.

f. Institutional Assessment, assessment of the performance of the owner, operator, and regulator of the assets, specifically with an eye for ongoing operations and maintenance of the proposed assets. Specific tasks could include but not be limited to assisting MCC in

• Undertaking a policy and institutional assessment of the sector based on a political economy analysis of the sector;

• Developing a framework for and assess cost of service, as appropriate;

• Proposing improvements in maintenance planning, operations and resources;

• Developing a program to improve maintenance practices and capabilities;

• Based on these improvements, as well as the additional cost of operations and maintenance based on short-and medium-term capital expenditure program, estimating an annual budget requirement for a 10-year period; and

• Reviewing current tariffs and tariff structure and propose revisions to achieve full or meaningful cost recovery.

B. Technical Guidance to MCC

1. Power Sector Reform Projects

• Evaluate relevance and adequacy of sector policies such that they reflect resource availability and economic and social needs of the country, keeping in mind the balance between supply and demand side measures, energy efficiency, and renewable energy; provide recommendations on institutional roles and responsibilities in the sector for demand forecasting, investments, dispute resolution, tariffs, service quality, etc.;

• Review and recommend tariffs and/or tariff methodologies such that they are cost-reflective, keeping in mind operating expenses, replacement cost, and capital expansion, while also ensuring the need to provide social protections to vulnerable groups, such as economically poor; ensure feed-in-tariff and net metering are part of the tariff regime.;

• Review and recommend a power market structure that promotes competition in segments of the market where the private sector can contribute, such as generation and distribution; and that there is open access to the transmission grid, clear and transparent transmission system operation and grid code, allowance for bilateral trade, etc.;

• Assess energy sector laws for clarity and that they reflect of policy direction provided by the government;

• Assess energy sector regulation for appropriate sector operations and transparent operation including regulator competence and independence;

• Assess institutional arrangements for effectiveness, and redundancy;

• Review, analyze and recommend on utility performance, in that the utility is well-managed, with strong operational and financial performance, i.e., the utility performance is as good as or better than its regional peers and is moving toward better performance to be compared to best in class; utility is governed by an independent board free of political and bureaucratic interference.

• Evaluate utility financial and operational turnaround including loss reduction, outage management, customer service, asset management, MIS, billing, collection, internal financial controls, MIS, accounting standards, risk management, financial planning and modeling, debt management, inventory management, construction and project management, forecasting, capital budgeting and planning for all segments of the power sector value chain, fuel supply, etc.

• Assess options to introduce private sector participation in the energy sector value chain and assist in identifying potential private sector operators and financing sources.

2. Infrastructure Projects

• Review or prepare project designs, Sector Master Plans, Market Studies, Retrenchment Plans, and as necessary, Environmental and Social Impact Assessments and Management Plans (as related to capital projects), tender documents, procurement reports, draft contracts, and review or comment on selected MCA contractor deliverables;

• Review periodic (quarterly or monthly as the case may be) project progress and performance reports, including but not limited to narrative reports, schedules, budgets, cash flow requirement projections, human resource management plans, quality assurance plans, and risk management plans;

• Provide independent assessment of deliverable/works quality, which may include contractor reports, training effectiveness, conformance of goods/works to approved specifications, etc.;

• Develop updated estimation of completion costs and timing;

• Advise on procurement packaging, competition, strategy, constructability;

• Provide independent assessment of risks (general categorized by timing, quality, political, reputational, financial, etc.);

• Review and evaluate MCA procurement plans, quarterly project workplans, and disbursement requests;

• Analyze causes of any overruns and delays and recommendations regarding corrective measures;

• Verify completion and performance/commissioning tests;

• Advise MCC with respect to satisfaction of conditions precedent and conditions for disbursement.

C. Regional Compact Scoping

In April 2018, the United States Congress passed legislation that was signed into law by the President which provided MCC increased flexibility for the purpose of regional economic integration, increased regional trade, or cross boarder collaborations, by authorizing MCC to enter into an additional concurrent compact with a country partner specifically to promote regional integration. In line with this authority, MCC is in the process of developing a regional compact focused on supporting increased power trade in West Africa.

MCC will need due diligence and support in the development of regional power sector compacts. MCC will require technical expertise to identify the highest impact investment opportunities to deliver improved outcomes in various markets in the power sector in selected countries through a regional project that can be implemented in the 5-year Compact period, while satisfying MCC requirements for economic rates of return. These investments will likely include a combination of physical infrastructure as well as support for capacity building and institutional strengthening, planning and operations, and strengthening legal/regulatory and commercial framework.

MCC's approach to developing a regional Compact will follow in many ways the guidelines that are provided in MCC Compact Development Guidelines (refer to: Compact Development Guidance | Millennium Challenge Corporation (mcc.gov)). However, there are some changes to these guidelines and approach for the regional Compact; this is described in MCC's draft Concurrent Compact Guidance (to be provided after award).

MCC requires Contractor support to assess existing project proposals and provide guidance to MCC regarding the viability of these projects for investment under a Compact, subject to MCC's investment criteria. The Contractor will be required to gather and analyze data to establish the project context, potential benefits, and risks. The contractor will provide MCC with recommendations on continuing with additional project development, including the need for potential enabling investments and additional data-gathering or project development activities.

D. Cross-cutting Technical Assistance

From time to time, MCC may require assistance that does not fall completely within the Threshold or Compact Development p rograms. The Contractor may be required to assist the Global Practice Groups with sector related efforts to improve the effectiveness of the Practice across MCC's Energy portfolio, and the Agency.

Such efforts may include activities spanning many issues that are outlined in the Infrastructure Due Diligence Guidance for various sectors, as documented at Compact Development Guidance | Millennium Challenge Corporation (mcc.gov). The Contractor shall assist MCC in revising, advising, and preparing reports on issues including but not limited to:

• Sector background, including political economy of the sector; technical, market, policy, legal, regulatory and institutional arrangements and set up;

• Private sector participation opportunities in the sector value chain;

• Demand drivers;

• Resource base, supply options and alternatives;

• Sustainability – operations, maintenance, expansion, tariffs and pricing;

• Investment master plan and financing gap;

• International best practice in O&M, benchmarking, new technologies and academic research;

• Lessons learned;

• Cross cutting issues including economic, environmental, climate, social, gender and impact evaluation;

• Procurement strategies (Red Book versus Yellow Book versus Silver Book);

• Trainings;

• Other, as deemed necessary for investment analyses and decisions.

6. DELIVERABLES AND SCHEDULE

Deliverables shall include travel, conduct or review technical briefings and assessments, prepare trip reports, comments on ad hoc reports, interim and final reports prepared by MCC or other contractors or consultants, prepare progress status reports, special topical reports, financial reports, and presentations. 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 but not limited to French or Spanish, if required.

The Contractor will establish and maintain a comprehensive reference index of all relevant documents reviewed by the Contractor. 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 contract.

https://www.mcc.gov/resources/doc/guidance-compact-development-guidance

Section D - Packaging and Marking

Section D

D.1 PACKAGING & 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.

Section E - Inspection and Acceptance Terms

Incorporated by Reference:

FAR 52.212-4 (a) Inspection/Acceptance

Section F - Delivery or Performance

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

9/18/23 9/17/24 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON DC

US 20005

Line Item: 1001

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

Line Item: 2001

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

Line Item: 3001

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

Line Item: 4001

9/18/27 9/17/28 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

Section F

SECTION F - DELIVERIES OR PERFORMANCE

F.1 PLACE OF PERFORMANCE

The Contractor shall perform services in MCC countries to the extent practical, virtually, or at their own offices, as needed by

MCC.

(Insert Awardee's Physical Location Address Here)

While performing services in MCC countries, the Contractor shall be responsible for arranging temporary office space as would be required for work not taking place through site visits or meetings with project stakeholders, if required.

F.2 DELIVERABLES

The contractor shall provide the deliverables noted in Section C as requested via Technical Direction by the COR and/or PM.

Deliverables shall include travel, conduct or review technical briefings and assessments, prepare trip reports, comments on ad hoc reports, interim and final reports prepared by MCC or other contractors or consultants, prepare progress status reports, special topical reports, financial reports, and presentations. 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 but not limited to French or Spanish, if required.

The Contractor will establish and maintain a comprehensive reference index of all relevant documents reviewed by the Contractor. 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 contract.

F.3 DELIVERABLE FORMATS

All reports, plans and analysis are to be submitted in English, French, Portuguese or Spanish (as instructed by MCC), in electronic copy using WINDOWS based MS-Office products including WORD for text, data tables in EXCEL, appropriate MS- Office 2010 or later versions of programs for exhibits, and schedules using MS-Project. Files containing graphs, flowcharts or diagrams should be submitted in PDF printable version. Digital photo files should be submitted in JPG format. GIS data should be submitted in PDF printable files. Presentations should be prepared with PowerPoint.

F.4 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.

(1). Quality and clarity of analyses and work produced.

(2). Timeliness and efficacy of communications with relevant counterparts at MCC, MCA, etc.

(3). All reports should be written in English, cleanly formatted and with no errors. English is the principle language for all reports and technical work under the contract. MCC does work in countries where the French or Spanish are the main language.

(4). MCC reserves the right to review draft reports, plans and analysis two weeks before the due date and provide comments before they are finalized.

(5). All reports are to be submitted in hard and electronic copy (in MS Word), with tables, data and calculations in MS Excel.

F.5 ESTIMATED TRAVEL

MCC anticipates technical teams to travel to eligible countries, however, due to the unknown number of newly selected countries, MCC has provided an estimated dollar value for each period for travel costs.

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 also 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.