Amendment_One.pdf

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

1. CONTRACT ID CODE RATING

2. AMENDMENT/MODIFICATION NO.

3. EFFECTIVE DATE 4. REQUISITION/PURCHASE REQ. NO. 5. PROJECT NO. (If applicable)

LMAQMCODE

OFFICE OF ACQUISITION MANAGEMENT

(A/LM/AQM)

PO BOX 9115, ROSSLYN STATION

US DEPARTMENT OF STATE

ARLINGTON, VA 22219

Katherine Lugo

NAME

TEL.

Weakley-LugoKF@state.gov

EMAIL

6. ISSUED BY CODE7. ADMINISTERED BY (If other than Item 6)

9A. AMENDMENT OF SOLICITATION NO.

19AQMM18R0163

CONTACT DUNS

CODE FACILITY CODE

8. NAME AND ADDRESS OF CONTRACTOR (No., street, country, state and ZIP Code) (X)

X 9B. DATED (SEE ITEM 11)

06/07/2018

10A. MODIFICATION OF CONTRACT/ORDER NO.

10B. DATED (SEE ITEM 13)

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

X XThe above numbered solicitation is amended as set forth in item 14. The hour and date specified for receipt of Offers is extended, is not extended, Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended, by one of the following methods: (a) By completing items 8 and 15, and returning ____copies of the amendment;(b)By acknowledging receipt of this amendment on each copy of the offer submitted; or (c) By separate letter or telegram which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT TO BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR OFFER. If by virtue of this amendment you desire to change an offer already submitted, such change may be made by telegram or letter, provided each telegram or letter makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

12. ACCOUNTING AND APPROPRIATION DATA (If required)

13. THIS ITEM ONLY APPLIES TO MODIFICATION OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

CHECK ONE A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT ORDER NO. IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation date, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

E. IMPORTANT: Contractor is not, is required to sign this document and return copies to the issuing office.X

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

Amendment One Incorporates the Answers to Questions into the solicitation.

Except as provided herein, all terms and conditions of the document referenced in Item 9A or 10A, as heretofore changed, remains unchanged and in full force and effect.

15A. NAME AND TITLE OF SIGNER (Type or print) 16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)

Katherine Lugo

(Signature of person authorized to sign)

15B. CONTRACTOR/OFFEROR 15C. DATE SIGNED

By (Signature of Contracting Officer)

16B. UNITED STATES OF AMERICA 16C. DATE SIGNED

NSN 7540-01-152-8070

Previous edition unusable

STANDARD FORM 30 (REV. 10-83)

Prescribed by GSA FAR (48 CFR) 53.243

19AQMM18R0163

Table of Contents

Section Description Page Number

CS Continuation Sheet

1.1 TYPE OF CONTRACT

1.2 CONTRACT LINE ITEM DESCRIPTIONS

1.3 PERIOD OF PERFORMANCE

1.4 TRAVEL COSTS (Time-and-Materials or Labor Hour)

2.1 Statement of Work

2.2 LOCATION

2.3 TRAVEL

3.1 MARKING OF REPORTS

3.2 PACKING LIST(S)

3.3 WARRANTY NOTIFICATION

3.4 DATA PACKAGING REQUIREMENTS

3.5 DELIVERY AFTER AWARD

4.1 PERIOD OF PERFORMANCE

5.1 DESIGNATION OF ADMINISTRATIVE CONTRACTING OFFICE

5.2 GOVERNMENT TECHNICAL MONITORS (GTM)

5.3 TECHNICAL DIRECTION

6.1 SAFEGUARDING OF INFORMATION

6.2 INSURANCE REQUIREMENTS

6.3 CERTIFICATE OF INSURANCE

6.4 NONPAYMENT FOR UNAUTHORIZED WORK

6.7 CONTRACTOR COMMITMENTS, WARRANTIES AND REPRESENTATIONS

6.8 TRAVEL COSTS (TIME-AND-MATERIALS / LABOR HOUR)

6.9 EXPORT CONTROL

7.1 Proposal Submission Format

7.2 Information for Offerors

8.1 Evaluation Factors and Methodology

52.212-1 Instructions to Offerors--Commercial Items (Jan 2017)

652.242-70 CONTRACTING OFFICER'S REPRESENTATIVE (COR) (AUG 1999)

01INV DEPARTMENT OF STATE INVOICE INSTRUCTIONS

52.217-9 Option to Extend the Term of the Contract (Mar 2000)

652.232-72 LIMITATION OF FUNDS (AUG 1999)

652.237-72 OBSERVANCE OF LEGAL HOLIDAYS AND ADMINISTRATIVE LEAVE (FEB

2015) 652.242-73 Alternate I AUTHORIZATION AND PERFORMANCE - ALT I (AUG 1999) 52.252-2 Clauses Incorporated by Reference (Feb 1998) 52.222-29 Notification of Visa Denial (Apr 2015) 52.212-5 Contract Terms and Conditions Required To Implement Statutes or Executive Orders--Commercial Items (Jan 2018) 52.228-4 Workers' Compensation and War-Hazard Insurance Overseas (Apr 1984) 52.228-3 Workers' Compensation Insurance (Defense Base Act) (July 2014) 52.243-1 Changes - Fixed-Price (Aug 1987) 52.212-4 Alt I Contract Terms and Conditions--Commercial Items (Jan 2017) - Alternate I (Jan 2017) 52.212-3 Offeror Representations and Certifications--Commercial Items (Nov 2017) 52.212-2 Evaluation - Commercial Items (Oct 2014)

9.1 General

6.10 Safeguarding Information

6.11 Organizational Conflict Of Interest

52.217-5 Evaluation of Options (July 1990) 52.237-8 Restriction on Severance Payments to Foreign Nationals (Aug 2003) 52.225-20 Prohibition on Conducting Restricted Business Operations in Sudan - Certification (Aug 2009) 52.222-56 Certification Regarding Trafficking in Persons Compliance Plan (Mar 2015) 52.225-25 Prohibition on Contracting with Entities Engaging in Certain Activities or Transactions Relating to Iran--Representation and Certifications (Oct 2015) 52.247-35 F.O.B. Destination, Within Consignee's Premises (Apr 1984) 52.246-16 Responsibility for Supplies (Apr 1984)

52.242-15 Stop-Work Order (Aug 1989) 52.242-17 Government Delay of Work (Apr 1984) 52.217-8 Option to Extend Services (Nov 1999) 52.225-19 Contractor Personnel in a Designated Operational Area or Supporting a Diplomatic or Consular Mission Outside the United States (Mar 2008) 52.237-3 Continuity Of Services (Jan 1991) 52.244-6 Subcontracts for Commercial Items (Nov 2017) 652.225-71 SECTION 8(a) OF THE EXPORT ADMINISTRATION ACT OF 1979, AS AMENDED

(AUG 1999)

52.229-6 Taxes - Foreign Fixed-Price Contracts (Feb 2013) 52.232-11 Extras (Apr 1984) 52.232-17 Interest (May 2014) 52.232-18 Availability Of Funds (Apr 1984) 52.239-1 Privacy or Security Safeguards (Aug 1996) 52.242-13 Bankruptcy (July 1995)

Summary Info Continuation Page

1.1 TYPE OF CONTRACT

This is a hybrid contract with Firm Fixed Price and Time and Material elements.

1.2 CONTRACT LINE ITEM DESCRIPTIONS

CLIN 1: Firm Fixed Price Labor and PMO (including all Labor and Program Manage-ment Office Activities, such as billing, HQ activities, DBA, Al-lowances etc.)

Key Personnel Daily Rate # of days # of Staff Chief of Team - 1 Deputy Chief of Team - 1 Community Engagement Ad-visor

- 1

Support Labor at Headquar-ters Mid-Level Support - Junior Support - Support Labor at Field Office Program Officers - Program Assistants - Finance Assistants - Drivers - Administrative and Logistic Per-sonnel

Total CLIN 1 Cost

CLIN 2 – Materials (gas for vehicles, computer equipment, communications allowances, housing allowances, Post Dif-ferential, etc. that is used by the Contractor)

Unit Rate # of Staff or Lots Housing Allowance Office Utilities/Supplies Communication Allowance Office Rent Office Maintenance Costs Vehicle Expense (Rental, Gas, Insurance, Maintenance) Operational Office Supplies Postage/Courier Printers/Copy Machines Conference Table Software Cell Phones and Monthly Ser-vice for Local Staff Total CLIN 2 Cost

CLIN 3 – Direct Support (Items/Services procured for Direct Support of CFs, DSCs, and CFs) Equipment & Support to be provided to Structures Objective 1 - River Gee and Maryland

$100,000

Objective 2 - Grand Gedeh and Bong

$50,000

Objective 3 - Nimba and Lofa $50,000 Total CLIN 3 Cost $200,000 CLIN 4 - Travel $75,000

CLIN 5- Indirect Cost Pool for all Materials

TOTAL COST BASE YEAR

OPTION YEAR 1

CLIN 1: Firm Fixed Price Labor and PMO (including all Labor and Program Manage-ment Office Activities, such as billing, HQ activities, DBA, Al-lowances etc.)

Key Personnel (USN & TCN w/ Post Differential)

Daily Rate # of days # of Staff

Chief of Team - 1 Deputy Chief of Team - 1 Community Engagement Ad-visor

- 1

Support Labor at Headquar-ters Mid-Level Support - Junior Support - Support Labor at Field Office Program Officers - Program Assistants - Finance Assistants - Drivers - Administrative and Logistic Per-sonnel

Total CLIN 1 Cost

CLIN 2 – Materials (gas for vehicles, computer equipment, communications allowances, housing allowances, Post Dif-ferential, etc. that is used by the Contractor)

Unit Rate # of Staff or Lots PCS Air Travel Housing Allowance Office Utilities/Supplies

Communication Allowance Relocation Shipping Office Rent Office Maintenance Costs Vehicle Expense (Rental, Gas, Insurance, Maintenance) Operational Office Supplies One-time Costs (mobilization/demobilization) Postage/Courier Software Cell Phones and Monthly Ser-vice for Local Staff Total CLIN 2 Cost

CLIN 3 – Direct Support (Items/Services procured for Direct Support of CFs, DSCs, and CFs) (Material) Equipment & Support to be provided to Structures Objective 1 - River Gee and Maryland

$75,000

Objective 2 - Grand Gedeh and Bong

$50,000

Objective 3 - Nimba and Lofa $50,000 Total CLIN 3 Cost $175,000

CLIN 4 - Travel $75,0000

CLIN 5- Indirect Cost Pool for all Materials

TOTAL COST OPTION

YEAR ONE

OPTION YEAR 2

CLIN 1: Firm Fixed Price Labor and PMO (including all Labor and Program Manage-ment Office Activities, such as billing, HQ activities, DBA, Al-lowances etc.)

Key Personnel (USN & TCN w/ Post Differential)

Daily Rate # of days # of Staff

Chief of Team - 1 Deputy Chief of Team - 1 Community Engagement Ad-visor

- 1

Support Labor at Headquar-ters Mid-Level Support - Junior Support - Support Labor at Field Office Program Officers - Program Assistants - Finance Assistants -

Drivers - Administrative and Logistic Per-sonnel

Total CLIN 1 Cost

CLIN 2 – Materials (gas for vehicles, computer equipment, communications allowances, housing allowances, Post Dif-ferential, etc. that is used by the Contractor)

Unit Rate # of Staff or Lots PCS Air Travel Housing Allowance Office Utilities/Supplies Communication Allowance Relocation Shipping Office Rent Office Maintenance Costs Vehicle Expense (Rental, Gas, Insurance, Maintenance) Operational Office Supplies One-time Costs (mobilization/demobilization) Postage/Courier Software Cell Phones and Monthly Ser-vice for Local Staff Total CLIN 2 Cost

CLIN 3 – Direct Support (Items/Services procured for Direct Support of CFs, DSCs, and CFs) (Material) Equipment & Support to be provided to Structures Objective 1 - River Gee and Maryland

$50,000

Objective 2 - Grand Gedeh and Bong

$50,000

Objective 3 - Nimba and Lofa $50,000 Total CLIN 3 Cost $150,000

CLIN 4 - Travel $75,000 Cost associated with TDY Travel CLIN 5- Indirect Cost Pool for all Materials

TOTAL COST OPTION

YEAR TWO

PRICING

CLIN 1 shall be firm fixed price and be inclusive of ALL labor costs including overhead, profit, fee, salary, allowances, DBA insur-ance, management costs, etc. All costs should be broken down and included in the price proposal. Any and all costs not inserted and listed in the price proposal for labor shall be considered to be a part of overhead and paid for as a part of the firm fixed price.

CLIN 2 shall be materials. All non-labor and non-travel costs associated office management and operations should be billed to this CLIN at cost to include vehicle purchasing, vehicle insurance, office rent, utilities, office supplies, etc.

CLIN 3 shall be materials. CLIN 3 includes all purchases of supplies and special projects, as approved by the Embassy, Program Of-fice, and COR, to directly support the operation of the Community Forums, District Security Councils, and County Security Councils.

Objective 1 receives $100k in the base year (BY), $75k in option year 1 (OY1), and $50k in option year 2 (OY2). Objectives 2 and 3 receive $50k each in each contract year.

CLIN 4 is the Travel CLIN and will be inclusive of all domestic and international travel and will be set at $75,000 per year. The con-tractor must notify the CO and COR upon expenditure of 75% of the fund, and INL will determine if additional funds should be ad-ded.

CLIN 5 shall be firm fixed price and includes all fees and indirect rates for CLINs 2, 3 and 4

1.3 PERIOD OF PERFORMANCE

The Contract will consist of one base year and two option years.

1.4 TRAVEL COSTS (Time-and-Materials or Labor Hour)

(a) Except as otherwise provided herein, the Contractor shall be reimbursed for its reasonable actual travel costs, in accordance with its usual accounting practices consistent with FAR Subpart 31.2, specifically FAR 31.205-46. Travel must be directly related to and required for performance of the task order and authorized in advance and in writing by the Contracting Officer's Representative (COR). In no event shall costs associated with employee commuting be reimbursable as a direct cost under this contract.

(b) Travel costs shall not be burdened with any indirect costs unless specifically allowable in accordance with the Contractor's usual accounting practices consistent with FAR Subpart 31.2. In no event shall travel costs be burdened with fee/profit.

(c) The Contractor shall include a breakout of all authorized travel expenses as an attachment to his invoices. Administrative support (coordination of travel arrangements, etc.) will be the responsibility of the Contractor.

(d) Should any Contractor personnel be requested to perform in any area which has been determined by the Department of State to be a hazardous duty area, hazardous duty premium pay if and to the extent requested and allowed, will be payable at the same rate as would be given to Department of State direct-hire employees pursuant to Chapter 650 of the U.S. Department of State Standardized Regulations (Government Civilians, Foreign Areas).. Hazardous duty premium pay shall not be burdened with any indirect costs (e.g., overhead, G and A) or fee/profit.

(e) When local travel between the Contractor employee's regular place of performance and other locations is specifically authorized by the COR, transportation expenses shall be allowable costs under this contract. For the purposes of this clause, local travel means travel within a 50 mile radius of the Contractor employee's regular place of performance and does not include daily commuting or associated costs.

(f) For travel where use of a personal automobile has been specifically authorized by the COR, reimbursement shall be computed on the basis of actual miles traveled from starting point to destination. Other related miscellaneous expenses, such as tolls and parking fees, incurred in the performance of tasks authorized under this contract, will be reimbursed. Car rentals require advance approval by the COR and will be authorized only when consistent with good business practice. Allowable costs shall not exceed the actual cost of renting a compact automobile (a maximum of one for four Contractor personnel), unless extenuating circumstances (e.g., excess bag-gage) require other arrangements and subsequent COR approval is obtained.

(g) The Government will reimburse the Contractor for Contractor employee's travel time to or from other authorized work locations;

except that for labor categories which are exempt from the Fair Labor Standards Act (FSLA), a reimbursement will be allowed only for travel during the employee's regular working hours. The Contractor will not be reimbursed for time spent in stand down or tempor-ary layovers for the convenience of the Contractor by FLSA exempt contractor employees except as authorized by the Federal Travel Regulations.

(h) The Contractor shall be responsible for ensuring that all personnel who will be required to travel outside the United States have current and valid passports. The Contractor shall also be responsible for obtaining any visas required for travel to foreign countries un-der this contract. The Contractor shall make no direct labor charges for obtaining/maintaining passports and/or visas.

(end of clause)

2.1 Statement of Work

1.1 Summary:

Over the last six years, the Mitigating Local Disputes in Liberia (MLDL) project has strengthened security, stability, and the rule of law in four fragile counties in Liberia. INL implemented MLDL to help materialize the Government of Liberia’s (GOL) vision created in 2009 by Liberia’s security sector institutions. GOL’s Ministries of Justice, Internal Affairs, Defense, and security sector agencies participated in four interagency meetings to develop the County Security Mechanism design. MLDL started implementations with Nimba and Lofa counties in 2012, then deployed in Bong County in 2015, and finally in Grand Gedeh county in 2016. MLDL has suc-cessfully strengthened the capacity of local governments, the civilian security and health sectors, and citizens to peacefully address long-standing grievances or health emergencies that in the past led to violence. With the departure of the United Nations Mission in Liberia (UNMIL) after 14 years and new political leadership, INL support for the national security structures under the MLDL pro-gram is critical to preserving security and stability in Liberia. As the current contract comes to a close, the U.S. Department of State’s Bureau of International Narcotics and Law Enforcement Affairs (INL) anticipates this project to continue and expand upon existing work under a new three year contract that will solidify our significant investments for this project to date.

Building on achievements thus far, the third phase of MLDL continues to build the capacity for local government representatives and citizens to effectively identify, communicate, and collaborate to resolve disputes and security concerns, and strengthen the rule of law in these counties and districts, as aligned with the Government of Liberia’s existing national security structures. In particular, the third phase of MLDL supports the Government of Liberia’s Early Warning-Early Response (EWER) mechanism by building the capacities of local communities and national security institutions to coordinate on violent conflicts and health crises, such as Ebola and disease outbreaks, border security, terrorist threats, human trafficking, etc. in vulnerable rural and border regions.

This project will also develop and expand the Government of Liberia’s existing County Security Councils (CSCs), District Security Councils (DSCs), and Community Forums (CFs) in six counties in Liberia, including the four current counties already operational thanks to MLDL II and adding River Gee and Maryland counties where these security structures have been established but need sup-port to become fully operational. These two counties will contribute to ensuring the security of Liberia along the borders with Cote d’Ivoire and are important for staving off and deescalating conflict that could destabilize the country and the region. MLDL III will continue to foster a shared sense of responsibility for security among local leaders and citizens and strengthen the rule of law by im-proving communication and collaboration among local leaders and citizens, and developing the institutional and human capacity to ad-dress conflict in the community.

Through the MLDL III project, individuals at all levels, local leaders, security personnel, and citizens alike, will be better prepared to communicate information on disputes or security concerns; CSCs, DSCs, and CFs will be able to work vigorously to address these concerns; and citizens will feel a sense of ownership for the stability of their communities, while also entrusting local government of-ficials to respond to citizen needs. As a result, citizens will be more inclined to work through formal government and community structures to resolve problems, and will eschew other means, such as violence. Government authorities and citizens will also have greater awareness of security threats in their communities, and act collectively to address and defuse them in a timely manner.

By increasing the capacity of local government and communities to manage security threats and disputes, citizens will reduce the chances of disputes resulting in violence, while at the same time strengthening the rule of law. In the past the MLDL project helped uncover instances of transnational organized crime and referred numerous such cases to the Liberia National Police (LNP) and the Na-tional Security Agency (NSA). The MLDL structures also helped identify drug use and trafficking concerns and addressed them with corresponding Government of Liberia (GOL) entities. With these matters in mind the MLDL project further developed an Early Warn-ing – Early Response (EWER) mechanism to monitor a variety of concerns in remote areas and border communities.

MLDL III will specifically focus on expanding the EWER process to facilitate improved information sharing and crisis response in-cluding helping detect viral and health related outbreaks and to educate remote communities on communicating health concerns and proper safe and sanitary practices. In addition to early detection and education that was provided in MLDL II, MLDL III will work to further integrate the most populated rural communities with health services and NGOs operating in the region, as well as with the LNP and other national security structures. This will reduce the conflict and misinformation on international and government activities that was common during the 2014 Ebola outbreak by providing in depth detail and education to remote communities, in public forums, on activities being conducted in the region.

1.2 BACKGROUND

Liberia has strong ties and linkages with the United States, including a large number of dual-citizens that facilitate the movement of goods and people, and represent potential new markets and investments for the United States. Consistent with the December 2017 Na-tional Security Strategy (NSS), INL continues to encourage reforms with promising nations, such as Liberia, to develop accountable and effective security institutions and mechanisms. This reduces the potential for instability and produces the conditions needed for expanded ties with the United States on trade, counterterrorism, and transnational organized crime. The U.S. Government (USG) and other international donors, including the U.N. Mission in Liberia (UNMIL), have provided security sector reform and rule of law as-sistance to the Government of Liberia (GOL) since the signing of the Comprehensive Peace Agreement (CPA) in 2003. While the in-ternational community continues to engage with Liberia, most partners perceive the United States as the lead in security sector reform, particularly since UNMIL has departed, due to the historic relationship between the two countries. As part of this sustained effort and to protect our investments to date, INL provides support to the Liberian law enforcement, justice, and corrections sectors. Liberia, with the help of the international community, has maintained the peace the CPA established, and current levels of overt conflict are re-latively low. Though most Liberians do not anticipate a return to violence, many still hold substantial grievances, including conflict over land, unmet political expectations, and the inability of the formal justice system to resolve legal disputes and provide adequate se-curity.

1.3 Overview of Existing Project:

In November 2011, INL awarded a contract for the Mitigating Land Disputes in Liberia Program which was implemented in Nimba and Lofa counties and was designed to ensure that the CSCs and DSCs work to resolve disputes and other security concerns, and re-port destabilizing issues to the higher level security structures if needed. Following success in the first two counties, including the res-olution of a long-standing leadership dispute in Lofa County, and at the request of the Government of Liberia, in December 2014, INL awarded the follow-on contract Mitigating Local Disputes in Liberia (Phase II) which expanded the project to Bong and Grand Gedeh counties.

Overall, the MLDL program helps build the capacities of communities and security institutions in Nimba, Lofa, Bong, and Grand Ge-deh counties in order to identify and prevent local community and county-wide disputes from becoming larger conflicts. Applying concepts such as community policing, EWER, and alternative dispute resolution, MLDL II has improved the relationship between cit-izens and their local security institutions by building each other’s capacity to identify and address security concerns and local disputes, through the creation of partnerships and collaboration between local government authorities and their communities. MLDL II sup-ports law enforcement and other local security agencies by strengthening their investigative capacities through mentoring and training sessions and helping officers integrate into the local environment through community policing. Additionally MLDL I and II have provided optimization of resources by resolving disputes, concerns, and incidents at the lowest levels needed, allowing security sector actors to deploy their limited resources in the most effective and impactful manner.

The current project, MLDL II, is built around six objectives. The focus is on institutional support for these security mechanisms that provide critical security and rule of law functions in Liberia’s National Security Structure:

Objective 1: After three years, existing County Security Councils in Lofa and Nimba counties effectively identify, communicate, and resolve security concerns in their counties and function independently without contractor support.

Objective 2: The County Security Council in Bong County is established, and after three years, it effectively identifies, communicates, and resolves security concerns in Bong County and functions independently without contractor support.

Objective 3: After three years, existing District Security Councils in Lofa and Nimba counties effectively identify, communicate, and resolve security concerns in their districts and function independently without contractor support.

Objective 4: To establish four new District Security Councils in Bong, Nimba, and Lofa counties, and after three years, they shall ef-fectively identify, communicate, and resolve security concerns in their districts and function independently without contractor support.

Objective 5: After three years, existing Community Forums in Lofa and Nimba counties effectively identify, communicate, and re-solve security concerns in their communities and function independently without contractor support.

Objective 6: Five new Community Forums are established, and after three years, they effectively identify, communicate, and resolve security concerns in their communities and function independently without contractor support.

MLDL II has also conducted trainings for the Community Watch Forums (CWF) in Nimba, Lofa, Bong, and Grand Gedeh counties to educate CWF members on their roles as auxiliaries of the police, especially in areas where there is scant police presence.

The program has also worked to ensure that the oldest structures are prepared for independence from the program and can maintain financial and operational self-sufficiency. In MLDL I and II there was a large focus on functional independence and the capability to perform structure meetings and reach resolutions without assistance. They however did not put a lot of importance on being finan-cially independent, but the structures have made great strides in becoming more financially stable and employing numerous methods to generate income. MLDL III shall ensure that financial stability and independence is a top priority and employ methods to make all structures capable of being fully independent by the end of the contract period and will be a specific CPAR rating factor.

Structure and Mandate for CSCs, DSCs, and CFs:

The GOL National Security Advisor has designated the Coordination Secretariat, within the Liberian Office of the Minister of Internal Affairs (MIA), as the coordinating body to which CSCs report in an effort to ensure constant communication between the CSCs, the MIA, and the National Security Council (NSC). The Coordination Secretariat – established in 2012 as INL’s inaugural MLDL project helped the county security mechanisms to become operational - has proven critical in consolidating information from, and disseminat-ing information to, government agencies such as the CSCs relevant to the NSC mandate.

Each of the fifteen counties in Liberia is administratively divided into districts. District Security Councils report to their relevant CSC. Further, both CSCs and DSCs rely on CFs to identify community security concerns and provide reliable information to higher authorities for appropriate action. The CFs are community structures that provide Liberians with a mechanism to identify security concerns and to find local solutions to those issues. They serve as an EWER system that identifies issues without community-level solutions so they can be referred to DSCs and CSCs, as appropriate. This early warning mechanism achieves dual objectives: to provide a consistent means of alerting local and national authorities to security concerns, and to give communities a role in security af-fairs at the local level, which increases trust between citizens and their local and national governments.

The purpose of this structure is for security concerns to be addressed at the lowest administrative level possible yet ensure they receive the appropriate level of attention. For example, if a community identifies a potential security threat, then it could be brought to the at-tention of the relevant CF that would strive to mediate and resolve the issue. However, if the issue transcends that community, then the CF could refer the matter to the relevant DSC which in turn would strive to mediate and resolve the issue. If the issue involves more than one district, then the DSC could refer the matter to the relevant CSC. However, if the issue transcends that County, then the CSC could refer the matter to the NSC. The effective communication and coordination of information up and down the chain of se-curity councils is a key goal of the project, and a measure of success and future sustainability.

SECTION 2

SCOPE OF WORK/REQUIREMENTS

Statement of Objectives for Mitigating Local Disputes in Liberia, Phase III Working in Nimba, Lofa, Bong, Grand Gedeh, River Gee, and Maryland Counties

2.1 Scope of Work

The Contractor shall develop flexible, timely, culturally appropriate, and innovative approaches to support the Government of Liber-ia’s county security mechanism. Specifically the contactor will:

• Provide technical and intellectual leadership in the field;

• Leverage local customs to resolve disputes, where practicable;

• Use local expertise and resources to the maximum extent possible;

• Engage other stakeholders active in this sector;

• Ensure the sustainability of CSCs, DSCs, and CFs after INL assistance has ended; and

• Be financially conservative in project operations, and educate the CSCs, DSCs, and CFs to adopt fiscally responsible practices.

-Have a business license to do business in Liberia and be in compliance with all local labor laws within 30 days of award.

A CSC typically includes county commissioners, tribal chiefs, city mayors, police, immigration, custom officials, and county prosec-utors. The Contractor shall have a comprehensive understanding of the political structure and climate of each of the six listed counties, and shall identify community leaders from youth, women’s, religious, and other civic organizations to participate in DSCs and CFs.

The Contractor must take into consideration the different and difficult operating environments in the counties and provide a draft risk mitigation plan as part of a mobilization plan that shall be submitted to the INL Contracting Officer Representative (COR) within 15 days of award. Some factors the contractor must consider are the roads connecting Monrovia to the counties, the poor condition of transportation in the country, the rainy season (roughly April through November), electrical power that is usually fully dependent on generators, unreliable communications, local and national elections, and even a lack of basic medical care.

2.1.1 Transition/Mobilization:

The offeror must cooperate with the incumbent Contractor to ensure the proper transfer of Government Owned Property (GOP), his-torical documents and data. The contractor will have 45 days after the date of award to fully mobilize field staff to complete property transfer and to identify and dispose of any and all excess property.

2.2 REQUIREMENTS:

Goal:

MLDL III seeks to strengthen security, stability and the rule of law in the below listed six counties in Liberia by building capacity of local government and citizens to take responsibility for their own security and work collaboratively to address challenges to stability.

Government authorities and citizens will gain greater awareness of security threats in their communities, and act collectively to ad-dress and defuse them. They will achieve this success by building effective structures that improve the ability of local government and communities to manage conflict and disputes and trust that these structures respond to their needs. This trust will in turn strengthen respect for the law, as more citizens see it as a relevant and effective means of addressing problems.

MLDL III will build upon and expand the work of the existing MLDL II project.

The goal of MLDL III is that after three years, local government representatives and citizens in MLDL-supported CSCs, DSCs, and CFs in Lofa, Bong, Nimba, Grand Gedeh, River Gee and Maryland counties will identify, address, and resolve disputes and security and health concerns at the lowest level possible, independent of INL support, and in a way that enhances stability and strengthens the rule of law. Effective interaction among CSCs, DSCs, and CFs is critical for these GOL entities to deliver on their mandates.

The project is expected to yield bodies that:

• Respond to citizen concerns regarding security and related social issues;

• Strengthen coordination among local government entities;

• Foster a shared sense of responsibility among local government and citizens, and build citizens’ expectations for a functional local government; and

• Provide responsive, community-led mechanisms to mediate and resolve disagreements and disputes in a participatory and equitable manner.

After three years, areas where MLDL III operates will demonstrate, through identified performance metrics:

• Improved adherence to the rule of law and willingness to resolve disputes within communities;

• Decreased violence;

• Increased resolution of disputes through MLDL-supported bodies;

• Shared sense of responsibility for security, governance, and rule of law among citizens;

• More effective local government;

• Greater reliance on methods that enhance the rule of law and discourage/prevent violence.

The contractor will develop a performance monitoring plan that will incorporate project goals and deliverables that explicitly link to INL’s strategic goals, to include:

• Strategic Goal 1: Strengthen criminal justice sector actors to ensure civilian security.

o Strategic Objective 1.1: Professionalize law enforcement services to provide public security and conduct effective, lawful investiga-tions in a manner that respects human rights.

o Strategic Objective 1.2: Strengthen criminal justice systems to be accountable, effective, and just.

o Strategic Objective 1.3: Strengthen corrections systems to operate in a safe, secure, and humane manner.

• Strategic Goal 2: Disrupt transnational criminal networks and promote regional stability and state security.

o Strategic Objective 2.1: Remove financial motives, facilitators, methods, and activities used by criminal networks.

o Strategic Objective 2.2: Decrease corruption that enables criminal activity.

o Strategic Objective 2.3: Improve global border security and restrict trafficking options.

o Strategic Objective 2.4: Reduce illicit drug production and drug demand.

• Strategic Goal 3: Establish and maintain partnerships based on shared objectives.

o Strategic Objective 3.1: Develop country and region-specific strategies through partnerships.

o Strategic Objective 3.2: Promote domestic partnerships that complement INL’s programs.

o Strategic Objective 3.3: Advance legislation, international standards, and international agreements that promote citizen security, rule of law, and stable societies.

The PMP must include performance metrics, indicators, and measures of effectiveness that go beyond output measures, and also re-port on outcome and, if possible, impact measures of success. The Contractor must submit to the INL Contracting Officer Represent-ative (COR) within 60 days of award and within 30 days after the exercise of each option year an updated performance monitoring plan and a report of achievements towards the goals, deliverables, and shortfalls in achieving successes towards these strategic goals, for acceptance. The Contractor must also submit a final assessment on these factors in their final report.

2.3 Objective 1

Within 90 days of award, the contractor will propose three CF locations and three DSC locations per county in River Gee and Mary-land counties in consultation with INL, the GoL, and county officials. The Contractor will assist local authorities to establish/op-erationalize the CFs, DSCs, and CSCs in these counties within 180 days of award. By the end of the contract period the CFs, DSCs, and the CSCs will effectively identify, communicate, and resolve security and health concerns – or will report them to the next higher security structure - and will have the tools to function independently without contractor support.

2.3.1 The contractor shall assist local authorities to establish River Gee and a Maryland County CSCs to be functioning bodies re-sponsible for security and stability in the county. Although they have been legally created, the CSCs in these counties are not cur-rently functional or holding meetings. The contractor will guide the CSC members to become operational, and provide support for the CSC to become an effective, regular body to coordinate, address, and resolve security issues at the county level.

2.3.2 The contractor shall build capacity of the CSC members to accomplish their objectives, through mentoring, training, technical advice and assistance, facilitation, coordination, and similar assistance. Relevant training topics shall include, but not be limited to, mediation, conflict resolution, problem solving, and techniques for de-escalating potentially hostile situations without the use of force, community participation, health security and organizational leadership. In consultation with INL, specific training topics should be selected after the contractor has assessed existing capacity and needs. All support provided by the contractor will promote local own-ership of security and rule of law issues by the CSC members, and continued operation of the CSC following the conclusion of con-tractor involvement. The Contractor shall propose frequency, duration, and scope of activities, trainings, and other forms of technical assistance.

Illustrative Activities:

The following illustrative list of activities is not all inclusive, but highlights key efforts that are most likely necessary to complete this objective:

Contractor shall develop a technical approach that enables and facilitates the following activities:

• Assess the existing capacity of the county CSC members and the existing function of the CSC to adequately respond to citizen con-cerns about security and prevent escalation of conflict and health concerns;

• Educate county members on the role and importance of the CSCs within Liberia’s National Security Structure, and the partnership with Liberia’s other security services;

• Working with council members, develop and implement a plan to launch the county CSCs;

• Familiarize community members and local government with the role and function of the CSCs;

• Develop and implement a capacity-building plan for CSC members to use to improve the function of the CSCs;

• Facilitate coordination and communication among members and with other Liberia security and justice actors;

• Facilitate regular meetings of the CSC;

• Assist the CSC to address current unresolved disputes, as a hands-on learning exercise to build capacity;

• Elicit feedback from the community in order to provide information for the CSCs on citizens’ key security concerns;

• Help define and develop the CSCs’ role to lead, manage, and respond to DSCs and CFs;

• Work with the CSCs to develop action plans to address top security concerns that cannot be resolved through other bodies;

• Develop and help implement plans for sustainable, continued function of the CSCs once contractor involvement ends;

• Help develop and strengthen lines of communication and reporting between the CSCs and other bodies, namely DSCs and CFs as part of the broader Liberian national security structure;

• Develop SOPs to define roles and functions for the CSCs, DSCs, and CFs, as well as communications and coordination within the broader national security framework, including with the Ministry of Internal Affairs and the police and justice sectors

• Develop SOPs on coordination and communication on EWER for Ebola and health-related crises with relevant civilian security sec-tor actors; and

• Identify and recommend other activities to ensure effective function of the CSCs and other components of the county security mech-anism.

Expected Outcomes:

Working in partnership with the county CSCs, the expected outcome of the contractor’s actions will include:

• Establishment of the county CSCs as a relevant, functioning organization;

• Commencement of regular meetings and active, successful performance of the CSCs, similar to the CSCs in the existing MLDL II counties;

• Understanding by CSC members of their role in supporting security and the rule of law;

• Increased capacity for the CSCs as measured by a percent increase in the following:

o Resolution of security concerns that have the potential to trigger violence;

o Identification and resolution of health related crises;

o Mediation of security concerns of opposing parties with opposing views and goals;

o Development of responses that will de-escalate hostile situations and facilitate the resolution of disagreements;

o Referral of security issues to higher levels that couldn’t be effectively addressed and resolved at lower levels while also ensuring fol-low through by higher authorities; and o Management of DSCs and their referred actions to the CSCs.

• Strengthened sense of ownership and responsibility among CSC members over their local security situation as measured by the num-ber of CSCs that can operate independently at the end of the project;

• Continued information sharing and coordination of CSCs with the MIA, NSC, and other law enforcement, as appropriate;

• Expanded understanding by communities of the role that the CSC plays in identifying and addressing threats to security and public health as measured by public opinion surveys; and

• Increased reliance by communities to resolve threats to security through the CSCs.

2.3.3 The contractor shall work to establish the new DSCs. The contractor will guide the new DSCs as functioning bodies responsible for security and stability in their districts. The contractor will guide the DSC members to become operational and provide support for the DSCs to become an effective, regular body to coordinate, address, and resolve security issues at the district level.

2.3.4 The contractor shall work to build capacity of the DSC members to accomplish their roles, through mentoring, training, technical advice and assistance, facilitation, coordination, and other assistance. Relevant training topics shall include, but not be limited to, me-diation, conflict resolution, problem solving, and techniques for de-escalating potentially hostile situations without the use of force, community participation, and organizational leadership. Specific training topics should be selected after the contractor has assessed existing capacity and needs. All support provided by the contractor will promote local ownership of security and rule of law issues by the DSC members. The continued effective operation of the DSCs following the conclusion of contractor involvement is imperative.

The Contractor shall propose frequency, duration, and scope of activities, trainings, and other forms of technical assistance.

Illustrative Activities:

The following illustrative list of activities is not all inclusive, but highlights key efforts that are most likely necessary to complete this objective.

Contractor shall develop a technical approach that enables and facilitates the following activities in collaboration with the DSCs:

• Familiarize community members and local government with the role and function of the DSCs;

• Educate district members on the role and importance of DSCs;

• Develop and implement capacity-building plan for DSC members, to improve the function of the DSCs;

• Facilitate coordination and communication among members;

• Facilitate regular meetings of DSC;

• Assist the DSC to address current unresolved disputes, as a hands-on learning exercise to build capacity;

• Elicit feedback from the community on citizens’ key security concerns;

• Develop the DSCs’ leadership role to lead, manage, and respond to CSCs and CFs;

• Develop action plans to address top security concerns;

• Develop and implement plan for sustainable, continued function of DSCs following the end of the contractor’s involvement, includ-ing SOPs for coordination and communications within the broader national security structure, especially on EWER for health epidem-ics and crises;

• Develop and strengthen communication and reporting between the DSCs and other bodies, namely CSCs and CFs, and with the broader national security structures, including the Ministry of Internal Affairs;

• Other activities to ensure effective function of the DSCs.

Expected Outcomes:

Working in partnership with the local DSC members, it is expected that the contractor’s actions will result in:

• Continuation of regular meetings and function of the DSCs;

• Understanding by DSCs members of their role in supporting security and the rule of law in their district;

• Increased capacity for the DSCs as measured by sustained increases in the following:

o Resolution of security concerns that have the potential to trigger violence;

o Identification and resolution of health related crises;

o Mediation of security concerns of opposing parties with opposing views and goals;

o Development of responses that will de-escalate hostile situations and facilitate the resolution of disagreements;

o Referral of security issues to higher levels that couldn’t be effectively addressed and resolved at lower levels while also ensuring fol-low through by higher authorities; and o Management of CFs and their referred actions to the DSCs.

• Strengthened sense of ownership and responsibility among DSC members over their local security situation;

• Continued information sharing and coordination with the relevant CSC, as appropriate;

• Expanded understanding by communities of the role the DSC plays in identifying and addressing threats to security; and

• Increased reliance by communities to resolve threats to security through the DSC.

2.3.5 The contractor shall establish the new CFs. The contractor will guide the new CFs to become operational and provide assistance to develop the CFs as effective bodies to recognize, report, and mediate disputes at the community level.

Each CF will provide a key venue for the local community to identify security concerns and facilitate the resolution of disputes. The CFs will provide community-led mediation to resolve disputes in a participatory manner that strengthens community ties. The fora serve as a mechanism for educating and organizing community members and strengthening dialogue, and establishing linkages and trust between citizens and their government. The CFs will fulfill an EWER role to spot early signs of disagreements that have the po-tential to become violent, or identify pending crisis situations including public health crises. The CFs shall be linked to county and central government entities to enable timely sharing of information about security concerns, initiatives to address them, and levels of tension within River Gee and Maryland counties.

The contractor will work to build capacity of the CFs members to accomplish their roles through mentoring, training, technical advice and assistance, facilitation, coordination, and other assistance. Relevant training topics shall include, but not be limited to, mediation, conflict resolution, problem solving, and techniques for de-escalating potentially hostile situations without the use of force, com-munity participation, and organizational leadership. Specific training topics should be selected after the contractor has assessed exist-ing capacity and needs. All support provided by the contractor will promote local ownership of security and rule of law issues by the CF participants. The continued effective operation of the CFs following the conclusion of contractor involvement is imperative.

2.3.6 The Contractor shall propose and gain approval on a work plan and then execute the frequency, duration, and scope of activities, trainings, and other forms of technical assistance to CFs.

Illustrative Activities:

The following illustrative list of activities is not all inclusive, but…