SWIFT_5_RFP.pdf

Issuance Date: Thursday, November 30, 2017 Q&A Closing Date and Time: Friday, December 15, 2017; 10:00 AM EST

Questions must be submitted in writing via email to swift5@usaid.gov, frescobar@usaid.gov, and aviriya@usaid.gov

RFP Closing Date and Time: Friday, February 9, 2018; 10:00 AM EST

Subject: Request for Proposals (RFP) No. 7200AA18R00012 Support Which Implements Fast Transition (SWIFT) 5

The United States Agency for International Development (USAID) is seeking proposals to provide services that fall within the Statement of Work (SOW) for USAID’s Office of Transition Initiatives (OTI) as described in the attached Request for Proposals (RFP). USAID anticipates the award of approximately seven (7) Indefinite Delivery, Indefinite Quantity Contracts (IDIQs), which may include approximately one (1) to two (2) Small Business Reserve IDIQ Contracts, for the unrestricted “Implementation of Transition Programs (SWIFT-Programs)” component.

USAID also anticipates the award of approximately one (1) to three (3) IDIQs to small business concerns as part of the restricted small business set-aside for the “OTI Program Operations Long-Term Technical Assistance Support (SWIFT-Support)” component. USAID reserves the right to award more or fewer awards than the anticipated number of contracts stated above.

USAID invites all interested and responsible organizations to submit offers in accordance with the requirements of this solicitation. USAID will conduct this procurement as a full and open competition under which any type of organization may submit a proposal. The procedures set forth in Federal Acquisition Regulation (FAR) Part 15 will govern the procurement. The North American Industry Classification System (NAICS) Code is 541611. The applicable Geographic Code is 935.

USAID anticipates that the maximum aggregate ordering limitation for contracts resulting from this RFP will be $2.5 billion over the five (5)-year ordering period. The maximum aggregate dollar value of Task Orders awarded to all contractors cannot exceed this contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees. There is no guarantee on the number of Task Orders that the successful contractors will receive or the amount of money beyond the minimum order guarantee set forth in the RFP.

Please refer to Section L for information regarding proposal requirements. Offerors should take into account the expected delivery time required, and they are responsible for ensuring proposals are received at USAID by the due date and time as specified in Section L. Failure to comply mailto:swift5@usaid.gov mailto:frescobar@usaid.gov mailto:aviriya@usaid.gov http://www.fedbizopps.gov/

U.S. Agency for International Development Page 2 of 215 Support Which Implements Fast Transition 5 IDIQ, Solicitation #: 7200AA18R00012

Table of Contents

PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

B.2 CONTRACT TYPE AND SERVICES

B.3 MINIMUM OBLIGATED AMOUNT

B.4 MAXIMUM CONTRACT CEILING

B.5 FIXED FEE CEILINGS (Cost-Plus- Fixed-Fee Task Orders Only)

B.6 CONTRACT LINE ITEMS (CLINs):

B.7 LABOR

B.8 MINIMUM QUALIFICATIONS

B.9 LABOR (UNBURDENED CDR) RATE CHANGES

B.10 INDIRECT COSTS AND ADVANCED UNDERSTANDING ON CEILINGS

SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OFWORK

C.1 PURPOSE AND OBJECTIVES

C.2 BACKGROUND

C.3 STATEMENT OF WORK OVERVIEW

C.4 STATEMENT OF WORK: IMPLEMENTATION OF TRANSITION PROGRAMS (SWIFT-PROGRAMS) . 30

C.5 STATEMENT OF WORK: OTI PROGRAM OPERATIONS LTTA SUPPORT (SWIFT-SUPPORT)

(RESTRICTED TO SMALL BUSINESS SET-ASIDE)

SECTION D - PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (January 1993)

D.2 BRANDING STRATEGY, IMPLEMENTATION PLAN AND MARKING PLAN

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE/RESPONSIBLE OFFICIAL

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERFORMANCE PERIOD

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE STANDARDS

F.5 REPORTS, DELIVERABLES OR OUTPUTS

F.6 ORDERING PROCEDURES

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F.7 TASK ORDER ADMINISTRATION

F.8 KEY PERSONNEL

F.9 MONTHLY INVOICES AND FINANCIAL REPORTS

F.10 SUPPORT TO OTHER IMPLEMENTING PARTNERS

SECTION G - CONTRACT ADMINISTRATION DATA

G.1 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

G.2 CONTRACTING OFFICER

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.4 CONTRACTOR’S PRIMARY POINT OF CONTACT

G.5 PAYING OFFICE

G.6 ACCOUNTING AND APPROPRIATION DATA

G.7 CONTRACTOR'S PAYMENT ADDRESS

G.8 TECHNICAL DIRECTION/RELATIONSHIP WITH USAID

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 AUTHORIZED GEOGRAPHIC CODE

H.3 AIDAR 752.7007 PERSONNEL COMPENSATION (JULY 2007)

H.4 ADDITIONAL REQUIREMENTS FOR PERSONNEL COMPENSATION

H.5 INFORMATION SYSTEM SECURITY

H.6 USAID IMPLEMENTING PARTNER NOTICE (IPN) PORTAL FOR ACQUISITION (July 2014)

H.7 ORDER OF PREFERENCE FOR PROPERTY DISPOSITION

H.8 302.3.4.13 GRANTS UNDER CONTRACT (GUCs) Effective Date: 09/28/2016

H.9 SWIFT 5 IDIQ CLASS DEVIATIONS AND APPROVAL PROCEDURES FOR GRANTS UNDER

CONTRACT (GUCs)

H.10 AIDAR 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)

H.11 AIDAR 752.228-3 WORKER’S COMPENSATION INSURANCE (Defense Base Act). (DEC 1991)

H.12 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JUL 2007)

H.13 DEFENSE BASE ACT (DBA) INSURANCE

H.14 AIDAIR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

H.15 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES (JAN 2002) ... 115

H.16 AIDAR 752.229-71 REPORTING OF FOREIGN TAXES (JUL 2007)

H.17 ADS 302.3.5.19 USAID-FINANCED THIRD-PARTY WEB SITES (Nov 2017)

H.18 AIDAR 752.231-72 CONFERENCE PLANNING AND REQUIRED APPROVALS (AUG 2013)

H.19 ELECTRONIC PAYMENTS SYSTEM

H.20 AIDAR 752.222-71 NONDISCRIMINATION (JUN 2012)

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H.21 SUBMISSION OF DATSETS TO THE DEVLOPMENT DATA LIBRABY (DDL) (OCT 2014)

H.22 LOGISTIC SUPPORT

H.23 LANGUAGE AND MEASUREMENT (JUN 1992)

H.24 ELECTRONIC AND INFORMATION TECHNOLOGY ACCESSIBILITY (MAY 2016)

H.25 USE OF INFORMATION TECHNOLOGY NOTIFICATION (MAY 2016) (DEVIATION NO. M/OAA-

DEV-FAR- 16-1c)

H.26 MEDIA AND INFORMATION HANDLING AND PROTECTION (MAY 2016)

H.27 CLOUD COMPUTING (MAY 2016)

H.28 SUBCONTRACTING REPORT

H.29 SUBCONTRACTING CONSENT

H.30 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKERS

H.31 NONEXPENDABLE PROPERTY PURCHASES AND INFORMATION TECHNOLOGY RESOURCES

H.32 (DEVIATION 2015-02) PROHIBITION ON CONTRACTING WITH ENTITIES THAT REQUIRE

CERTAIN INTERNAL CONFIDENTIALITY AGREEMENTS (FEB 2015)

H.33 RESTRICTIONS AGAINST DISCLOSURE (MAY 2016)

H.34 ORGANIZATIONAL CONFLICTS OF INTEREST: PRECLUSION FROM IMPLEMENTATION

CONTRACT

H.35 SECURITY CLEARANCE

H.36 AIDAR 752.232-70, Letter of Credit Advance Payment, Mar 2015

H.37 AIDAR 752.222-70, USAID Disability Policy (DEC 2004)

PART II - CONTRACT CLAUSES

SECTION I - CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 SUBMISSION REQUIREMENTS FOR DEVELOPMENT EXPERIENCE DOCUMENTS (SEP 2013) 142

I.3 52.204-9 PERSONAL IDENTIFY VERIFICATION OF CONTRACTOR PERSONNEL (JAN 2011) ... 144

I.4 52.204-21 BASIC SAFEGUARDING OF COVERED CONTRACTOR INFORMATION SYSTEMS (JUN

2016) 144

I.5 52.216-18 ORDERING (OCT 1995)

I.6 52.216-19 ORDER LIMITATIONS (OCT 1995)

I.7 52.216-22 INDEFINITE QUANTITY (OCT 1995)

I.8 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.9 52.247-67 Submission of Transportation Documents for Audit (Feb 2006)

I.10 752.245-70, Government Property – USAID reporting requirements, July 1997

PART II – LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

SECTION J - LIST OF ATTACHMENTS

K. 1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

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K.2 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2017)

K.3 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (JUL 2013)

K.4 52.209-12 CERTIFICATION REGARDING TAX MATTERS (FEB 2016)

K.5 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB 1999)

K.6 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984)

K.7 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (OCT 2015)

K.8 52.230-7 PROPOSAL DISCLOSURE – COST ACCOUNTING PRACTIVE CHANGES (APR 2005) . 160

K.9 52.209-11 REPRESENTATION BY CORPORATIONS REGARDING DELINQUENT TAX LIABILITY

OR A FELONY CONVICTION UNDER ANY FEDERAL LAW (FEB 2016)

K.10 AGREEMENT ON, OR EXEMPTION TO, TERMS AND CONDITIONS

K.11 AUTHORIZED NEGOTIATORS

K.12 DATA UNIVERSAL NUMBERING SYSTEM (DUNS) NUMBER

K.13 CONTRACTOR PURCHASING SYSTEM REVIEW

K.14 PROPERTY ADMINISTRATION SYSTEM REVIEW

K.15 SIGNATURE

SECTION L – INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS OR RESPONDENTS

L.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

L.2 52.215-1 INSTRUCTIONS TO OFFERORS—COMPETITIVE ACQUISITION (JAN 2004)

L.3 52.216-1 TYPE OF CONTRACT

L.4 52.233-2 SERVICE OF PROTEST (SEPT 2006)

L.5 GENERAL INSTRUCTIONS

L.6 DELIVERY INSTRUCTIONS

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL (FOR ALL OFFERORS) . 171

L.8 OFFERORS RESPONDING TO THE “IMPLEMENTATION OF TRANSITION PROGRAMS” (SWIFT-

PROGRAMS) UNRESTRICTED COMPONENT OF SWIFT 5

L.9 OFFERORS RESPONDING TO THE “OTI PROGRAM OPERATIONS LTTA SUPPORT” (SWIFT-

SUPPORT) RESTRICTED COMPONENT OF SWIFT 5

L.10 INSTRUCTIONS FOR THE PREPARATION OF THE COST/BUSINESS PROPOSAL (FOR ALL

OFFERORS)

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (52.252-1)

M.2 GENERAL INFORMATION

M.3 TECHNICAL EVALUATION CRITERIA

M.4 DETERMINATION OF COMPETITIVE RANGE

M.5 COST/PRICE EVALUATION (For All Offerors)

M.6 SOURCE SELECTION

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M.7 CONTRACTING WITH SMALL BUSINESS CONCERNS

M.8 SMALL BUSINESS RESERVE

M.9 CONTRACTING WITH U.S. SMALL BUSINESS CONCERNS IN THE MENTOR-PROTÉGÉ PROGRAM

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PART I - THE SCHEDULE

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this contract is to provide services that fall within the Statement of Work (SOW) specified in Section C for the Support Which Implements Fast Transition (SWIFT) 5 IDIQ. USAID Task Order Contracting Officers (TO COs) will request the work through the issuance of Task Orders during the ordering period as specified in Section F of the contract.

B.2 CONTRACT TYPE AND SERVICES

This is an Indefinite Delivery/Indefinite Quantity (IDIQ) type contract. The Government will issue Task Orders that are either Cost-Plus-Fixed-Fee (CPFF) (term or completion) or any Fixed Priced type. The Contractor must perform the services set forth in Task Orders at prices consistent with Section B of this contract.

B.3 MINIMUM OBLIGATED AMOUNT

The basic contract includes an initial obligation of funds in the amount of $25,000 (for each of the SWIFT-Programs and SWIFT-Support holders) to cover the minimum order guarantee USAID is required to order and the Contractor is required to furnish the minimum order amount of services.

Following this initial obligation, individual Task Orders will obligate funds to cover the work required under that Task Order.

B.4 MAXIMUM CONTRACT CEILING

This is a multiple award Indefinite Delivery/Indefinite Quantity Contract (IDIQ) with an overall ceiling price of $2,500,000,000. The maximum aggregate dollar value of Task Orders awarded to all Contractors must not exceed the contract ceiling. This ceiling is not being subdivided among the number of awardees nor is it being multiplied by the number of awardees.

B.5 FIXED FEE CEILINGS (Cost-Plus- Fixed-Fee Task Orders Only)

B.5.1 SWIFT-Programs Task Orders

NOTE: The ceiling on fixed fee does not apply to Fixed-Priced Task Orders.

(a) For each cost-reimbursement Task Order issued under this IDIQ, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO must consider the policies and factors for establishing fee in FAR 15.404-4 as well as any applicable USAID policy on establishing a fixed fee amount. In no event, however, may the amount of fixed fee in any individual Task Order exceed the following:

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• ____ percent (Offeror proposes ceiling percentage) for the total estimated amount for Program Costs and Operations costs (excluding components of the Transition Activities Pool as discussed in Section C.4.1.2, and fee) for the Task Order.

• ____ percent (Offeror proposes ceiling percentage) for the total estimated amount for non-Grants Under Contract components of the Transition Activities Pool as discussed in Section C.4.1.2, and fee) for the Task Order.

For the Grants Under Contract component of the Transition Activities Pool as discussed in Section C.4.1.2, a Letter of Credit (LOC) may be sought for awardees. However, since issuance of an LOC cannot be accomplished prior to award of the SWIFT 5 IDIQ contract, all Offerors must propose a ceiling percentage fee if issued an LOC and a separate ceiling fee percentage if not issued an LOC. Only the appropriate fee will be included in the Task Order contract upon award as follows:

• ____ percent (Offeror proposes ceiling percentage) of the amount for Grants Under Contract awarded under the Task Order (excluding fee) if issued a Letter of Credit.

• ____ percent (Offeror proposes ceiling percentage) of the amount for Grants Under Contract awarded under the Task Order (excluding fee) if NOT issued a Letter of Credit

(b) The Total Estimated Cost -Plus- Fixed- Fee for each Task Order must be negotiated in accordance with the terms of this contract.

(c) Fixed Fee Payment. For any Task Order issued under this Contract, at the time of each payment of allowable costs to the contractor, the USAID paying office ordinarily pays the contractor a percentage of fixed fees that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

(1) If the TOCO determines that this method results in paying a disproportionately higher ratio of fixed fee than the percentage of work that the contractor has completed, then the TOCO may suspend further payment of any fixed fee until the contractor has made sufficient progress to justify further payment, up to the agreed percentage.

(2) Because the clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and "Fixed Fee" (FAR 52.216-8) are incorporated into this Contract, the terms and conditions of these clauses apply after total payments of fixed fee reach eighty-five percent (85%) of the total fixed fee.

B.5.2 SWIFT-Support Task Orders

(a) For each cost-reimbursement Task Order issued under this IDIQ, the TOCO and Contractor agree to negotiate a set dollar amount for fixed fee. In negotiating the fixed dollar amount for fee, the TOCO must consider the policies and factors for establishing fee in FAR 15.404-4 as well as any applicable USAID policy on establishing a fixed fee amount. In no event, however, may the amount of fixed fee in any individual Task Order exceed the following:

• ____ percent (Offeror proposes ceiling percentage) for the total estimated amount for Program Costs and Operations Costs for the Task Order.

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(b) The Total Estimated Cost -Plus- Fixed- Fee for each Task Order must be negotiated in accordance with the terms of this contract.

(c) Fixed Fee Payment. For any Task Order issued under this Contract, at the time of each payment of allowable costs to the contractor, the USAID paying office ordinarily pays the contractor a percentage of fixed fees that directly corresponds to the percentage of allowable costs being paid. Two exceptions to paying fixed fee in this manner apply:

(1) If the TOCO determines that this method results in paying a disproportionately higher ratio of fixed fee than the percentage of work that the contractor has completed, then the TOCO may suspend further payment of any fixed fee until the contractor has made sufficient progress to justify further payment, up to the agreed percentage.

(2) Because the clauses entitled "Allowable Cost and Payment" (FAR 52.216-7) and "Fixed Fee" (FAR 52.216-8) are incorporated into this Contract, the terms and conditions of these clauses apply after total payments of fixed fee reach eighty-five percent (85%) of the total fixed fee.

B.6 CONTRACT LINE ITEMS (CLINs):

SWIFT 5 (SWIFT-Programs) CLINS CLIN 1 Program Costs (excludes TAP) CLIN 2 Operations Costs (excludes fees) CLIN 3 Grants Under Contract (GUC) TAP CLIN 4 Non-GUC TAP CLIN 5 Fixed Fee on CLINs 1 and 2 - Program and Operations Costs CLIN 6 Fixed Fee on CLIN 3 GUC TAP CLIN 7 Fixed Fee on CLIN 4 - Non-GUC TAP

SWIFT 5 (SWIFT-Support) CLINS CLIN 8 Program Costs CLIN 9 Operations Costs (excludes fee) CLIN 10 Fixed Fee on CLINs 8 and 9 – Program and Operations Costs

B.7 LABOR

(Only applicable to cost reimbursement type task orders)

(a) Central management costs will be handled through the following method:

The Contracting Officer has determined that a key (full-time) technical manager is not necessary or required to administer the basic IDIQ. Contractors will not be authorized to bill USAID directly for IDIQ management costs under this IDIQ or under Task Orders.

Contractors must propose a centralized management structure that allows for recovery of

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IDIQ management costs as part of its indirect costs. However, per Section F.8, the IDIQ Manager may be included as labor under SWIFT 5 Task Orders to the extent that the IDIQ Manager provides direct services required under individual Task Order scopes of work, and as long as it would not impact his or her ability to serve as the IDIQ Manager.

(b) The work day and work week policies and method of accounting for paid absences including holidays for the contractor and major subcontractors is set forth in Attachment J.X [The CO will fill in the attachment number at the time of award and incorporate the information from the contractor’s proposal into section J of the contract]

Compensation of personnel under this contract or any resulting subcontract must be in accordance with AIDAR 752.7007 Personnel Compensation (July 2007) (See Section H.).

B.7.1 Unburdened Ceiling Daily Rates (CDR)

(a) The Task Order rates for the labor categories below must not exceed the ceiling daily rates set forth in the table below.

(b) Approved labor rates for all labor will be negotiated under Task Orders at equal to, or lower than, the CDRs. Final approval of labor rates on any given Task Order is provided by the TOCO.

The government will not be obligated to pay any daily rate that exceeds the ceiling daily rates set forth in the table below.

(c) Each CDR for personnel listed below is “unburdened” and must only include salary costs or consulting rates of the individual providing the services.

The CDR for employees must not include the following:

• Payroll costs (fringe benefits, FICA, allowances, differentials, etc.);

• Indirect Costs applicable to labor; and

• Profit or fee, if any.

The CDRs set forth below are fixed for the contract period and is for a productive eight (8) hour day, and apply to all subcontractors set forth in clause 52.244-2 in Section I. If a new subcontractor is proposed for a specific Task Order on other than a fixed-price basis, the CDRs set forth below will apply, and the subcontract is subject to consent by the TOCO in accordance with FAR Part 44.

Actual salaries for all personnel will be negotiated under Task Orders and final approval is provided by the TOCO. The ceiling rates presented below do not constitute approval of final salary rates above the Contractor Salary Threshold (CST) (see ADS 302).

(d) The single unburdened ceiling daily rate for each labor category/group below represents the mid-level and senior level rate in each category/grouping. One unburdened ceiling daily rate for each labor category/grouping is included in the contract to provide more flexibility under task orders. If junior-level personnel are required under task orders, they must be proposed at rates below the unburdened ceiling daily rate.

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All IDIQ Holders

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6* Year 7* 01 IDIQ Manager

Senior Mid

SWIFT-Programs (Unrestricted) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6* Year 7* 02 Chief of Party

Senior Mid

03 Deputy Chief of Party

Senior Mid

Junior 04 Operations Manager

Junior 05 Regional Program Manager

Junior SWIFT-Support (Small Business Set-Aside)

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6* Year 7* 06 Transition Advisor

Junior 07 Task Order Manager

Junior *Additional years may require approvals in accordance with ADS 300.

[Note 1: The Unburdened Ceiling Daily Rates apply to any Task Order(s) that are awarded under this contract.]

[Note 2: The Unburdened Ceiling Daily Rates apply to all labor (the prime contractor, subcontractor, TCNs, CCN’s, and consultant salaries). CCN and TCN labor are also governed by the local compensation plan limitations as further provided in note 3 below.]

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[Note 3: Locally Hired National Personnel or Other Non-U.S. Expatriate Rates

All locally hired national personnel and other non-U.S. expatriates must be paid in accordance with AIDAR 722.170.

Salaries for individual locally-hired personnel and other non-U.S. expatriates under this contract and any resulting subcontract must be in accordance with AIDAR 752.7007, Personnel Compensation (July 2007), and should be based upon a combination of factors including the prevailing compensation paid to personnel performing comparable work in the cooperating country as determined by USAID and consideration of the individual's education, work experience and recent relevant salary history.

Unless otherwise authorized by USAID, the compensation for CCN and TCN labor must not exceed the prevailing compensation paid to personnel performing comparable work in the cooperating country as determined by USAID and must be paid in the currency of the cooperating country.]

[Note 4: The Unburdened Ceiling Daily Rates above do not apply to Fixed-priced Task Orders.]

B.7.2 Definition of Labor Categories

Provided below is a list of the types of labor categories that may be required under Task Orders.

However, other labor categories that are not listed below may also be required under Task Orders. Labor categories are defined below to clarify general duties (and consequently, type of experience required).

Labor Categories: All IDIQ Holders

01 IDIQ Manager: The home office-based IDIQ Manager will serve as the Contractor’s primary point of contact with the IDIQ COR and CO for SWIFT 5 IDIQ matters. The IDIQ Manager is responsible for the administration and management of the SWIFT 5 IDIQ, including submitting IDIQ-level reporting requirements listed in Section F; coordinating across the Contractor’s SWIFT 5 Task Orders; and working with USAID and the Contractor to resolve issues (across Task Orders or at individual Task Order levels) and sharing lessons learned and best practices.

Labor Categories: SWIFT-Programs (Unrestricted)

02 Chief of Party: The Chief of Party (COP) serves as the Contractor’s designated person for overall management of the in-country relationship with OTI and providing Contractor leadership for field management of the Task Order. The COP is responsible for financial and program management, oversight, and reporting of Contractor progress and quality of performance in meeting the activity undertakings of the program. Under the guidance and overall technical direction of OTI, the COP provides oversight of activities, including supervision of the program field staff, ensuring appropriate activity design, implementation, management, monitoring and evaluation, and compliance with USAID rules and regulations.

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03 Deputy Chief of Party: The Deputy Chief of Party (DCOP) plays a key role in supporting the Chief of Party to effectively manage and implement the Task Order. The DCOP’s responsibilities may include: oversight of Transition Activities Pool (TAP) programming;

financial, procurement, and budgeting management; human resources, personnel recruitment and management; subcontractor management; and Task Order start-up and close-out. The DCOP is responsible for ensuring compliance with USAID rules and regulations and coordinating with the Contractor Home Office on all compliance issues, seeking legal and policy guidance on any applicable restrictions. The DCOP will be expected to have a good grasp of the programmatic aspects of the program and be prepared to step in as needed to support the COP and other program staff in activity development aspects of the project while staying apprised of the evolution of the local political, legal, and economic situation and on how to continuously adapt the program.

04 Operations Manager: The Operations Manager plays a key role in supporting the Chief of Party (and Deputy Chief of Party, if applicable) in managing the Contractor’s day-to-day field presence in the areas of operations, including the project's facilities (such as office space, equipment and project vehicles), administration, logistics, procurement, budgeting and financial accounting (which may include cash flow management, time sheet recording and daily monitoring of obligations, budgets, and expenditures). The Operations Manager’s responsibilities may include ensuring that program implementation is in accordance with USAID regulations and procedures and the specifications determined in the SOW, which may include: monitoring grantee worthiness; assuring fair and transparent procurement processes; reviewing financial management; and monitoring activity implementation.

05 Regional Program Manager: The Regional Program Manager (RPM), in conjunction with the Chief of Party and with oversight from OTI, will manage a field office and/or geographic or issue-based portfolio in terms of financial and administrative management, program development and implementation, as well as activity development and implementation. In close coordination with the COP, the RPM may be responsible for: supervising activity implementation and support staff in his/her respective office(s); managing the development of overall regional program strategy and the development and implementation of TAP activities (which may include identifying potential grantees, reviewing grantee proposals, and overseeing the implementation and monitoring of each activity). The RPM will also supervise enforcement of proper financial, procurement, and general operational protocols and reporting in the field office, in compliance with USAID rules and regulations.

Labor Categories: SWIFT-Support (Small Business Set-Aside)

06 Transition Advisor: In close consultation with the OTI Country Representative and OTI TOCOR, the Transition Advisor supports the management and monitoring of OTI country and regional programs. Depending on the complexity of the program, and level of the Transition Advisor, responsibilities may include: advising in the development, implementation, review and monitoring and evaluation of program TAP activities; assisting OTI with reporting on the activities of SWIFT-Programs Contractors (and/or other implementing partners) in the implementation of OTI-financed activities designed to achieve OTI strategic objectives;

maintaining relationships with key partners and promoting program linkages between OTI

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07 Task Order Manager: The home office-based Task Order Manager serves as the Contractor’s designated person for overall and day-to-day management of contract performance of the Task Order and coordination and communications with the OTI TOCOR. The Task Order Manager is responsible for managing the overall operations on the Task Order, which may include: communications, administration, logistics, procurement, staffing/recruitment, budgeting, finances, reporting and property. The Task Order Manager will ensure that activities implemented under the Task Order are managed and implemented in accordance with the approved budget, USAID regulations and procedures, and the specifications determined in the

SOW.

B.8 MINIMUM QUALIFICATIONS

In order to perform the statement of work set forth in Section C, the Contractor must provide personnel that meet the minimum education and experience requirements set forth below. These minimum qualifications for junior, mid-level, and senior personnel correspond to the Unburdened Ceiling Daily Rates above.

IDIQ Manager Labor Category

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 7 12 Mid Bachelor’s 5 10

Chief of Party Labor Category

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 8 12 Mid Bachelor’s 6 10

Deputy Chief of Party Labor Category

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 8 12 Mid Bachelor’s 6 10

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Junior Bachelor’s 4 8 Operations Manager, Regional Program Manager

Labor Category 04, 05

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 7 11 Mid Bachelor’s 5 9 Junior Bachelor’s 3 7

Transition Advisor Labor Category

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 7 11 Mid Bachelor’s 5 9 Junior Bachelor’s 3 7

Task Order Manager Labor Category

Education and Experience Requirements OR Experience Requirements (Substitution of Work Experience in Lieu of a Degree)

Level Academic Degree

AND Years of Relevant Work Experience

Years of Work Experience

Senior Bachelor’s 7 11 Mid Bachelor’s 5 9 Junior Bachelor’s 3 7

Language fluency, relevant regional experience, and international development experience requirements will be specified in individual task orders.

B.9 LABOR (UNBURDENED CDR) RATE CHANGES

The labor rates are fixed for all contract years; however, the Contractor may submit a proposal reducing the labor rates and/or indirect rates at any time during the life of this contract. The Government will review these proposals and determine if the revised rates are realistic and in the best interests of the Government. If the rates are accepted, the Government will modify the contract by incorporating the new rates into the contract.

B.10 INDIRECT COSTS AND ADVANCED UNDERSTANDING ON CEILINGS

[Ceilings are not applicable to Small Business Offerors or local organizations serving as the prime or a subcontractor. Indirect rates are only applicable to cost reimbursement Task Orders.]

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Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs must be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases for prime contractors and their major subcontractors.

Contractor Fringe Rate

Fringe Ceiling Rate %

Overhead Rate %

Overhead Ceiling Rate %

G&A Rate %

G&A Ceiling Rate %

PRIME (Insert Name) Base of Application Source: (insert) Period: (insert)

SUBCONTRACTOR(S)

Name (s))

Base of Application Source: (insert) Period: (insert)

NOTE: Insert additional indirect rates as needed for all primes and major subcontractors in the above table.

*Special Note: The un-shaded columns in the indirect cost table are the current approved indirect cost rates for the prime and major subcontractor(s).

The Contractor will make no change in its established method of classifying or allocating indirect costs that impacts this contract without the prior written approval of the Contracting Officer.

Reimbursement for indirect costs must be at final negotiated rates, but not in excess of ceiling rates specified above.

The Government must not be obligated to pay any additional amount associated with indirect costs above the ceiling rates established in the contract. This advance understanding must not change any monetary ceiling, cost limitation, or obligation established in the contract.

NOTE: For Fixed-priced Task Orders, the overhead ceilings serve as a basis for negotiation only.

Note: Contractors are allowed to recoup indirect costs (OH, G&A, etc.) as other direct costs if it is part of the Contractor’s usual accounting procedures, consistent with FAR Part 31 and the contactor’s NICRA.

[END OF SECTION B]

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SECTION C - DESCRIPTION/SPECIFICATIONS/STATEMENT OFWORK

C.1 PURPOSE AND OBJECTIVES

The objective of this Indefinite Delivery Indefinite Quantity (IDIQ) contract is to provide USAID’s Office of Transition Initiatives (OTI) with the means to support U.S. foreign policy objectives by catalyzing local initiatives to advance stability, peace and democracy in response to complex political crises. OTI’s program team, comprised of OTI and Contractor personnel, will work on the ground to seize emerging windows of opportunity to provide adaptive and agile programming in countries or regions. To accomplish this, the SWIFT 5 IDIQ will be structured around two service areas/components: 1) Implementation of Transition Programs (herein after referred to as SWIFT-Programs); and, 2) OTI Program Operations Long-Term Technical Assistance (LTTA) Support (herein after referred to as SWIFT-Support) – restricted to Small Business Set-Aside.

1) Under the SWIFT-Programs component (Section C.4), through specific Task Orders, the Contractor will: a) establish, staff, manage, operate, and support a flexible, quick-response mechanism capable of administering and implementing targeted activities under OTI Country or Regional Programs; and, b) provide support to program-funded USAID personnel.

2) Under the SWIFT-Support component (Section C.5), through specific Task Orders, the Contractor will: a) recruit and deploy long term technical assistance to support OTI program operations, and, b) provide support to program-funded USAID personnel.

C.2 BACKGROUND

This background section provides an overview of OTI, describes working in complex environments and OTI’s criteria for engagement. It also presents information pertinent to an OTI program including information on SWIFT 5 Contractors’ roles, local partners, OTI’s “One Team” partnership model, funding, program duration, and exit strategy.

C.2.1 Office of Transition Initiatives (DCHA/OTI)

Since 1994, OTI, part of USAID’s Bureau for Democracy, Conflict, and Humanitarian Assistance (DCHA), has helped to lay the foundation for long-term development through over 60 programs in approximately 45 countries by nurturing peace processes, promoting reconciliation, supporting emerging independent media, improving government responsiveness to local needs, and fostering peace and democracy. OTI programs provide adaptive and agile assistance to countries experiencing a political transition, conflict, democratic backsliding, violent extremism, insecurity or instability. In countries transitioning from authoritarianism to democracy, from violent conflict to peace, or other pivotal political and security events, OTI’s programs catalyze positive change. OTI programs are shorter-term — typically three to four years in duration – delivering high quality, vanguard programming in fast-paced contexts. OTI programs often are initiated in states that have not reached the stability or other conditions needed for longer-term development to succeed. Therefore, OTI works closely with USAID Regional Bureaus, Missions and other USG counterparts to continually identify and respond to strategic needs and gaps in the immediate term that can help to stabilize the situation, buy time for longer term political and

U.S. Agency for International Development Page 18 of 215 economic reform, complement other assistance efforts and lay a foundation for more transformative change.

OTI programs are designed to meet the unique needs of each country or regional context and to remain responsive to rapidly evolving political and operational environments. In order to fulfill its mandate, OTI has developed the ability to continually change, reorient or refocus its programs in order to rapidly respond to evolving opportunities in the country or region. Previous OTI programs have:

• engaged with politically marginalized citizens to give them a voice in the transition process;

• addressed gender-specific constraints to successful transitions;

• bolstered host government actors and improved the perception of the government in a joint campaign against insurgent groups;

• drawn people together across ethnic, political, and religious lines to work productively together towards common community-defined goals;

• provided materials for small infrastructure repair projects as a means of enabling government officials to respond to local priorities;

• supported community initiatives to rehabilitate critical infrastructure in war torn areas as a means of building confidence and supporting local, democratic decision-making processes;

• facilitated sustained communication and cooperation between newly elected officials and their constituents, and encouraged more responsiveness to citizen needs;

• encouraged measures to bring military and security forces under civilian democratic control;

• provided basic furniture, equipment, and short-term technical assistance to key government ministries to help rapidly restore critical services and public confidence;

• backed local human rights groups and war crimes investigations;

• supported production and development of get-out-the vote ads, local anticorruption campaigns, and public service announcements as a means of supporting transparency and democracy;

• promoted independent media and increased access to balanced information so as to have an impact on public perceptions;

• supported or advanced media infrastructure, systems, networks, regulatory regimes, and professionalism to expand access to and freedom of information;

• assisted local peacemakers to prevent conflict and promote ethnic reconciliation;

• provided community-focused reintegration assistance for ex-combatants and war-affected youth to help buy time for peace and longer term economic and political reforms;

• re-integrated displaced persons and others impacted by conflict and protected vulnerable populations, often internally displaced persons and persecuted minority groups;

• provided timely and targeted support to civil society organizations as a means of engaging government officials in dialogue and promoting accountability; and,

• supported local efforts to mitigate and manage ethnic and religious conflict through training, improved communication, and confidence-building measures.

OTI is not constrained by traditional technical sectors such as health and economic growth. In fact, most OTI programs have to work across sectors in order to catalyze a transition and help create an environment conducive to longer term development.

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C.2.3 Working in Complex Environments

OTI programs are often initiated in crisis countries due to a critical event or destabilizing trend. These countries are considered complex environments because the causal relationships between the various elements of the political context are unknown, multifaceted, and in flux.

Thus, solutions are neither simple nor straightforward. Current research in complexity theory generally characterizes these environments as:

● Involving a large number of interacting elements;

● Nonlinear, dynamic, and fluid;

● Producing disproportionate effects (minor changes produce major consequences);

● Not having obvious measures of success because solutions are emergent, meaning they arise from circumstances; and

● Unpredictable or unstable because stakeholder interactions are unclear or changing.

Defining OTI’s Problem Sets

OTI is USAID’s tool to carry out rapid interventions relevant to the political/stabilization needs of communities and governments, in response to major political/conflict crises and opportunities as they emerge across the world. A transition is a time of high politicization and instability. It is a period of intense competition for power and a time that can set the foundation for new political arrangements and the trajectory for future development. During these periods, citizens are often preoccupied with personal security and meeting basic needs, and unsure what the political changes mean. While the conditions during a transition may not be favorable for long-term development approaches, these periods of flux often represent opportunities to shape prospects for improved democracy and peace.

Transitions offer windows of opportunity to:

(a) Shift the balance of power and the center of political gravity towards forces favoring peace and democratic governance; and

(b) Promote positive changes in people’s attitudes, behaviors and perceptions by:

• Addressing critical transition priorities in targeted, tangible ways;

• Quickly building confidence by mitigating conflicts and delivering expected “peace dividends”;

• Strengthening an independent media and civil society to ensure people can make more informed decisions and hold governments accountable; and

• Assisting governments to respond to community needs and develop their strategic communication capacities.

In the past, OTI has worked in a diverse range of transition settings that can be generally characterized in two broad ways:

• Political Transitions: Political transitions often occur when a seminal event — an election or revolution — ushers in a democratic-oriented government after a period of military or autocratic rule. In these situations, OTI responds to the desire of the newly elected leadership

U.S. Agency for International Development Page 20 of 215 and the population to consolidate democratic principles and accelerate momentum for positive change.

• Security Transitions: In countries or regions where democratic institutions come under serious challenge, or where ethnic, religious, or political rivalries or other destabilizing elements such as criminality flare into widespread violence, OTI often initiates activities that increase opportunities for dialogue and constructive citizen participation in democratic processes. By strengthening local advocates for positive change, seeking opportunities to introduce reform, and helping communities mitigate conflict, OTI seeks to reverse the slide toward instability and help shift the country or region toward peace and democracy. In the aftermath of conflict, OTI generally seeks to create a foundation for a just and lasting peace by supporting the negotiation and implementation of peace agreements that provide a framework for inclusive governance and national reconciliation. OTI also supports political and material recovery efforts to rebuild communities and increase local capacity to manage conflict and promote reconciliation.

These categories may evolve as country and regional situations change and are not inclusive of all transitions in which OTI could engage. In some instances, OTI engages in a country or region due to its importance to US foreign policy interests, or to test approaches to a complex problem so that USAID is able to learn and design new programs, where the actual transition taking place may be modest.

Adaptive and Field-Driven Strategies

In these environments, the information available to OTI is usually incomplete or hard to verify.

There is no single path to addressing the problem(s) and what constitutes success is often difficult to define. As a result, these environments present major challenges to conventional planning and programming, which rely on clear, linear paths to a solution. These dynamic contexts require that programs adapt to rapidly evolving situations and that teams continually explore assumptions and try innovative tools and methods to achieve the desired outcome.

Largely, OTI programming cannot be pre-defined; instead it needs to evolve with changes in the environment. In OTI, strategic planning must take place regularly and in the field, where staff review the current political situation, create relationships with communities and key actors, and undertake iterative activities that will test what works and what doesn’t in order to inform future activities and priorities.

OTI’s experience working in complex environments shows that programming must capitalize on the fleeting windows of opportunity presented by critical events. This means program teams approach complexity by being aware that they do not have all the answers. They instead experiment, continually assess emergent issues, and retarget efforts.

Defining Success and Desired Impact

In the transitions discussed above, OTI generally defines the impact of its programming in terms of positive changes in the political context. Most activities, regardless of sector, are seen as a means to foster attitudes, perceptions and behaviors that will support a broader transition process rather than focusing on outcomes within a particular sector. For example, OTI might support an activity with the local government to repair a school. OTI would measure its success primarily

U.S. Agency for International Development Page 21 of 215 based on how that activity improved attitudes and perception toward the government in that community rather than how the refurbished school impacts educational outcomes.

In transitions, the changing dynamics often make identifying a correlation between specific interventions and desired outcomes challenging. Because of this uncertainty, OTI encourages calculated risk-taking with small activities that then feed into an iterative process of analysis and decision-making where individual activities may not contribute directly to achieving outcomes but rather help OTI to refine future activities or eliminate types of programming that do not impact the transition.

OTI also views success in terms of how rapidly – and how well – its programs respond to and inform both U.S. foreign policy imperatives and local political developments. Success, therefore, depends on OTI’s ability to adapt program designs, plans, approaches and activities to keep pace with fluid environments. Core qualities of a successful OTI program are characterized by a team that is able to be: fast, flexible, iterative, adaptive, and entrepreneurial.

Figure 1 – Defining Success and Desired Impact

Action Research Model

Action Research, an essential principle of OTI programming, is woven throughout many of the core program elements, including the Activity Cycle and the Program Performance Management (PPM) System discussed below (in Section C.4.4 and C.5.4), and simply means intentionally learning by doing. Action Research implies that actions are often taken based on preliminary assumptions and limited advance knowledge, but are designed to help the program learn about the environment and what types of interventions yield results. OTI applies the Action Research concept by using the approach: Act, Assess, Adapt. This approach supports flexible, ongoing, decision-making, which enables iterative learning and adaptation. Broadly speaking, program teams learn by:

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1. Acting upon initial assumptions and an underlying logic or theory of change,

2. Assessing the context, key drivers, and the results of preliminary actions, then

3. Adapting the theory, assumptions, strategy, methods and tactics to emergent issues and knowledge gained.

Figure 2 – Act, Assess, Adapt

C.2.4 Criteria for Engagement

OTI conducts an assessment when there is potential for OTI involvement in a country or region. The assessment's purpose is to determine whether there is a clear rationale for OTI engagement and to provide contextual analysis of the situation on the ground. All of this helps prepare for a better, more refined, and targeted OTI program. While there are a few instances when OTI has started a program without an assessment, it is neither preferred nor advisable.

To determine where to devote its resources, OTI applies four key criteria for engagement:

• Is the opportunity or threat an important US foreign policy interest?

• Is there a window of opportunity: a decisive shift in the political landscape that creates an opening to support viable local political will?

• Can OTI’s model bring a comparative advantage to support positive political momentum during the crucial period?

• Does the operating environment allow for OTI’s systems and processes to be optimized?

The criteria can be elaborated as follows:

• Is the opportunity or threat an important US foreign policy interest? OTI is first and foremost an instrument of US foreign policy. While humanitarian aid is distributed on the basis of need alone, transition assistance is allocated with an eye to advancing U.S. foreign policy objectives and priorities. Stable, democratic countries are better able to meet the needs of their own people, are more reliable trading partners, are less likely to engage in aggression

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