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1. Instructions
| U.S. Agency for International Development (USAID) |
| Programming for Prevention and Peacebuilding (P4P2) |
| Solicitation # 7200AA21R00057 |
| ATTACHMENT J.3 - COST/PRICE MATRIX - as amended per Amendment 01 |
P4P2 Cost/Price Matrix - Instructions
| General |
| The Cost/Price Matrix spreadsheet must be unlocked and must clearly identify the formulas used to arrive at calculations in each cell. |
| The Offeror must complete Tab 2. Summary Budget, Tab 3. Detail Budget, Tab 4. Labor CDR Chart, and Tab 5. Indirect & Fee Chart. |
| The Cost/Price Matrix budget (Tabs 2 and 3) covers one year of sample costs for a field-based Task Order. For the purposes of evaluation, all labor categories and all levels are included in the budget. |
| The figures in the budget that are in red are USAID plug figures, may not be adjusted by Offerors, and must be used by all Offerors for evaluation purposes. These plug figures are illustrative for evaluation purposes only, and not related to a Case Study or to any actual Task Order. |
| Offerors are to fill cells highlighted in yellow. |
| The overall price resulting from the budget will be used for evaluation purposes. |
| Refer to Section L.9 for additional instructions and guidance relating to proposed costs/prices. |
| Tab 2. Summary Budget |
| The Summary Budget is a summary of the Detail Budget (Tab 3). |
| Tab 3. Detail Budget |
| The Offeror will include its proposed Year 1 unburdened ceiling daily rates (CDRs) for the specified labor categories and levels in the budget. The Year 1 CDRs in the budget must match the Year 1 CDRs as proposed in Tab 4 Labor CDR Chart. |
| For the positions set forth in the budget, the price for these positions will be determined by using the CDR and the prime Offeror’s methodology for recovery of paid absences (leave and holidays). The Offeror must enter the appropriate labor cost and paid absences where indicated in the budget. The cost narrative must clearly and accurately demonstrate the price and method of recovery for workdays and paid absences for all labor categories where applicable. |
| The Offeror will enter the Productive Level of Effort (LOE) person-days for 1 year in the budget where indicated, based on 260 person-days per year, less paid absence days. The Offeror will also enter the total number of days of paid absence for 1 year (whether charged directly or indirectly) as well as the total number of days of paid absence for 1 year that are not included in Fringe Benefits or otherwise recovered indirectly, where indicated in the budget. The Productive Labor Subtotal will be calculated by multiplying the Offeror's proposed CDR by the Productive LOE. The amount of Paid Absence not included in Fringe Benefits or indirect costs will be calculated by multiplying the Offeror's proposed CDR by the total number of days of paid absence not included in fringe benefits or indirects. The total salary cost for each position will be the sum of the Productive Labor Subtotal and the amount of Paid Absences not included in Fringe or Indirects. |
| The prime Offeror will include in the budget its proposed fringe benefits and indirect costs from Tab 5 Indirect & Fee Chart, as applicable to the matrix. If ceiling indirect cost rates are proposed, the ceiling indirect cost rates must be used in the budget. If annual ceiling indirect cost rates are proposed, the Offeror should average the ceiling indirect rates and use that figure in the budget for evaluation purposes. |
| The fringe benefits and indirect cost line items in the budget may be adjusted by the Offeror pursuant to the Offeror's indirect cost rate structure and methodology, e.g., the application of indirect cost rates set forth in the prime Offeror’s NICRA, or other documentation from its cognizant Government Audit Agency. Offerors who have a NICRA with the USG must apply the appropriate indirect recovery rate(s) in accordance with the Offeror’s NICRA within the budget. |
| The prime Offeror will include its proposed fixed fee percentage ceilings from Tab 5 Indirect & Fee Chart to calculate fixed fee. |
| Tab. 4 Labor CDR Chart |
| The prime Offeror will include its proposed unburdened ceiling daily rates (CDRs) for all labor categories and levels for each year of performance as set forth in Section B.7 of the RFP. The proposed CDRs will be incorporated in Section B.7 of the final IDIQ contract. |
| Tab. 5 Indirect & Fee Chart |
| The prime Offeror and each proposed Major Subcontractor will include its proposed indirect cost rates. The Offeror / Major Subcontractor may adjust the indirect cost chart as needed to reflect the Offeror's / Major Subcontractor's indirect cost rate structure. The proposed indirect cost rates, including any ceiling rates proposed, will be incorporated in Section B.10 of the final IDIQ contract. |
| The prime Offeror will include its proposed fixed fee percentage ceilings, pursuant to Section B.5 of the RFP. The proposed fixed fee percentage ceilings will be incorporated in Section B.5 of the final IDIQ contract. |
2. Summary Budget
| P4P2 Cost/Price Matrix- Summary Budget |
| Offeror: [insert organization name] |
Offerors to fill cells highlighted in Yellow. Items in red are plug figures and not to be changed.
| Item | Year 1 - Total |
| 1 | Salaries | |
| 2 | Fringe Benefits | |
| 3 | Consultants | 105,000 |
| 4 | Travel and Transportation | 125,000 |
| 5 | Allowances | 325,000 |
| 6 | Equipment | 200,000 |
| 7 | Other Direct Costs | 652,500 |
| 8 | Sub-Contracts | 500,000 |
| 9 | GUCs | 2,500,000 |
| Total Direct Costs | |
| 10 | Indirect Costs | |
| Total Estimated Cost | |
| 11 | Fixed Fee | |
| TOTAL | |
3. Detail Budget
| P4P2 Cost/Price Matrix - Detailed Budget | Period: | Year 1 |
| Offeror: [insert organization name] | | |
Offerors to fill cells highlighted in Yellow. Items in red are plug amounts and not to be changed.
| A | B | C | D | E | F | G | H | I | J | K | L |
| ITEM | Labor Category | Level | Unit | Total LOE (inclusive of paid absences) (1-year FT LOE = 260 person-days) | Total Days of Paid Absence (direct and indirect) | Productive LOE (E - F) | Proposed CDR ($/day) | Productive Labor Subtotal (G * H) | Total Days of Paid Absence not included in Fringe Benefits or Indirects | Paid Absence not in Fringe Benefits or Indirects ($ amount) | |
| (H * J) | YEAR 1 TOTAL (I + K) | | | | | | | | | | | |
| 1. SALARIES | | | | | | | | | | | |
| Long-Term Staff | | | | | | | | | | | |
| A. USN Field-Based Staff | | | | | | | | | | | |
| Chief of Party | 1 | Senior | Daily | 260 | | | | | | | |
| Chief of Party | 1 | Mid | Daily | 260 | | | | | | | |
| Deputy Chief of Party | 2 | Senior | Daily | 260 | | | | | | | |
| Deputy Chief of Party | 2 | Mid | Daily | 260 | | | | | | | |
| sub-total, USN (Field-Based) Staff | | | | | | | | | | | |
| B. USN Home Office Staff | | | | | | | | | | | |
| Project Manager (Home Office) | 3 | Senior | Daily | 260 | | | | | | | |
| Project Manager (Home Office) | 3 | Mid | Daily | 260 | | | | | | | |
| sub-total, USN (Home-Office Staff) | | | | | | | | | | | |
| Short-Term Staff | | | | | | | | | | | |
| C. USN Field-Based Staff | | | Lump Sum | | | | | | | | 100,000 |
| sub-total, USN (Field-Based) Staff | | | | | | | | | | | 100,000 |
| D. USN Home-Office Staff | | | Lump Sum | | | | | | | | 75,000 |
| sub-total, USN (Home-Office) Staff | | | | | | | | | | | 75,000 |
| Total Salaries (1A + 1B + 1C + 1D + 1E + 1F + 1G + 1H) | | | | | | | | | | | |
| 2. FRINGE BENEFITS | | | Unit | | | No. of Units | Base ($ amt) | | | | TOTAL (G * H) |
| Long-Term Staff | | | | | | | | | | | |
| Fringe on 1.A | | | | | | | | | | | |
| Fringe on 1.B | | | | | | | | | | | |
| Short-Term Staff | | | | | | | | | | | |
| Fringe on 1.C | | | | | | | | | | | |
| Fringe on 1.D | | | | | | | | | | | |
| Total Fringe Benefits | | | | | | | | | | | |
| 3. CONSULTANTS | | | Unit | | | | | | | | Total |
| Field-based Consultants | | | | | | | | | | | |
| USN | | | Lump Sum | | | | | | | | 60,000 |
| TCN | | | Lump Sum | | | | | | | | 30,000 |
| CCN | | | Lump Sum | | | | | | | | 15,000 |
| Total Consultants | | | | | | | | | | | 105,000 |
| 4. TRAVEL and TRANSPORTATION | | | Unit | | | | | | | | Total |
| International Travel, Local Travel, Transportation - Field Based Staff | | | Lump Sum | | | | | | | | 100,000 |
| Travel for Home Office Staff | | | Lump Sum | | | | | | | | 25,000 |
| Total Travel and Transportation | | | | | | | | | | | 125,000 |
| 5. ALLOWANCES | | | Unit | | | | | | | | Total |
| Allowances for Field-Based Staff | | | Lump Sum | | | | | | | | 325,000 |
| Total Allowances | | | | | | | | | | | 325,000 |
| 6. EQUIPMENT | | | Unit | | | | | | | | Total |
| Equipment | | | Lump Sum | | | | | | | | 200,000 |
| Total Equipment | | | | | | | | | | | 200,000 |
| 7. OTHER DIRECT COSTS (ODCs) | | | Unit | | | | | | | | Total |
| ODCs - Field | | | Lump Sum | | | | | | | | 650,000 |
| ODCs - Home Office | | | Lump Sum | | | | | | | | 2,500 |
| Total ODCs | | | | | | | | | | | 652,500 |
| 8. SUB-CONTRACTS | | | Unit | | | | | | | | Total |
| Sub-contracts | | | Lump Sum | | | | | | | | 500,000 |
| Total Sub-Contracts | | | | | | | | | | | 500,000 |
| 9. GRANTS UNDER CONTRACTS (GUCs) | | | Unit | | | | | | | | Total |
| All GUCs | | | Lump Sum | | | | | | | | 2,500,000 |
| Total GUCs | | | | | | | | | | | 2,500,000 |
| TOTAL Direct Costs | | | | | | | | | | | |
| 10. INDIRECT COSTS | | | Unit | | | No. of Units | Base ($ amt) | | | | Total (G * H) |
| Total Indirect Costs | | | | |
| TOTAL ESTIMATED COST | | | | |
| 11. FIXED FEE | Unit | No. of Units | Base ($ amt) | Total (G * H) |
| A. Fixed Fee on all non-GUC costs | Percentage | | | |
| B. Fixed Fee on GUCs | Percentage | | | |
| Total Fixed Fee | | | | |
| TOTAL ESTIMATED COST PLUS FIXED FEE | | | | |
4. Labor CDR Chart
| P4P2 Cost/Price Matrix - Labor Category Ceiling Daily Rates Matrix |
| Offeror: [insert organization name] |
Offerors to fill cells highlighted in Yellow.
| Unburdened Ceiling Daily Rates (CDRs) | | | | | | | |
| Labor Category | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 |
| 01 Chief of Party | | | | | | | |
| Senior | | | | | | | |
| Mid | | | | | | | |
| 02 Deputy Chief of Party | | | | | | | |
| Senior | | | | | | | |
| Mid | | | | | | | |
| 03 Project Manager (Home Office) | | | | | | | |
| Senior | | | | | | | |
| Mid | | | | | | | |
5. Indirect & Fee Chart
| P4P2 Cost/Price Matrix - Indirect Costs and Fee |
| Offeror: [insert organization name] |
| Offerors to fill cells highlighted in Yellow. Rows and columns for Indirect Cost Rates may be adjusted as needed to reflect the Offeror's or Major Subcontractor's indirect cost rate structure. |
| Major Subcontractor indirect cost rates may be submitted separate from the offeror's submission. |
| Proposed INDIRECT COST RATES | | | |
| Offeror | Fringe Benefits % | Overhead % | G&A % |
| PRIME (insert name) | | | |
| Rate Type | | | |
| Base of Application | | | |
| Source | | | |
| Period | | | |
| Major Subcontractor | Fringe Benefits % | Overhead % | G&A % |
| (insert name) | | | |
| Rate Type | | | |
| Base of Application | | | |
| Source | | | |
| Period | | | |
| Proposed FIXED FEE CEILINGS |
| Fixed Fee Ceiling Percentage (not applicable to GUCs) |
| GUC Fixed Fee Ceiling Percentage |