72011420R00002_HICD.pdf

Issuance Date: 04/03/2020

Deadline for Questions: 04/17/2020 11:00AM Georgian Standard Time

Closing Date/Time: 05/08/2020 11:00AM Georgian Standard Time

Subject: Request for Proposals (RFP) No. 72011420R00002

USAID/Georgia

The United States Agency for International Development (USAID) is seeking proposals to provide Human and Institutional Capacity Development (HICD) assistance as described in the attached Request for Proposals (RFP). USAID anticipates the award of a Cost-Plus Fixed Fee (CPFF) Contract, set-aside for award to small business. The total estimated contract (TEC) value will not exceed $10M.

Please refer to Section L for information regarding proposal requirements. Offerors should take into account the expected delivery time required by the proposal transmission method they choose, 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 with the submission date will deem any submission unacceptable and it will not be reviewed or evaluated. Faxed proposals are not acceptable, nor will they be reviewed or evaluated.

Section L of the RFP sets forth all instructions for the preparation and submission of required proposal contents, including critical dates/times for the submission of questions, and the proposal submission closing date and time. Section M states the criteria by which proposals will be evaluated. Oral explanations or instructions given before award of the contract will not be binding.

This RFP in no way obligates USAID to award a contract nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal. Award of a Contract under this RFP is subject to availability of funds and other internal USAID approvals.

This RFP can be viewed and downloaded from https://beta.sam.gov/. USAID bears no responsibility for data errors resulting from transmission or conversion processes. Further, be aware that amendments to solicitations are occasionally issued and will be posted on the same website from which you downloaded the solicitation. USAID advises to regularly check the above website for amendments.

By email only, please submit all questions regarding this RFP no later than the date and time listed above to ibakradze@usaid.gov@usaid.gov.

Sincerely, /s/

ROBERT CLAUSSEN

Contracting Officer, USAID/CAUCASUS https://beta.sam.gov/

72011420R00002

TABLE OF CONTENTS

SECTION B - SUPPLIES OR SERVICES/PRICES

SECTION C - STATEMENT OF WORK

SECTION D - PACKAGING AND MARKING

SECTION E - INSPECTION AND ACCEPTANCE

SECTION F - DELIVERIES OR PERFORMANCE

SECTION G – CONTRACT ADMINISTRATION DATA

SECTION H - SPECIAL CONTRACT REQUIREMENTS

SECTION I- CONTRACT CLAUSES

SECTION J - LIST OF ATTACHMENTS

SECTION K - REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS

OF BIDDERS

SECTION L - INSTRUCTIONS, CONDITIONS, AND NOTICES TO BIDDERS

SECTION M - EVALUATION FACTORS FOR AWARD

SECTION B - SUPPLIES OR SERVICES/PRICES

B.1 PURPOSE

The purpose of the activity is to achieve lasting results in the human and institutional capacity development of key strategic partner institutions in Georgia that play an important role in advancing the country’s Journey to Self-Reliance (J2SR). These may include governmental, non-governmental, and private sector entities for all types of Human and Institutional Capacity Development (HICD) services.

USAID technical assistance under this contract will increase the organizational integrity, operational effectiveness, and long-term viability of these key partner organizations, which, in turn, anchor the country’s J2SR across all development sectors.

B.2 CONTRACT TYPE

This is a Cost-Plus-Fixed-Fee (CPFF) Completion-type contract. For the consideration set forth below, the Contractor will achieve the performance objectives and deliverables, or outputs described in Sections C, and F and otherwise comply with all contract requirements

B.3 ESTIMATED COST, FIXED FEE, AND OBLIGATED AMOUNT

(a) For the five-year contract period, the estimated cost for the performance of the work required hereunder, exclusive of fixed fee, is ________ [ TBD ] . The fixed fee, is _______ [ TBD ] . The estimated cost plus fixed fee, if any, is _______ [ TBD ] .

(b) Within the estimated cost plus fixed fee specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee) for performance hereunder is _______ [ TBD ] . The Contractor must not exceed the aforesaid obligated amount, unless authorized by the contracting officer pursuant to the clause of this contract entitled “Limitation of Funds (APR 1984)” FAR 52.232-22.

(c) Funds obligated hereunder are anticipated to be sufficient through _______ [ TBD ] .

[TBDs will be filled in a time of award].

B.4 BUDGET

The following itemized budget sets forth the estimates for reimbursement of dollar costs for line items of cost and the fixed fee.

CLIN Item Total (USD$) 001 Total Direct Cost (excluding fee) ___ 002 Subcontracts ___ 003 Total Indirect Cost ___ 004 Fixed Fee ___ Total Estimated Cost Plus Fixed Fee ___

[Budget will be filled at time of award]

B.5 PAYMENT OF FIXED FEE

$TBD is the maximum fixed fee to be paid in accordance with this Section B.4. Subject to FAR 52.216-8 “Fixed Fee” and the following. The Contractor will be paid the proportion of the fixed fee that corresponds to the proportion of allowable direct costs incurred by the Contractor during the period covered by the invoice. Notwithstanding the foregoing, the Contractor’s fixed fee is in consideration of the accomplishment of the deliverables or outputs described in Sections C, D, and F, as well as complying with all Contract requirements. If the Contracting Officer 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 Contracting Officer may suspend further payment of any fixed fee until the Contractor has made sufficient progress to justify further payment. Subject to the Contracting Officer’s discretion, if the Contractor subsequently completes the delayed work such that costs incurred are proportionate to work completed, the Contracting Officer may approve payment of the amount of the fee that was suspended.

[TBD will be completed at time of award]

B.6 INDIRECT COSTS

The contract clause entitled “Allowable Cost and Payment (JUN 2013)”, FAR 52.216-7, specifies that the indirect cost rates shall be established for each of the contractor’s accounting periods that apply to this contract. Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs shall be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Rate Base Type Period

TBD TBD% 1/ 1/ 1/

TBD TBD% 2/ 2/ 2/

1/ Base of Application: TBD Type of Rate: TBD Period: TBD

2/ Base of Application: TBD Type of Rate: TBD Period: TBD [This section will be completed at time of award]

B.7 COST REIMBURSMENT

Allowable costs will be limited to reasonable, allocable and necessary costs determined in accordance with FAR 52.216-7, Allowable Cost and Payment (JUN 2013), FAR 52.216-8 (JUN 2011), Fixed Fee, if applicable, and AIDAR 752.7003 (NOV 1998), Documentation for Payment.

END OF SECTION B

SECTION C - STATEMENT OF WORK

The USAID Human and Institutional Capacity Development Activity in Georgia

1. OVERVIEW

Georgia is at a critical juncture in its Western-oriented development trajectory where bringing the institutional capacity of its state- and non-state institutions into conformity with expressed commitment on the policy side is key to ensuring a democratic, growth-oriented, and inclusive Journey to Self- Reliance (J2SR). Over the years, Georgia has shown a clear commitment to advancing a wide array of economic, social, reforms on this path; however, it has not been matched by a commensurate capacity of local institutions to fully execute. A comparison of Georgia’s J2SR Country Roadmaps for FY 2019 and FY 2020 validates this mismatch, with the aggregated Country Commitment score decreasing slightly (with a statistically insignificant change from 0.66 to 0.65) and the aggregated Country Capacity score falling from 0.73 to 0.66.1 The gap between policy and practice has manifested itself in nearly all sectors.

The declining level of Country Capacity will impede the implementation of Georgia’s reforms, and it may decelerate the country’s progress toward its strategic goals of Euro-Atlantic integration and self-reliance.

Therefore, it is important that local governmental, nongovernmental, and private sector institutions that play an important role in achieving these goals strengthen their institutional capacity in a systematic and systemic manner. As the Mission is shifting its focus from broad institutional and procedural reform to mitigating potential backsliding in the political / governance space and ensuring that the Georgian government is accountable to its citizens at all levels of government, local institutions involved in this transition will need Human and Institutional Capacity Development (HICD) assistance to achieve this objective successfully and effectively. In a similar vein, HICD assistance will meet the needs of institutions that the Mission will partner with as it starts shifting focus from entry-level economic capacity-building efforts to enterprise-level engagement efforts focused on high-value employment opportunities, capitalizing on the sustainable management of Georgia’s significant human resources.

As the Georgian government continues to seek an optimum organizational structure to enable the effective delivery of reforms, recurrent structural and personnel changes will continue to require assistance of experts in human and institutional capacity development (HICD) to avoid possible management and administrative inefficiencies. In the wake of Georgia’s 2020 parliamentary elections, the demand for HICD interventions with a quick turnaround time and a holistic approach is also likely to increase. USAID’s Human and Institutional Capacity Development Activity in Georgia contributes to Georgia’s J2SR by assisting the Mission’s strategic partner organizations (that include governmental, nongovernmental, and private sector entities) to address administrative limitations and performance gaps that impede the effective implementation of key reforms, including those related to the European Union Association Agreement, Decentralization, and Civil Service Reform. Civil society organizations (CSOs) and private sector entities (e.g. management consultancies) also face challenges related to institutional performance. Many CSOs, including the stronger ones, are dependent on/led by strong individuals whose departure weakens or threatens the integrity of these institutions. There is a stark contrast between the capacities of a handful of Tbilisi-based CSOs and those outside of the capital city.

While this new activity builds on the experience and success2 of the Mission’s current and previous HICD activities, it aims to diversify its services to match the varying levels of need, institutional capacity, and commitment to the agreed HICD goals of the partner institutions requiring HICD assistance. It also seeks

1 https://selfreliance.usaid.gov/country/georgia 2 Please follow these links for success stories under the current HICD efforts: https://www.youtube.com/channel/UCYvB4PuRA8zSsnJlj9v1qQA https://www.facebook.com/pg/HICD2020/notes/?ref=page_internal https://selfreliance.usaid.gov/country/georgia https://www.youtube.com/channel/UCYvB4PuRA8zSsnJlj9v1qQA https://www.facebook.com/pg/HICD2020/notes/?ref=page_internal to develop innovative means of HICD knowledge and resource sharing by establishing a Center of Excellence. The Contractor will be required to develop and implement a credible and measurable plan to develop the capacity of its local subcontractors to compete for and manage large donor awards in the future. Lastly, the activity will continue providing participant training support services to USAID-sponsored exchange visitors planning to travel to the United States.

2. THEORY OF CHANGE, PURPOSE, AND END RESULTS

The activity will advance the Agency’s strategic goal on self-reliance of its partner countries and the Mission’s development objectives for Georgia. The central tenet of the self-reliance theory of change is that country capacity (i.e. how far the country has come in its journey across the dimensions of political, social, and economic development, including the ability to work across these sectors) and commitment (i.e. how well a country’s laws, policies, actions, and informal governance mechanisms—such as cultures and norms—support progress towards self-reliance) to plan, finance and manage the development journey are key, mutually reinforcing aspects that largely determine a country’s self-reliance. Progress along the J2SR depends on a country’s ability to govern itself effectively and accountably; design and implement transparent, responsible and effective policies; mobilize adequate resources effectively; deliver services efficiently and equitably; grow its economy inclusively; and adapt to changing circumstances. Georgia cannot achieve self-reliance without high-performing government, nongovernmental, and private sector institutions committed to and capable of driving the country’s J2SR agenda.

Therefore, the purpose of the activity is to achieve lasting results in the human and institutional capacity development of key strategic partner institutions in Georgia that play an important role in advancing the country’s J2SR. These may include governmental, non-governmental, and private sector entities for all types of HICD services. USAID technical assistance under the new mechanism will increase the organizational integrity, operational effectiveness, and long-term viability of these key partner organizations, which, in turn, anchor the country’s J2SR across all development sectors.

While the specific types of required services are described in Section 3, below is a summary of the planned end results and related indicators:

● Recipients of HICD services achieve measurable and demonstrable improvements in their institutional performance.

Illustrative Indicator: Key Performance Indicators (KPIs) and/or scorecards for Individual Institutions with baseline data and targets.

● Recipients of Long-Term HICD services achieve and sustain high levels of effective performance, enabling them to identify and address performance gaps independently.

Illustrative Indicator: Increased levels of continuous institutional improvement systemsand culture.3

● Recipients of Last-Mile HICD services develop as the role models of Georgia’s J2SR with the highest levels of customer/stakeholder satisfaction.

Illustrative Indicator: Customer/stakeholder satisfaction rate.

● The activity establishes and operationalizes the Center of Excellence (CoE) as an effective, innovative, and sustainable hub for knowledge and resource management in the field of HICD, advancing Georgia’s J2SR:

Illustrative Indicator: The rate of usage of CoE resources by the partner institutions to

3 These can be measured against the six institutional performance factors specified in the HICD Handbook (although offerors are free to propose alternatives): ENVIRONMENTAL: Information, Resources and Tools, and Incentives; and INDIVIDUAL: Knowledge and Skills, Capacity, and Motives meet their HICD needs.

● The subcontractors develop systems, policies, and procedures that enable them to compete for and manage large donor awards either independently or as a consortium.

Illustrative Indicator: KPIs developed using baseline data, targets, and levels of performance and included in the offeror’s proposal.

● USAID-sponsored exchange visitors successfully avail of the contractor’s participant training (J-1 Visa) processing services.

Illustrative Indicator: Customer satisfaction rate.

3. TYPES OF SERVICES TO BE PROVIDED BY THE USAID HUMAN AND

INSTITUTIONAL CAPACITY DEVELOPMENT ACTIVITY

Selection process: Requests for HICD services will be selected on an annual and rolling bases. The Contractor will work closely with the Contracting Officer’s Representative (COR) and USAID’s technical teams to identify nominees for appropriate types of HICD assistance on an annual basis. The Contractor may be requested to carry out an initial assessment of the nominated institutions to gauge the degree of their buy-in, readiness, and commitment to the requested HICD assistance. The selected interventions will constitute the Contractor’s annual work plan. The Contractor will retain the capacity to respond to requests on a rolling basis throughout the year too, making corresponding amendments to the work plan in coordination with the COR. Nominations will be allowed from multiple sources, i.e. the Mission, the Contractor, other implementing partners, potential partner organizations, or sector-specific calls for nominations as/if requested by the Mission and managed by the Contractor. The Mission may request the Contractor to carry out consultations with the nominees to ascertain the level of their institutional capacity and commitment to prospective HICD assistance and recommend the appropriate type of HICD service.

The Mission will have the final say in selecting partner organizations for HICD assistance. The final selection of partner organizations for HICD assistance requires written approval by the COR after internal USAID review as deemed appropriate by the Mission.

Selection criteria: The following factors will be taken into consideration in the course of identifying and selecting partner organizations:

Strategic fit: Alignment of potential partner organization’s goals and objectives with the Mission’s Country Development Cooperation Strategy (CDCS), J2SR priorities, and the U.S. Government Assistance Objectives for Georgia.

Relevance: Assistance must clearly address institutional performance needs. Requests should fall under one of the three types of HICD services.

Synergies with other technical assistance efforts.

Commitment and buy-in of partner organizations, demonstrated by allocating commensurate resources (e.g., personnel, space) to implement the requested activity and sustain its results.

3.1 HICD SERVICES

The degree of the partner institutions’ capacity of and commitment4 to advancing Georgia’s J2SR, as well as the level of their institutional performance will inform the selection of the specific type of HICD service to be provided. The HICD services will include Long-Term, Short-Term, and Last-Mile HICD services.

3.1.1. Long-Term HICD Services to SUPPORT institutions with low commitment and low capacity.

Overall, the Mission expects the activity to support approximately 10 entities with these services.

Under this component, the Contractor will deliver, in accordance with USAID’s HICD Handbook, capacity-building services. The Contractor will be encouraged to draw on a wide range of advanced tools and approaches tailored to the needs of the partner institution at different stages of the HICD cycle.5 The key features of Long-Term HICD interventions are as follows:

● Long-Term HICD services are designed to offer the full range of HICD services with a quick turnaround time. The services include obtaining stakeholder inputs to define desired changes in performance, conducting institutional performance assessments (PA) to identify performance gaps and create baseline data, developing recommended performance solutions to address the gaps, and establishing internal monitoring and evaluation systems that the partner institutions will use to measure progress, report on results, and identify any emerging gaps going forward.

● The Contractor will work with the partner institutions to develop KPIs and targets based on the baseline data collected during the PAs.

● The Contractor will work with the partner institutions and USAID closely to develop and implement selected performance solutions. The implementation of the selected solutions will be based on the sequential phases of performance solutions to build activities logically on the successful completion of preceding activities.

● The Contractor will have the requisite internal capacity to carry out PAs and implement multiple performance solutions through its subcontractors. It will also retain the capacity to subcontract additional services or short-term technical assistance (STTA) experts in case the subcontractors do not have the required expertise.

● As applicable, the Contractor will field joint PA teams of HICD experts and subject-matter experts (i.e. sector-specific experts specialized in the respective area of expertise of the partner institution).

● The Contractor will work with the partner institutions to develop and agree on specific commitments (including the designation of an HICD Champion)6 for each HICD intervention under this component. As applicable, these may include the partner institutions’ commitment to cost-share.

● The Contractor will document the entire cycle to provide demonstrable evidence of progress made by the partner institution.

3.1.2. Short-Term HICD Services to PARTNER with institutions with high commitment and low capacity.

4 For the detailed definitions of commitment and capacity, please refer to USAID’s Self-Reliance Metrics, FY 2019 Methodology Guide:

https://selfreliance.usaid.gov/docs/USAID_Self-Reliance_Metrics_FY_2019_Methodology_Guide.pdf and the FY 2020 Georgia J2SR Country Roadmap: https://selfreliance.usaid.gov/country/georgia 5 Offerors are also encouraged to read USAID’s paper series on capacity and capacity strengthening: https://usaidlearninglab.org/library/self-reliance-learning-agenda-paper-series-capacity-and-capacity-strengthening 6 Partner institutions select and designate HICD Champions who are involved in the implementation of the HICD activities, benefit from on-the-job training received throughout the program cycle, and ensure continuity of results after the end of the HICD project.

https://selfreliance.usaid.gov/docs/USAID_Self-Reliance_Metrics_FY_2019_Methodology_Guide.pdf https://selfreliance.usaid.gov/country/georgia https://usaidlearninglab.org/library/self-reliance-learning-agenda-paper-series-capacity-and-capacity-strengthening https://usaidlearninglab.org/library/self-reliance-learning-agenda-paper-series-capacity-and-capacity-strengthening

Overall, the Mission expects the activity to partner with 30 entities with these services.

Under this component, the Contractor will deliver the following HICD services:

The Contractor will provide targeted, Short-Term HICD services to partner institutions that demonstrate specific needs and are deemed to be of particular importance to the success of the Mission’s CDCS and J2SR priorities. These assistance activities will require a significantly lower level of effort. A key distinguishing factor between a Long-Term and Short-Term HICD Services is that in the latter category, only one component of the full HICD cycle is implemented. This could be a PA only, a performance solution based on a pre-existing PA, or a monitoring system that will equip the partner institution with a long-term capability to monitor performance and identify emerging gaps independently (see the illustrative activities below). The Contractor will work with the partner institution to develop and agree on specific commitments, including the designation of an HICD Champion, for each intervention under this component. As applicable, these may include the partner institutions’ commitment to cost-share.

The offeror will have the requisite internal capacity to provide many of the approved Short-Term HICD services through its subcontractors. It will also retain the capacity to subcontract additional services or short-term technical assistance (STTA) experts in case the subcontractors will not have the required expertise.

Illustrative activities under this component include (but are not limited to):

● Conduct PAs, with the partner institution taking responsibility for the implementation of recommended performance solutions;

● Develop recommendations to newly established entities on an appropriate organizational set-up in line with the applicable legal requirements;

● Support the partner institution to manage the organizational restructuring process necessitated by related legal changes;

● Support the partner institution to develop or improve the Human Resources (HR) systems and policies;

● Support the partner institution to develop or improve the financial management system;

● Support the partner institution to develop or improve strategic communications and public relations strategies; or

● Support the partner institution to develop or improve its data gathering and monitoring capacity to inform its policymaking and performance.

3.1.3. Last-Mile HICD Services to EMPOWER institutions with high commitment and high capacity.

Overall, the Mission expects the activity to empower approximately 10 entities with these services.

Under this component, the Contractor will deliver the following HICD services:

On its J2SR, Georgia needs advanced, high-performing institutions that have management systems, tools, and procedures that meet international standards. The Contractor will offer assistance opportunities to leading local institutions that require catalytic efforts to establish them as drivers of J2SR and role models suitable for emulation / replication across their given sectors, and, where appropriate, in other country contexts. Hence, a key distinguishing factor between the Last-Mile and the other two types of the HICD services is that the former is designed for high-performing entities, i.e. those that have already come a long way in developing HICD systems and are in need of last-mile assistance efforts to establish themselves as the leaders of Georgia’s J2SR that other institutions can learn from. These may include (but are not limited to) the need to obtain international certification in management systems, certification of key/top staff in project or organizational management, leveraging partnership opportunities with local and international peer organizations, etc. The Contractor will retain the capacity to subcontract additional services or STTA experts in case the subcontractors will not have the required expertise to provide these services. In the course of implementing the Activity, some partner institutions receiving or having received Long-Term HICD assistance may become ready for a shift to the Last-Mile category. The Contractor will be required to have the capacity to carry out last-mile readiness assessments for such entities, and provide recommendations to the Mission accordingly. The Contractor will also encourage networking among qualified target entities receiving Last-Mile HICD services to act as the drivers of J2SR and as role models for other organizations with lower levels of commitment and capacity.

The Contractor will work with the partner institution to develop and agree on specific commitments (including the designation of an HICD Champion) for each HICD intervention under this component. As applicable, these may include the partner institutions’ commitment to cost-share.

3.2. CENTER OF EXCELLENCE (CoE)

Under this component, the Contractor will establish a CoE for effective knowledge management, knowledge sharing, and innovation in the field of HICD that will be accessible to a broad range of local institutions in Georgia. The Contractor will establish the CoE before the end of Year 1 of contract performance. The CoE will aim to achieve greater efficiencies and innovation in harnessing the best practices in the field of HICD and developing ones that can benefit multiple local institutions. Activities of the CoE will be closely coordinated with the activity MEL plan to ensure cross-fertilization and symbiotic linkages and feedback loops.

Illustrative approaches and activities under this component include the following:

● Draw on USAID’s CLA model to facilitate continuous learning;

● Synthesize the best practices developed in the course of the activity implementation, including those demonstrating correlations between improved performance and achievement of institutions’ goals and contributions to Georgia’s J2SR;

● Analyze lessons learned and recommendations to improve current HICD approaches or strategies aimed at longer-term institutional behavior change;

● Build the capacity to carry out small-scale research or surveys to assess the overall institutional capacity in a sector selected by USAID;

● Provide space for innovation that could tackle (but are not limited to) these illustrative questions:

○ How can or should the activity use technology (e.g. apps, existing/open-source software or computer-based training (CBT) resources) to improve its services or maximize their impact?

○ How can the activity further its efforts to help partner entities develop or use advanced self-assessment tools?

○ How can the activity reach institutions in remote areas?

○ How can the activity leverage the experience of the private sector entities or educational/research institutions in the field of HICD/organizational development?

Activities under this component will contribute to the Agency’s Self-Reliance Learning Agenda (SRLA),7 which focuses on broader discussions about aid effectiveness and local ownership within the international development community.

3.3 LOCAL SUBCONTRACTOR DEVELOPMENT

The Contractor will develop the capacity of its local subcontractors who, by the end of contract performance, will have the systems, policies, and procedures enabling them to compete for and implement large donor awards either independently or as a consortium. The Contractor will utilize rigorous baseline data, KPIs, and means of verification in the accomplishment of this component.

3.4. PARTICIPANT TRAINING SUPPORT SERVICES

Every year, the Mission funds multiple training activities for Georgian citizens through its implementing partners. These include in-country, third-country, and U.S.-based training events. The training activities include: (a) those funded and managed by the Mission’s implementing partners, and (b) technical forums to advance broad organizational performance improvement and related HICD goals of the partner organizations.

Not all of the Mission’s implementing partners nominating and funding training participants are familiar with or have the capacity to administer participant processing services as required by ADS 252 (Visa Compliance for Exchange Visitors) and ADS 253 (Participant Training for Capacity Development). To ensure that the ADS requirements are adhered to, the Contractor will provide the following services to the Mission’s implementing partners:

● Coordinate Security Risk and Fraud Inquiry (SRFI) with the Mission;

● Manage Health and Accident Coverage (HAC) enrollment;

● Provide visa processing support, including the preparation of the supporting documents for their

J-1 visa applications;

● Design and facilitating pre-departure orientation for participants on all aspects of USAID sponsorship, in accordance with USAID policy;

● Work with the Mission’s implementing partners to track and report participants and activities that are fully or partially funded by USAID on a quarterly basis. For in-country or third-country Participant Training and technical support, the exclusive use of the agency's TraiNet reporting system is required. For any training or related technical support activities based in the U.S., TraiNet and the USAID Visa Compliance System (VCS) are both required.8

● Design Contractor staff to serve as R1/R2 to enter exchange visitor data and upload support information in TraiNet; and

● Monitor participants for punctuality and completion of their program and return to home country.

To administer the above services in an efficient and timely manner, the Contractor will coordinate closely with the implementing partners requesting support for nominated training participants. The COR will concur on the participant processing requests submitted by the Mission’s implementing partners. The COR will assist the Contractor in liaising with the Embassy Regional Security Office to carry out the mandatory SFRI. The COR will assist the Contractor in liaising with the Mission’s R3 to approve the Contractor’s requests for participant processing in the VCS.

7 https://www.usaid.gov/selfreliance/self-reliance-learning-agenda 8 USAID is currently working to replace the TraiNet and VCS systems with a new system called TEAMS.

https://www.usaid.gov/selfreliance/self-reliance-learning-agenda

3.5. Note on the number of HICD Interventions

The Contractor will implement approximately 10 Long-Term HICD, 30 Short-Term HICD, and 10 Last- Mile HICD interventions. The targets may be revisited on an annual basis taking into account the actual costs of implemented or committed HICD projects and providing space for adaptive management. Based on past experience, the Contractor should expect to receive approximately 40 requests for participant processing per annum. The Contractor will establish the CoE before the end of Year 1 of contract performance.

The Contractor will comply with all applicable U.S. Government policies as per the requirements of ADS 252, ADS 253, and the HICD Handbook.

END OF SECTION C

SECTION D - PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

(a) It is USAID policy that USAID-financed commodities and shipping containers, and program construction sites and other program locations be suitably marked with the USAID emblem. Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

(b) Specific guidance on marking requirements should be obtained prior to procurement of commodities to be shipped, and as early as possible for program construction sites and other program locations. This guidance will be provided through the cognizant technical office indicated on the cover page of this Contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the program site is located.

( c) Authority to waive marking requirements is vested with the Regional Assistant Administrators, and with Mission Directors.

(d) A copy of any specific marking instructions or waivers from marking requirements is to be sent to the Contracting Officer; the original should be retained by the Contractor.

D.2 MARKING AND BRANDING POLICY

(a) The Contractor must comply with the requirements of the policy directives and required procedures outlined in USAID Automated Directive System (ADS) 320.3.2 “Branding and Marking in USAID Direct Contracting” (Version from January 8, 2007) at http://www.usaid.gov/policy/ads/300/320.pdf; and USAID “Graphic Standards Manual” available at www.usaid.gov/branding, or any successor branding policy.

(b) Pursuant to ADS 320.3.2 USAID policy requires exclusive branding and marking in USAID direct acquisitions.

(c) “Exclusive Branding” means that the program is positioned as USAID’s, as showcased by the activity name.

(d) “Exclusive Marking” means that contractors may only mark USAID-funded programs, projects, activities, public communications, and commodities with the USAID Standard Graphic Identity and, when applicable, the host-country government or ministry symbol or another U.S.

Government logo.

(e) Prime and subcontractors’ corporate identities and logos must not be used on USAID-funded program materials in accordance with USAID policy.

D.3 BRANDING AND MARKING STRATEGY

In accordance with ADS 320 Branding and Marking, and USAID’s overall policy, all assistance delivered through this program must be clearly credited to the American People. This Branding http://www.usaid.gov/policy/ads/300/320.pdf http://www.usaid.gov/branding

Strategy outlines the framework in which materials and communications use to promote the program deliver the message that the assistance is from the American People, as well as to ensure appropriate use of the USAID identity markings. The branding strategy for this contract, as specified in USAID ADS 320.3.2.1, is as follows:

Per ADS 320.3.2.1, the Branding Strategy for this contract is as follows:

• The program will be known as “The USAID Human and Institutional Capacity Development Activity in Georgia”.

• The USAID brand identity must be posted at every static support position.

• The USAID brand identity must be prominently positioned during public events and used on all reports and printed materials produced under the USAID Human and Institutional Capacity Development Activity in Georgia.

• Contractor employee business cards will not be marked with the USAID brand identity, but will show that the person is a Contractor employee.

• Contractor employee email and correspondence will be marked so that any person reading the document can know this a Contractor employee.

• Where required, the USAID logo should be of equal or greater prominence than all other logos and symbols. At this time we do not foresee the need for any branding exceptions or waivers.

D.4 BRANDING IMPLEMENTATION AND MARKING PLAN

Branding Implementation Plan (BIP):

A Branding Implementation Plan shall describe how the program will be communicated to the beneficiaries and promoted to host-country citizens. It will outline the events and materials the contractor will use to deliver the message that the assistance is from the American people.

More specifically, Branding Implementation Plan must address the following:

1. How to incorporate the message, “This assistance is from the American people,” in communications and materials directed to beneficiaries, or provide an explanation if this message is not appropriate or possible.

2. How to publicize the program, project, or activity in Georgia and a description of the communications tools to be used. Such tools may include the following:

a) Press releases

b) Press conferences

c) Media interviews

d) Site visits

e) Success stories

f) Beneficiary testimonials

g) Professional photography

h) PSAs

i) Videos, and

j) Webcasts, e-invitations, or other e-mails sent to group lists, such as participants for a training session, blast e-mails, or other Internet activities, etc.

3. The key milestones or opportunities anticipated to generate awareness that the program, project, or activity is from the American people, or an explanation if this is not appropriate or possible.

Such milestones may be linked to specific points in time, such as the beginning or end of a program, or to an opportunity to showcase publications or other materials, research findings, or program success. These include, but are not limited to, the following:

a) Launching the program

b) Announcing research findings

c) Publishing reports or studies

d) Spotlighting trends

e) Highlighting success stories

f) Securing endorsements from ministry or local organizations

g) Promoting final or interim reports, and communicating program impact/overall results.

Marking Plan (MP):

Marking Plan shall be developed to enumerate the public communications, commodities, and program materials and other items that visibly bear or will be marked with the identity of both donors. Where applicable, a host-country symbol or ministry logo may be added.

Except for the manufacturer’s trademark on a commercial item, the corporate identities or logos of contractors or subcontractors are not permitted on USAID-funded program materials and communications. Please refer to ADS section 320.3.2.4 that describes what the Marking Plan must address. Note that marking is not required for Contractors’ offices, vehicles, and other non-deliverable items.

1) Contract deliverables to be marked with the USAID Identity must follow design guidance for color, type, and layout in the Graphic Standards Manual.

2) The Marking Plan requirements:

a. Commodities or equipment must prominently display the USAID Identity.

b. Public communications that are print products must prominently display the USAID Identity.

These communications include, but are not limited to, the following:

• Publications

• Reports

• Research results, studies, and evaluations

• Brochures, leaflets, informational, and promotional materials

• Folders

• Success stories

• Posters

• Banners and Signs

• Print PSAs, newspaper supplements and other paid placements such as advertorials

• (Non-administrative) advertisements about program events/activities

• Training manuals, workbooks, and guides

• Press releases, fact sheets, media advisories and

• Letterhead used for program-related purposes (invitations to events, etc.,)

3) Public communications that are audio, visual, or electronic must prominently display the USAID Identity. Such communications include, but are not limited to, the following:

• Web sites

• Videos

• CDs and DVDs

• TV PSAs

• PowerPoint and other program-related presentations

• Mass distribution electronic mail sent for program purposes, and

• Radio PSAs, which must include an audio tag, such as, “Made possible by USAID: From the

American people.”

[FINAL Branding and Marking Plan will be incorporated at time of award]

END OF SECTION D

SECTION E - INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR “52.252.-2 CLAUSES INCORPORATED BY REFERENCE” in Section I of this contract. See http://acquisition.gov/far/index.html for electronic access to the full text of a FAR clause.

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

Clause Number Clause Title Date

52.204-14 SERVICE CONTRACT REPORTING REQUIREMENTS JAN 2014

52.246-3 INSPECTION OF SUPPLIES – COST REIMBURSEMENT MAY 2001

52.246-5 INSPECTION OF SERVICES – COST REIMBURSEMENT APR 1984

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at the principal place of performance or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The COR listed in Section G has been delegated authority to inspect and accept all services, reports and required deliverables or outputs.

Unless otherwise stated, the designated COR has been delegated authority to inspect and accept all services, reports and required deliverables or outputs if specified in the contract.

E.3 CONTRACTOR PERFORMANCE EVALUATION

Evaluation of the Contractor’s overall performance, in accordance with the performance standards below, will be conducted jointly by the Contracting Officer’s Representative (COR) and the Contracting Officer (CO), and shall form the basis of the Contractor’s permanent performance record with regard to this contract as required in FAR 42.15 and AIDAR 742.15.

a) Quality

• Quality and effectiveness of the Contractor's long-term key personnel, other non-key long- term professionals, and short-term specialists.

• Quality and effectiveness of Technical Assistance given to District Entities and other partner organizations.

• Quality and effectiveness of deliverables completed under the contract.

b) Cost Control/Effectiveness

• Actual costs incurred against the Contractor's cost proposal.

c) Timeliness of Performance

• Long Term and Short-term technical assistance are identified and fielded in a timely manner.

http://acquisition.gov/far/index.html

• Ability of the Contractor to take corrective action to compensate for delays which were outside the Contractor's control.

• Timeliness of documents or reports submitted to USAID.

d) Satisfaction of Relationship with USAID

• Understanding of, and adherence to, USAID regulations and procedures.

• Effectiveness in bringing critical issues/constraints to the attention of USAID and proposing appropriate solutions.

During the period of the contract, the USAID COR will conduct periodic performance reviews to monitor the progress of work and the achievement of required results under this Contract. A variety of mechanisms will be used to monitor the progress and success of this award and the Contractor’s performance in achieving agreed results:

• Monthly meetings with USAID;

• Review of Contractor’s scheduled reports (which include updates to the Work Plan, fiscal expenditures and accruals, progress reports, consultancy reports, etc.);

• Feedback from host government officials, and other counterparts;

• Site visits by USAID personnel;

• Periodic impact assessments/evaluations;

• Regular planning meetings between USAID and the Contractor to finalize annual work plan and/or identify emerging priorities requiring attention;

• Coordinating committee meetings with USAID, the Contractor, the host government officials, and other stakeholders as agreed.

E.4 MONITORING, EVALUATION AND LEARNING (MEL)PLAN AND DATA

Monitoring and evaluation programs must be utilized in order to assess the impact of the contract activities and whether or not results are being achieved and if activities should be adjusted.

Within 60 calendar days of awarding this program, and in consultation with and subject to approval from USAID, the contractor will develop indicators and targets to track progress and achievements during the life of this program. The contractor will track and meet the agreed upon targets during the execution of the program. Development of indicators include identifying the data needs, identifying data sources, assessing the quality of sources and data, and specifying methods of collecting and processing.

Monitoring, evaluation and learning (MEL) will be ongoing, collaborative process with the participation of the contractor, USAID, counterparts, and other stakeholders.

The contractor will develop and submit, with the initial annual Work Plan an overall MEL plan to the COR at USAID/Georgia for review and approval. The MEL shall track:

standard indicators of the F structure; other program-specific performance indicators (both input/output and impact) as suggested by the contractor or USAID; project appraisal document (PAD)-level indicators as suggested by USAID; results, milestones, and clearly defined benchmarks including the relevant targets and timeframe; baseline information; data quality assessment plans; and learning plan. COR will work with the contractor to ensure that the MEL plan is consistent with and meet the data collection needs of the Project MEL Plan and the Mission’s Performance Monitoring Plan (PMP), as well as the Performance Plan and Report (PPR).

Analysis and review of MEL data will ensure that the MEL effectively captures and adequately measures the expected outputs, results, outcomes, and high-level targeted results outlined in the work plan. The MEL shall be updated on an annual basis and presented as part of each annual work plan.

The contractor will collect and submit to USAID/Georgia all applicable MEL indicator data (actual results and updated targets, along with justifications and deviation narratives) once per fiscal year, no later than 30 days after the end of the fiscal year (i.e., September 30). The contractor will also be required to submit the MEL data in a format that is consistent with the PPR template for inclusion in the USG’s central reporting platform - Facts Info NextGen. In the event that the Agency redesigns the standard F performance indicators (e.g. adds new required indicators, retires or replaces the existing ones, etc.), the contractor must revise its MEL plan to reflect the Agency’s new monitoring approach.

USAID or its designee will also conduct mid-term or final evaluations of the program.

At least three types of indicators will be needed:

1. Context Indicators. These are third party indicators that must be tracked but are beyond manageable interest of USAID. Target for these indicators are aspirational rather than contractual requirements.

2. Agency-wide Reporting Requirements. As part of USAID’s regular reporting requirements, the contractor will collect information on standardized indicators assigned by USAID for this project.

3. Tailored program Impact and Performance Indicators. Within 60 days of start-up, the contractor will identify, with USAID input and concurrence, appropriate indicators for this program that will allow for monitoring of performance and impact over the life of the project. These will include measures of benefits from each reform addressed by the program.

END OF SECTION E

SECTION F - DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

The following contract clauses pertinent to this section are hereby incorporated by reference (by Citation Number, Title, and Date) in accordance with the clause at FAR “52.252.-2 CLAUSES INCORPORATED BY REFERENCE” in Section I of this contract. See http://acquisition.gov/far/index.html for electronic access to the full text of a FAR clause.

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

Clause Number Clause Title Date 52.242-15 Stop-Work Order. (AUG 1989) - Alternate I (APR 1984)

F.2 PERIOD OF PERFORMANCE

The period of performance for this contract is five (5) years starting from the date of award.

[Exact date will be filled in a time of award]

F.3 PLACE OF PERFORMANCE

Performance of this contract will be in Country of Georgia.

F.4 AUTHORIZED WORK WEEK

The standard work week is from Monday through Friday. No overtime or premium pay is authorized under the resulting contract. The contractor is authorized up to a five-day workweek for long-term staff and up to a six-day workweek for short term technical assistance on a case by case basis with prior written approval of the designated Contracting Officer’s Representative (COR).

F.5 AIDAR 752.242-70 PERIODIC PROGRESS REPORTS (OCT 2007)

(a) The contractor shall prepare and submit progress reports as specified in the contract schedule.