RFP Amendment 1- Questions and Answers.pdf

RFP no. 72026320R00003

TABLE OF CONTENT

SECTION B -SUPPLIES OR SERVICES/PRICES

B.1 PURPOSE

B.2 CONTRACT TYPE

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

B.4 BUDGET

P.5 PAYMENT OF FIXED FEE

B.6 INDIRECT COSTS

B.7 ADVANCE UNDERSTANDINGS ON CEILING INDIRECT COST RATES AND FINAL

REIMBURSEMENT FOR INDIRECT COSTS

B.8 COST REIMBURSMENT

SECTION C -STATEMENT OF WORK

C. 1 TITLE

C. 2 INTRODUCTION

C. 3 OBJECTIVES AND RESULTS

C. 4 DEVELOPMENT HYPOTHESIS

C. 5 GEOGRAPHIC FOCUS OF ACTIVITIES (Targeted Destinations)

C. 6 IMCT RESULTS

C. 7 SUB-CONTRACTING FOR RESTORATION AND CONSERVATION

C. 8 COLLABORATION, LEARNING, AND ADAPTATION

C. 9 PARTNERSHIP WITH THE GOVERNMENT OF EGYPT

C. 10 COORDINATION WITH USAID AND OTHER USAID AND DONOR PROGRAMS

C.11 OTHER CONSIDERATIONS FOR THE ACTIVITY………

SECTION D -PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING AND MARKING POLICY

D.3 BRANDING STRATEGY ………………………………

D.4 BRANDING IMPLEMENTATION AND MARKING PLAN……………………………………………………………………….33

SECTION E -INSPECTION AND ACCEPTANCE

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE

E.3 MONITORING, EVALUATION AND LEARNING (MEL) PLAN

SECTION F -DELIVERIES OR PERFORMANCE

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE

F.3 PLACE OF PERFORMANCE

F.4 PERFORMANCE STANDARDS AND EVALUATION…………………………………………………………………………….. 40

F.5 AUTHORIZED WORK WEEK

F.6 REPORTS AND DELIVERABLES………………………………………………………………………………………………………….41

F.7 REPORTING AND DELIVERABLES MATRIX

F.8 KEY PERSONNEL………………………………………………………………………………………………………………………….……48

SECTION G – CONTRACT ADMINISTRATION DATA

G.1 CONTRACTING OFFICER'S AUTHORITY

G.2 CONTRACTING OFFICER’S REPRESENTATIVE (COR)

G.3 TECHNICAL DIRECTION AND RELATIONSHIP WITH USAID………………………………………………………………..53

G.4 ACCEPTANCE AND APPROVAL

G.5 INVOICES AND PAYMENT OFFICE…………………………………………………………………………………………………….55

G.6 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

G.7 ACCOUNTING AND APPROPRIATION DATA……………………………………………………………………………………..58

G.8 CONTRACTOR’S PRIMARY POINT OF CONTACT………………………………………………………………………………..58

G.9 CONTRACTOR’S PAYMENT ADDRESS……………………………………………………………………………………………….58

SECTION H -SPECIAL CONTRACT REQUIREMENTS

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 AUTHORIED GEOGRAPHIC CODE……………………………………………………………………………………………………..59

H.3 LANGUAGE REQUIREMENTS…………………………………………………………………………………………………………..59

H.4 LOGISTIC SUPPORT………………………………………………………………………………………………………………………….59

H.5 AIDAR 752.222-70 USAID DISABILITY POLICY. (DEC 2004)

H.6 AIDAR 752.222-71 NONDISCRIMINATION. (JUN 2012)…………………………………………………………………….60

H.7 AIDAR 752.225-70: SOURCE AND NATIONALITY REQUIREMENTS (FEB 2012)…………………………………..60

H.8 AIDAR 752.228-3 WORKER'S COMPENSATION INSURANCE (DEFENSE BASE

ACT). (DEC 1991)…………….…………………………………………………………………………………………………………………

H.9 INSURANCE AND SERVICES……………………………………………………………………………………………………………..62

H.10 AIDAR 752.228-7 INSURANCE - LIABILITY TO THIRD PERSONS. (JUL 1997)……………………………………..64

H.11 AIDAR 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES. (JUL 2007)……………………………….65

H.12 AIDAR 752.229-71 REPORTING OF FOREIGN TAXES. (JUL 2007)…………………………………………………….65

H.13 AIDAR 752.231-71 SALARY SUPPLEMENTS FOR HOST GOVERNMENT

EMPLOYEES. (MAR 2015)……………………………………………………………………………………………………………………….66

H.14 752.231-72 CONFERENCE PLANNING AND REQUIRED APPROVALS. (AUG 2013)……………………………67

H.15 752.245-71 TITLE TO AND CARE OF PROPERTY. (APR 1984)…………………………………………………………..68

H.16 752.7004 EMERGENCY LOCATOR INFORMATION. (JUL 1997)………………………………………………………..68

H.17 752.7007 PERSONNEL COMPENSATION. (JUL 2007)………………………………………………………………………69

H.18 752.7031 LEAVE AND HOLIDAYS. (OCT 1989)………………………………………………………………………………..71

H.19 752.7032 INTERNATIONAL TRAVEL APPROVAL AND NOTIFICATION

REQUIREMENTS (APR 2014)…………………………………………………………………………………………………………………..74

H.20 752.7036 USAID IMPLEMENTING PARTNER NOTICES (IPN) PORTAL FOR

ACQUISITION. (JUL 2014)……………………………………………………………………………………………………………………….75

H.21 ADS 302.3.5.19 USAID-FINANCED THIRD-PARTY WEB SITES (NOV 2017)……………………………………….76

H.22 SUBCONTRACTING PLAN AND THE SF 294 – SUBCONTRACTING REPORT

FOR INDIVIDUAL CONTRACTS AND SF 295 – SUMMARY CONTRACTING REPORT……………………….………….78

H.23 CONSENT TO SUBCONTRACT)

H.24 ENVIRONMENTAL COMPLIANCE-IEE………………………………………………………………………………………………78

H.25 ELECTRONIC PAYMENTS SYSTEM…………………………………………………………………………………………………..80

H.26 GENDER CONSIDERATION…………………………………………………………

H.27 STANDARDS OF CONDUCT -- IMPROPER BUSINESS PRACTICES)

H.28 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES…………………………………82

H.29 DISCLOSURE OF INFORMATION…

H.30 COMPLIANCE WITH THE TRAFFICKING VICTIMS PROTECTION REAUTHORIZATION

ACT

H.31 COMPLIANCE WITH SECTION 508 OF THE REHABILITATION ACT OF 1973,

AS AMENDED…………………………………………………………………………………………………………………………………………83

H.32 PRESS RELATIONS………………………………………………………………………………………………………………………….84

H.33 BUSINESS CLASS TRAVEL……………………………………………………………………………………………………………….84

H.34 752.204-72 ACCESS TO USAID FACILITIES AND USAID'S INFORMATION

SYSTEMS (MAY 2016)…………………………………………………………………………………………………………………………….84

H.35 INFORMATION TECHNOLOGY APPROVAL (APRIL 2018) (DEVIATION NO.

M/OAA-DEV-FAR-18-2c)………………………………………………………………………………………………………………………..86

SECTION I-CONTRACT CLAUSES

I.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.2 FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

I.3 FAR 52.203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND

CONDUCT (OCT 2015)………………………………………………………………………………………….………………………………..94

I.4. 52.203-17 Contractor Employee Whistleblower Rights and Requirement To Inform

Employees of Whistleblower Rights (Apr 2014)……………………………………………………………………………………..98

I.5 52.204-1 APPROVAL OF CONTRACT. (DEC 1989)……………………………………………………………………………….98

I.6 52.216-24 LIMITATION OF GOVERNMENT LIABILITY. (APR 1984)………………………………………………………98

I.7 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)………………………………………..98

I.8 52.222-50 COMBATING TRAFFICKING IN PERSONS. (JAN 2019)………………………………………………………..99

I.9 AIDAR 752.222-71 NONDISCRIMINATION (JUN 2012)……………………………………………………………………….105

I.10 AIDAR 752.225-9 BUY AMERICAN ACT - TRADE AGREEMENTS ACT - BALANCE

OF PAYMENTS PROGRAM……………………………………………………………………………………………………………………106

I.11 AIDAR 752.229-71 REPORTING OF FOREIGN TAXES. (JUL 2007)…………………………………………………….106

I.12 AIDAR 752.231-72 CONFERENCE PLANNING AND REQUIRED APPROVALS. (AUG 2013)………………..107

I.13 AIDAR752.245-70 GOVERNMENT PROPERTY - USAID REPORTING REQUIREMENTS. (JUL 1997)……108

I.14 AIDAR 752.7034 ACKNOWLEDGMENT AND DISCLAIMER. (DEC 1991)…………………………………………..110

SECTION J -LIST OF ATTACHMENTS

SECTION K -REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS OF BIDDERS

K.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

K.2 52.204-3 TAXPAYER IDENTIFICATION. (OCT 1998)……………………………………………………………………….…112

K.3 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS………

K.4 52.204-24 REPRESENTATION REGARDING CERTAIN TELECOMMUNICATIONS AND VIDEO SURVEILLANCE

SERVICES EQUIPMENT (AUG 2019)………………………………………………………………………………………………………117

K.5 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS. (OCT 2015)……………………………...118

K.6 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS. (OCT 2018)……………………………….120

K.7 52.209-11 REPRESENTATION BY CORPORATIONS REGARDING DELINQUENT TAX LIABILITY OR A FELONY

CONVICTION UNDER ANY FEDERAL LAW. (FEB 2016)…………………………………………………………………………...122

K.8 52.215-6 PLACE OF PERFORMANCE. (OCT 1997)………………………

K.9 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS. (FEB 1999)………………………………….123

K.10 52.222-25 AFFIRMATIVE ACTION COMPLIANCE. (APR 1984)

K.11 52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND RESTRICTED COMPUTER SOFTWARE (DEC 2007)

K.12 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION . (OCT 2015)

K.13 52.230-7 PROPOSAL DISCLOSURE—COST ACCOUNTING PRACTICE CHANGES (APR 2005)

K.14 SIGNATURE

SECTION L -INSTRUCTIONS, CONDITIONS, AND NOTICES TO BIDDERS

L.1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE…………………………………………………………..128

L.2 52.216-1 TYPE OF CONTRACT (APR 1984)

L.3 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.4 GENERAL INSTRUCTIONS TO OFFERORS

L.5 DELIVERY INSTRUCTIONS

L.6 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL PROPOSAL…

L.7 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL

SECTION M -EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION………………………………………………………………………………………………………………144

M.2 TECHNICAL PROPOSAL EVALUATION CRITERIA………

M.3 DETERMINATION OF COMPETITIVE RANGE AND CONTRACT AWARD…………………………………………..146

M.4 COST PROPOSAL EVALUATION CRITERIA…

SECTION B - SUPPLIES OR SERVICES/PRICES

B.1 PURPOSE

The purpose of this contract is to provide the services and deliverables as described in detail in Section C, Statement of Work, for the Integrated Management of Cultural Tourism (IMCT) Activity.

B.2 CONTRACT TYPE

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

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

(a) The estimated cost for the performance of the work required hereunder, exclusive of fee is: $__________. The fixed fee is $__________. The estimated cost plus fixed fee is $__________. The estimated total amount of Egyptian Pounds (EGP) for social insurance for Egyptians locally-employed is EGP __________.

{Blanks to be completed at time of award}.

(b) The estimated cost for one option year exclusive of fee is $__________ and the fixed fee is

$__________. The estimated cost plus fixed fee for one option year is

(c) Within the estimated cost plus fixed fee (if any) specified in paragraph (a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is $__________.

The Contractor must not exceed the aforesaid obligated amount in accordance with Federal Acquisition Regulation (“FAR”) 52.232.22, “Limitation of Funds.”

(d) Funds obligated hereunder are anticipated to be sufficient through {TBD based on the date of award}.

*NOTE: {Blanks to be completed at time of award}.

B.4 BUDGET

The total cost stated for the budget categories specified below may not be adjusted without a modification to the contract signed by the Contracting Officer. No amounts in excess of the amounts specified for each category will be billed to the Contract.

Base Period

CLI

N

Item Total ($)

001 Contract Total Cost (excluding fee) ___ 002 Fixed Fee ___ Total Estimated Cost Plus Fixed Fee ___

FT-800 Local Currency Total (EGP) Social Insurance for Egyptian staff ___

Option Period

CLI

N

Item Total ($)

001 Contract Total Cost (excluding fee) ___ 002 Fixed Fee ___ Total Estimated Cost Plus Fixed Fee ___

FT-800 Local Currency Total (EGP) Social Insurance for Egyptian staff ___

Note on Social Insurance – Social insurance consists of the employer share of social insurance for Egyptian nationals employed for the project. Per USAID/Egypt’s agreement with the Government of Egypt, this line in the budget is required to be billed separately in Egyptian Pounds and charged to a special funding line, FT-800.

B.5 PAYMENT FIXED FEE

$________TBD is the maximum fixed fee to be paid in accordance with this Section B.5. Subject to FAR 52.216-8 “Fixed Fee” and the following, the Contractor’s fee is tied to the accomplishment of Expected Milestones, Performance Indicators and Minimum Activities as described under each result in Sections C. Amounts are detailed in Table 1 below, subject to inspection and acceptance by USAID/Egypt and otherwise in compliance with the terms of the contract and in accordance with Annual Work Plans approved by USAID/Egypt. The Contractor will be paid the amount of the fee specified for each denoted Result in the table below upon acceptance by the Contracting Officer’s Representative (COR).

Table 1 Payment Fixed Fee

Results Year1 Year 2 Year3 Year 4 Option Total

Result1 $_______ $_______ $_______ $_______ $_______ $

Result2 $_______ $_______ $_______ $_______ $_______ $

Result3 $_______ $_______ $_______ $_______ $_______ $

Result4 $_______ $_______ $_______ $_______ $_______ $

* Note: For descriptions of Results 1, 2, 3 and 4, please refer to section E in this RFP.

* Note: Fee amounts will be proposed by the contractor in their cost proposal.

B.6 INDIRECT COSTS

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* Period** Rate Base***

* Description or type of rate indicated as a percentage, e.g., G&A ** Period, e.g., CY 2009 *** Base, e.g., Direct Labor for Labor Overhead

[RATES WILL BE INSERTED AT THE TIME OF AWARD]

B.7 ADVANCE UNDERSTANDINGS ON CEILING INDIRECT COST RATES AND FINAL

REIMBURSEMENT FOR INDIRECT COSTS

(a) Reimbursement for indirect costs will be at the lower of the negotiated final (or predetermined rates) or the following ceiling rates:

Description Period Ceiling Rate Base

(b) The Government will not be obligated to pay any additional amount should the final indirect cost rates exceed the negotiated ceiling rates. If the final indirect costs are less than the negotiated ceiling rates, the negotiated rates will be reduced to conform to the lower rates.

(c) This understanding will not change any monetary ceiling, obligation, or specific cost allowance or disallowance. Any changes in classifying or allocating indirect costs required the prior written approval of the Contracting Officer.

(d) It is USAID policy that contractors or grantees that agree to an indirect cost rate ceiling that is less than the government-wide NICRA rate in a contract shall not recoup the amounts occasioned by the reduction in the rates on other agreements with the U.S.

Government. Therefore, the organization must agree in writing not to recoup the reduction in the rates on other contracts or grants with the U.S. Government - the reduction must be taken from profit, fee or other non-governmental sources of revenues. In any instance where an indirect cost rate other than that specified in the NICRA is to be used in a contract or grant the contractor/grantee is required to acknowledge the above stipulations by providing a written acknowledgement to USAID.

B.8 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

C. 1 TITLE

The title of this Activity is Integrated Management of Cultural Tourism (IMCT).

C. 2 INTRODUCTION

The tourism sector is one of the key economic drivers of growth and employment in Egypt. (See Section J.1). USAID is supporting the Government of Egypt (GOE)’s efforts, through the Ministry of Tourism and Ministry of Antiquities, to enhance Egypt’s competitiveness as a tourism destination. The “Integrated Management of Cultural Tourism” (IMCT) activity focuses on sustainably growing Cultural Tourism in Egypt. This activity builds on prior investments by USAID, the GOE, and other donors in the preservation of cultural heritage and promotion of sustainable tourism.

The activity is geographically focused on Historic Cairo (Medieval Cairo) and the Luxor Governorate, henceforth referred to as “the targeted destinations” as detailed in section C5. The Contractor shall work at these destinations to identify and implement initiatives that overcome barriers limiting Egypt’s full potential to provide new, integrated, and competitive cultural tourism experiences.

This activity will create an enabling environment for the sustainable management of Egypt’s cultural heritage. Different models of partnerships and stakeholder participation in the management of cultural assets will be tested and institutionalized. At the targeted destinations, private investments, local micro, small, and medium sized enterprises (MSMEs), and workforce from the local communities will be integrated into the cultural tourism value chain. Tourist revenues generated through unique visitor experiences will demonstrate the economic values associated with the protection of Egypt’s tangible and intangible cultural resources.

C. 3 OBJECTIVES AND RESULTS

The objective of the IMCT activity is to increase tourism revenues and local economic benefits, including increased employment and business opportunities, in the cultural tourism sector at targeted destinations.

The four results of the IMCT activity are:

1. Consolidation and reinforcement of GOE efforts to improve the enabling regulatory environment for investment in sustainable cultural heritage tourism;

consolidated/reinforced;

2. Selected cultural heritage sites rehabilitated and financially sustainable;

3. Higher-value added tourism products and services developed at target destinations; and,

4. Capacity to promote cultural tourism in target destinations enhanced.

The contractor shall develop and implement initiatives that lead to operating viable business models utilizing historic structures and their surroundings in the targeted destinations, that will become prime destinations on Egypt’s tourist map, with the surrounding communities and the private sector involved and benefiting from the new and improved tourist experiences and growth in tourism revenue. Egypt’s tangible and intangible (oral traditions, performing arts, local knowledge, and traditional skills) heritage resources will be used, protected, and appreciated for their universal and economic values.

C. 4 DEVELOPMENT HYPOTHESIS

Beneficial investments in conservation and restoration of cultural sites and attractions require a comprehensive approach and the integration of all stakeholders to guarantee the sustainable management of cultural resources. Responsible cultural tourism can be achieved through implementing a multidisciplinary approach where conservation is rooted within economic, social, and environmental development strategies, which foster public-private partnerships, investments, create jobs and deliver public services. Conservation efforts need to be combined with improved public systems that enhance the holistic management of tourist destinations and the provision of adequate public services (sanitation, solid waste management) to the local community in order to create and maintain a welcoming and aesthetically pleasing neighborhood. This, in conjunction with greater private sector investment in new offerings and marketing, will lead to improved tourism experiences and increase revenues for both public and private sector stakeholders. Successful implementation will also increase employment and other economic benefits within the sector, as well as in the many sectors that are linked to tourism, and will lead to socio-economic benefits through local community involvement.

This activity assumes it will work in close coordination with the GOE to achieve shared objectives, and that the GOE will provide necessary permits and support partnership with different stakeholders to facilitate investments by the private sector and input from local community leaders and members.

Supporting GOE efforts to improve the enabling regulatory environment for investment in cultural heritage tourism will foster direct investment in the maintenance of cultural heritage and offer opportunities for upgrading or enhancement of structures and traditions that improve the types of tourism experiences being offered, and contribute to distributing the benefits of tourism among the local population. Facilitating and leveraging private sector investment, including that of MSMEs, in protecting and reuse of historic structures, will increase Egypt’s ability to maintain and sustain its cultural resources. It will also expand social and economic benefits through offering unique travel experience for international and domestic tourism consumption. Raising awareness and building capacity of different stakeholders, including the GOE, private sector and local communities, to create internationally competitive tourism products will lead to developing and marketing higher-value added tourism products, with higher value defined as generating employment and/or business opportunities, while benefiting the community.

Local economic benefits, including the generation of employment, will stem from increasing tourists’ length of stay, spending, and return rate, strengthening linkages with local companies in the tourism supply chain, and encouraging the virtuous cycle of further development of locally owned and managed tourism enterprises and new offerings that meet international standards. Revenue from cultural heritage tourism should benefit the local economy surrounding selected cultural tourism destinations and heritage sites from which it is generated to be sustainable in the long-run.

C. 5 GEOGRAPHIC FOCUS OF ACTIVITIES (Targeted Destinations)

USAID/Egypt, in partnership with the GOE, will focus interventions on two primary destinations: 1) Historic Cairo and 2) Luxor Governorate. The focus areas henceforth referred to as “the targeted destinations” have been selected to build upon past investments made by USAID, GOE, and other donors to implement different models of sustainable heritage tourism in Egypt. Both are known historic destinations that are home to local communities and provide potential to address issues constraining the growth of cultural tourism. The Contractor shall work at these targeted destinations to identify and implement initiatives that overcome barriers limiting Egypt’s full potential to provide new, integrated, and competitive cultural tourism experiences.

The activity is designed to operate within two different cultural tourism contexts: Cairo provides a historic urban fabric with potential for growth, and Luxor is a rich mass tourism destination with stakeholders already engaged in tourism. Both models share common elements, but require localized initiatives to develop high-yielding tourism revenues and products to maximize their competitiveness.

1. Historic Cairo:

Main interventions in Historic Cairo will take place in the neighborhoods surrounding the Citadel including Bab El Wazir Street and the surrounding area of Darb El Labanna.

Potential benefits to the community can be maximized through the promotion of private investment and models of adaptive reuse of already restored structures, along with additional small scale conservation and upgrading of structures necessary to create a vibrant urban cultural tourist destination in the heart of the old city center. It is envisioned that the street could become a highly desirable tourist destination that caters to domestic and international tourists. It would expand, and complement the routes currently visited by tourists within Historic Cairo.

While retaining a main emphasis on Bab El Wazir Street, and based on the distribution of activity resources and circumstances, the Contractor is expected to expand the area of focus to sites in Historic Cairo that have been restored in whole or in part by USAID through past projects (such as Bab Zuwayla, Zawiya Sabil Farag Ibn Baruq, Sabil and Façade Nafisa al Bayda, Aslam al-Silahdar Mosque, and Sabil Mohammad Ali).

2. Luxor Governorate:

USAID’s past investments in the area of cultural heritage management in the city of Luxor have primarily focused on conservation and restoration of sites, and included capacity building of GOE staff. USAID continues to support the restoration and accessibility of archeologically-rich areas within the Medinet Habu temple in Luxor, and the revival of tourism in the city of Esna. This activity shall coordinate with ongoing projects and build on previous USAID investments by focusing on already restored sites, and shall not restore/conserve new destinations in Luxor. With USAID’s approval, only limited physical improvements in Luxor, in conjunction with stakeholder coordination, shall be supported through this award. Interventions will put restored sites on Luxor’s tourism map, and create viable business models to maximize tourism revenues for stakeholders, and increase necessary resources needed to sustainably manage and maintain restored sites.

C. 6 IMCT RESULTS

The Contractor shall target the achievement of the following results:

Result 1. Consolidation and reinforcement of GOE efforts to improve the enabling regulatory environment for investment in sustainable cultural heritage tourism.

Development Challenge: This activity shall support GOE efforts to provide the suitable regulatory environment that encourages the private sector to participate in cultural tourism, support the oversight role of government by facilitating partnerships with other stakeholders.

Oversight and management of cultural assets falls within the jurisdiction of the Ministry of Antiquities (MoA), however, depending on the nature of a given cultural asset, other government bodies (such as ministries of Tourism, Culture, Housing, or Endowments or local governorates), are also key custodians. Conflicting policies among the different bodies, with overlapping responsibilities, lead to limited accountability and eventually the destruction and/or loss of unique cultural assets, especially urban cultural heritage. Absences of transparent policies that govern the heritage sector, mainly with regard to working with other stakeholders, pose a higher risk and deter private investments from working in cultural tourism.

With limited public funding and competing priorities, decision-makers are taking economic factors into consideration. Decisions made by government officials at the Ministries of Antiquities and Tourism to invest in cultural heritage are not solely based on historical, archaeological, or tourist needs. Officials also take into account the complexities of an urban environment, such as the need for appropriate infrastructure and public services. There is a growing acknowledgement of the role of communities to reduce threats to historic sites and maximize benefits for all. Tourism is an integrated sector that benefits from utilizing economic planning and financial tools to enhance the GOE’s capacity to manage cultural resources, and provide necessary infrastructure to support tourism growth. For example, tourism measured by numbers of tourists, accommodation facilities, and restaurants alone doesn’t fully capture the needs and potential impact of the tourism industry on a country’s resources. Public policies and regulations need to reflect changing trends in the heritage sector, and support the use of specialized economic studies.

Application of policies and management tools in the area of cultural tourism can be demonstrated through the enforcement of well-developed and comprehensive site management plans.

Degradation of an asset, due to different threats, gradually undervalues cultural resources and leads to negative tourist experience at destinations. Restoration alone does not attract higher value tourists to Egypt, however, sustainable management of the overall cultural and natural resources and basic service provided to the resident community (such as sanitation or waste management) create a welcoming environment.

Regulatory reforms are needed to support a fully integrated approach to destination and site management in order to accommodate the growing numbers of tourists and address the concerns of multiple stakeholders. Changes to government policies are necessary to attract private investment that is needed to grow a successful cultural tourism industry able to compete through providing international standards for delivery of tourism services as well as support the involvement of community and local MSMEs within the tourism value chain.

Scope of contract under this Result: To mitigate adverse impacts and ensure positive outcomes for cultural resources and the visitor experience, the Contractor shall assess the comprehensive legal framework governing the management of Egyptian cultural heritage sites.

The Contractor will coordinate among various public sector agencies with legal authorities for oversight, management, concession, and use of cultural heritage assets to provide input to the GOE to update the existing legal framework.

The Contractor shall work with the appropriate counterparts in the Ministries of Tourism and Antiquities, and the range of other public institutions with regulatory responsibilities that impact delivery of cultural tourism. Based on acknowledged international standards for the governance of cultural tourism, the activity shall develop recommendations to streamline current legal authorities. The Contractor shall also provide technical assistance and training needed to support public institutions interested in adopting new regulations or policies, or making changes based on the proposed recommendations.

Changes in the regulatory framework will target institutional reforms relating to a) site management; b) financial management and resource allocation (mainly maintenance and cost recovery); c) relations with private investments (contracts, concessions, oversight, dispute settlement), and other areas based on requests made by the GOE or needs proposed by the contractor. The Contractor shall also work closely with government entities whose areas of responsibility affect the tourism value chain to create a streamlined, transparent, and efficient means of providing tourism-related products.

The practical use and impact of regulatory reforms will be tested during implementation of sustainable cultural heritage management plans, at the target destinations. The Contractor shall work with the Ministries of Antiquities and Tourism, private sector, and community stakeholders to develop and implement these comprehensive destination/site management plans.

With the aim of improving coordination between different management levels of the public and private sectors, and supporting long term policy reforms, the Contractor shall work with relevant GOE stakeholders to institutionalize regular consultations, and open communications among public sector organizations involved in the oversight of heritage management.

Further, to enable private investment in the cultural tourism industry, a transparent plan for public sector investment in areas such as upgrading of physical structures and provision of public services is needed. A comprehensive financial and business assessment of the potential benefits of investment in cultural heritage tourism in Egypt is also needed.

Expected Milestones

● A comprehensive management plan for each target destination (and sites within those destinations) is established and implemented to ensure the provision of services. Plans include waste management, sanitation, and adequate maintenance to minimize threats to cultural heritage sites and region;

● Regulatory and policy challenges hindering investments by the private sector in cultural tourism destination identified, shared, and discussed by relevant stakeholders;

● New policies adopted by the GOE that link revenues generated by cultural assets to resources allocated to maintenance and management of those assets, in selected destinations;

● GOE approved concessioning (also preferably refer to as private management contracts for antiquities sites) guidance and other partnership models operational;

● GOE adopts diverse evidence based methods, including statistical, economic, and financial tools in decision making relating to target destinations;

● Stakeholders participate in the development and implementation of clear and actionable strategies for cultural heritage site management and maintenance at target destinations; and

● GOE capacities to independently update policies, establish, and manage new types of contractual relations with other stakeholders is enhanced

Performance Indicators

● Number of new sustainable financial and management plans adopted by cultural site managers as a result of USG assistance;

● Number of new or improved local projects that enhance the visitor experience (such as visitor centers, tourist paths, and signage); and

● Cultural heritage tourism assets integrated into urban community service planning and infrastructure upgrading.

Minimum activities:

● Conduct a detailed analysis of the formal and informal, public and private systems, currently governing the management of cultural heritage sites at the selected destination(s), highlighting strengths and weaknesses;

● Carry out a fully participatory process to tackle regulatory and other public systems challenges currently preventing efficient use of resources;

● Conduct comprehensive mapping of sites on Bab El Wazir Street and Luxor (sites associated with prior USAID support) that require interventions to facilitate use by the private sector, or promote as tourist attractions;

● Provide practical recommendations for the GOE to address inconsistencies and gaps in the enforcement of rules governing the management of cultural sites, to support greater generation of tourism revenues;

● Develop, verify and support GOE efforts to update organizational and operational structures/procedures associated with safeguarding and investing in heritage assets;

● Propose and identify financial, human, technological and other resources needed to support feasible changes in regulatory or procedural frameworks and bolster the capacities of different regional or ministerial levels;

● Develop, assess and test the use of scientific, economic, and financial tools appropriate for public financial resources planning to determine ticket pricing, carrying capacity and other elements associated with cultural heritage sites; and

● Provide applied training to Ministry of Antiquities and Ministry of Tourism staff, and other stakeholders, to improve understanding of the destination and site management plans in Luxor and Historic Cairo, including involvement in the process of developing those plans.

Result 2. Selected cultural heritage sites rehabilitated and financially sustainable

Development Challenge: Many heritage sites are damaged due to physical deterioration brought over time by pollution, excessive use, vandalism, exposure to adverse environmental conditions, inadequate maintenance, or simple neglect and ongoing urban development. USAID has invested over $100 million in restoration and conservation activities in Egypt over the past 20 years, and the cultural tourism industry has benefited from these investments. The Ministry of Antiquities and other donors have already conserved and restored structures located on Bab El Wazir Street. Egypt’s ability to conserve, maintain, and sustainably operate its cultural resources should become a shared responsibility by different stakeholders including raising funds from the private sector with appropriate oversight from the public sector.

Scope of contract under this Result: The Contractor shall work to support the Ministry of Antiquities’ efforts to attract investments and work with the private sector to fund the continued restoration and operation of cultural heritage sites, and remove barriers limiting potential investments in target destinations. In coordination with the Ministry of Antiquities, the Contractor shall facilitate private investment, to support small-scale restoration for the purpose of adaptive reuse (defined as the process by which structurally sound historic buildings are developed for economically viable new uses). It is expected that the contractor will assess the safety of any proposed building before commencing any restoration work.

Restoration will only be made following an agreement with partner stakeholders over roles and responsibilities, planned use, and type of future revenue to be generated in an effort to establish a sustainable use model that meets the results of this activity. The Contractor shall develop selection criteria for sites/structures to be restored, which will consider private investment and future financial sustainability, among others. Selected sites/structures may cater to the interests/use by the tourism industry, including hotels, cafes, or restaurants, etc., or address priorities identified by the community, such as educational facilities or public space. All restoration must be linked to the achievements of other results in this award, and to the extent possible include a training component based on identified skill gaps needed to sustain the restoration.

To support restoration or rehabilitation of selected structures, the Contractor shall manage sub-contracts/allocate resources, or leverage direct funding or in-kind contributions from the private sector. The Contractor may also consider the restoration of privately-owned structures of architectural or historical value that are not necessarily listed as historical structures or owned by the GOE. The Contractor shall prioritize the rehabilitation of previously restored sites that are currently not utilized or underutilized before restoring additional sites through this activity.

The Contractor must seek the written approval of USAID prior to using USAID funds to restore or rehabilitate private, commercial, or public historical structures.

Given USAID’s significant investments in Luxor, the Contractor shall concentrate conservation and restoration efforts in Luxor to interventions (excluding major restorations) that promote maintenance, facilitate site accessibility, provide services to the local community, or engage and partner with the private sector.

Major investments in conservation or restoration (beyond the value of $500,000), or independent research for strictly academic purposes should only be undertaken with non-USAID funds; no USAID funding for such larger investments in conservation or restoration will be made available under this award. Any restoration funded by USAID as a part of this activity must be linked directly to achieving an improved touristic experience, provide services to the local community, and/or trigger private sector investment in services offered at targeted destinations.

● Investments made by the private sector allocated to the restoration of historic structures in targeted destinations;

● Selected cultural heritage sites made more structurally sound, safely accessible, and engaging to visitors;

● Private enterprises and community members involved in the sustainable management of specific historic structures for tourism-related purposes;

● Employees of public and private sector institutions and community members trained in appropriate scientific methods of restoration, conservation, and engineering that are conducive to sustainable management of cultural heritage assets; and

● Re-use plans associated with restoration are developed and utilized by GOE and private investors.

● Amount of the private sector contributions leveraged for the restoration of cultural heritage sites or structures as part of an adaptive re-use plan;

● Number of cultural sites, structures, and service facilities that have undergone material improvements and become operational during the life of the activity, including those leveraged by the activity and undertaken by the private sector; and,

● Number of people trained, from the public and private sectors, on scientific methods of conservation and restoration.

Minimum Activities:

● Establish partnerships to conserve or rehabilitate selected structures in the targeted destinations (not to exceed $500,000 per site);

● Involve stakeholders to identify and verify the purpose of adaptive reuse of heritage structures prior to any conservation activity;

● Provide hands-on training for destination and site management planning for Ministry of Antiquities and Ministry of Tourism staff and other stakeholders; and

● Oversee the restoration of structures/sites utilizing international best practices.

Result 3. Higher-value added tourism products and services developed at target destinations

Development Challenge: Private sector engagement is a critical component of this activity. To enhance the use of Egypt’s cultural heritage resources and improve visitors’ experience, Egypt’s tourism industry needs to diversify the products and services offered to tourists as a way to produce higher economic returns. The public sector requires the creativity and involvement of the private sector and other stakeholders to continue to maintain sites and operate them profitably. Therefore, partnerships linking these entities are necessary to facilitate participation in all conservation and operational phases. Additionally, USAID foresees that developing sustainable cultural tourism models in the targeted destinations will demonstrate the economic viability of protecting cultural heritage assets to communities, and will lead to greater local investments in maintaining their attractiveness. Increasing tourist revenues and demand in these areas will encourage investments, including the provision of public services, benefiting the local residents.

Stakeholders at targeted destinations have varying capacities and access to resources. Practical training combined with technical assistance is necessary to guarantee competitive tourism products are provided, and to create lasting partnerships.

For the purposes of this activity, this result defines “higher-value” as additional empowerment or business opportunities and employment that are generated to increase economic benefits of the local surrounding communities.

Scope of contract under this result: The Contractor shall support the private investment that enhances tourist experience such as, but not limited to opening high quality cafes, restaurants, cultural entertainment, and gift stores, in and around the target destinations. The Contractor’s efforts to achieve an enabling regulatory environment shall support concessioning (or private management) agreements, or partnerships, between the GOE and the private sector to facilitate viable business investments in/around historical structures.

The Contractor shall provide assistance to entrepreneurs and existing businesses to establish, or improve upon cultural tourism products and services in the target destinations. The Contractor shall capitalize on evolving trends in global tourism and prepare new and/or existing businesses to meet future market needs. The Contractor shall also provide technical assistance to local MSMEs to participate in the tourism value chain and benefit from increased tourism spending.

The Contractor shall build the capacity of surrounding community, and local NGOs to identify and provide the necessary skills to facilitate the investment, and involvement of community members in the local tourism value chain. The Contractor shall also pursue a demand-driven workforce development approach to meet the needs of the tourism sector, as well as complementary sectors at target destinations. The Contractor shall pay special attention to creating equitable opportunities for youth and women.

● Investments made by the private sector in partnership with the GOE in targeted destinations;

● Number of people with enhanced capacity in tourism (hospitality management, service provision, guides, transportation) in target destinations; and

● Local MSMEs integrated into the tourism value chain at each of the target destinations.

● Number of partnerships established /concessioning agreements / signed with the GOE to sustainably manage, maintain, and utilize cultural heritage destinations/sites;

● Amount of private sector investments (including those related to cultural tourism) made at target destinations;

● Number of tourism services improved (i.e., introduced new products/services; investments in new technologies; and/or increased revenues) as a result of USG assistance under this activity;

● Number of USG-supported enterprises integrated into the tourism supply chain with the assistance of this activity; and,

● Tourist expenditures per night at target destinations.

● Map cultural heritage tourism value chains in each of the target destinations, including the identification of business opportunities for local suppliers and service providers;

● Use of assessments to offer business development and financial services to MSMEs in the targeted destinations;

● Connect tourism-related MSMEs to effective business development services (BDS) and financial service providers in the target destinations;

● Assist local stakeholders in developing and managing their own tourism products and services, including those related to the target destinations’ unique traditions, customs and intangible cultural heritage (e.g., festivals, music, folklore, traditional foods, and handicrafts, etc.);

● Conduct capacity-building workshops on quality control, marketing, branding, and business planning and management for producers of handicrafts and other tourism-related products. Linking the services to the target destinations’ unique traditions, customs, and intangible cultural heritage;

● Share rules and regulations applicable to MSME business associated with cultural tourism;

● Facilitate cooperation between tourism-related businesses and the GOE (with a focus on

Ministries of Tourism and Antiquities);

● Use financial modeling of economic opportunities to spur banks and other financial institutions to provide credit to investors interested in cultural tourism-related businesses;

● Explore the potential viability and economic opportunities related to niche tourists (e.g., people with specific areas of interest or people with limited mobility), millennials, or other groups;

● Provide demand-driven workforce development training in the tourism service industries at target destinations, including on-the-job training; and

● Provide training to community members in areas that would enhance the cultural tourism experience (e.g., training for local guides to better interact with tourists, improve safety and security, and increase knowledge of cultural heritage).

Result 4. Capacity to promote cultural tourism in target destinations enhanced

Development Challenge: Promotion of attractive destinations is central to the development of the tourism industry. People must desire to visit a destination, otherwise provisions for transportation, lodging, meals, and entertainment and other tourism services are unnecessary. Community and public awareness and positive perceptions of the value of tourism impact the community’s meaningful participation in tourism value chain, which in turn affects positively or negatively on the tourist experience.

Scope of contract under this result: The Contractor shall work with the Ministry of Tourism and the private sector to employ destination marketing, which is defined as “a proactive, strategic, visitor-centered approach to the economic and cultural development of a location, which balances and integrates the interests of visitors, service providers, and the community” to promote the targeted destinations. The Contractor must build general public awareness of the value of tourism as well as support entrepreneurial endeavors of local residents to increase participation in tourism development. Capacity building includes the use of digital technology in the tourism sector which continues to grow dramatically and has evolved to today’s internet-based systems. Technological progress has dramatically decreased the cost of travel, and allows individual travelers to tailor their trips. New business platforms such as Airbnb, various booking sites, and augmented reality/virtual reality have greatly expanded the potential for MSMEs to enter the field. The Contractor shall work with the private sector, community, and GOE to integrate technology where economically feasible, into the activity and to support revenue generation for all stakeholders involved.

This result focuses on building stakeholder capacity to promote destinations beyond the life of this activity; it may involve communication and outreach activities, but not independent sponsorship of large media campaigns. Please see marking and branding strategy in Section D.

● Brands within site management plans are developed in coordination with stakeholders for targeted cultural tourism destinations;

● Itineraries developed or improved for target destinations;

● Tourism-related enterprises trained in, and utilizing, technological solutions for firm-level marketing and promotion; and

● Target destinations promoted on different technological platforms.

● Number of new or improved itineraries at target destinations developed and promoted by stakeholders to international and domestic tourists;

● Number of times targeted sites are included on tourist itineraries annually; and

● Number of cultural tourism-oriented MSMEs that use digital technologies as a result of

USG assistance.

● Involve stakeholders in the building of new brands for target destinations centered on cultural heritage assets. Involve stakeholders in raising awareness of, and promoting the destination’s cultural heritage;

● Involve all stakeholders in the development of a full marketing strategy (including determining target markets, messaging development, etc.) linked to the marketing efforts of the Ministries of Tourism and Antiquities;

● Coordinate with local and international travel agencies, tour operators and other relevant stakeholders to develop and test new packages and itineraries to the target destinations (and develop tourist itineraries that link cultural heritage sites within the destinations). Together, create new narratives for different types of tourist experiences in the target destinations;

● Incorporate digital tools to better manage site demand, such as digital maps, parking services, advance online ticketing and others;

● Support market research on price bundling (travel packages) and market segmentation;

● Build the digital marketing capabilities of private sector stakeholders;

● Involve stakeholders in the development or updating of destination planning for marketing in targeted areas; and

● Provide…