Revision_1_ATTACHMENT_J.2.pdf

U.S. Agency for International Development (USAID)

Project Title: Economic Reform Activity (ERA) Solicitation #: 72027819R00011

ATTACHMENT J.2 – Revision 1

CASE STUDY and COST/PRICE EVALUATION MATRIX

CASE STUDY: Strengthening Public Private Dialogue in Jordan

Building a strong relationship between the Public and the Private sector is key for its economic growth. The changing economic policies governing the economic activities in Jordan, and the lack of a systematic approach to constructive dialogue between the private and the public sector are contributing factors to the communication and trust gap between both the private and the public sectors. Best practices from around the world include Public and Private Dialogue (PPD) as one of the healthiest and most needed platforms to build or restore trust between the public and the private sector. PPD is a key contributor to a necessary feedback loop to advise and inform inclusive economic growth policies.

Multiple donor funded activities attempted to design and institutionalize platforms to create that healthy PPD space in Jordan, however, without a clear champion to lead the process, and the lack of a strong will from both the public and the private sectors to be part of the process, the

PPD was never institutionalized as a key function that cultivated partnership between both sides.

STATEMENT OF WORK:

This activity will provide technical assistance and resources to design and build a strong and functioning PPD platform in Jordan. This activity will be carried out over a one-year period and will provide technical expertise to improve communication and relationships between the private and the public sectors in Jordan. The activity will include the following tasks:

1. A detailed assessment of the current PPD structures in Jordan, who is conducting them? Are these structures effective? If not, what are some of the key technical recommendations for enhancement?

2. PPD white paper for Jordan. Taking into consideration global and regional best practices what would an effective PPD platform look like? Who are the main champions from both the public and the private sector who should take leading roles?

3. Full financial proposal for the PPD platform to be functioning and successful. This is to be based on PPD models and resources from the public sector, if and where possible.

4. Proposed Key Performance Indicators (KPIs) to measure the success of the designed platform, to include a focus on empowering both female civil servants and female-owned businesses to be part of the platform.

The KPIs should be designed to encourage sustainability and incent graduation of elements to Jordanian ownership.

General note: No technical proposal is to be submitted to address the Case Study.

The Cost/Price Evaluation Matrix includes the proposed ceilings for the following cost categories:

The Offeror will use the proposed Unburdened Ceiling Daily Rates (CDRs) for Senior, Mid, and Junior-level labor categories where applicable, as well as the proposed escalation rate, included in Section B to complete the table below.

For the labor set forth below, the cost will be determined by using the CDR and the prime Offeror’s methodology for recovery of paid absences (vacation, holiday, sick leave, and other paid absences). The budget narrative must clearly and accurately demonstrate the method of recovery for workdays and paid absences for each labor category based on the number of associated work days in each labor category.

Offerors should assume that all labor categories using the CDRs are either long-term expatriate, long-term home office labor, or short-term expatriate consultant (non-employee) labor, as specified following the position title. *The focus on expatriate labor for the purposes of the cost proposal does not indicate a preference for expatriate labor in implementation.

1. The Offeror will use its indirect cost rates to propose the ceiling indirect cost rates for budget line items below. Offerors must apply the appropriate indirect rate(s) ceilings base of allocation in accordance with the Offeror’s approved cost accounting system with the cost/price evaluation matrix.

2. The Offeror will apply fixed fee percentage ceiling.

The plug figures are for evaluation purposes only.

No. Labor

Category

Maximum CDR

(Senior)

Maximum CDR

(Mid-level)

Maximum CDR

(Junior)

001 Chief of Party N/A N/A

002 Component

Leader N/A N/A

003 Subject Matter

Expert N/A

Proposed Escalation Factor: %

A. Labor

1. CDR Labor Category 1 (Senior) (long term expatriate):

260 person-days of effort $ (proposed CDR): $

Paid Absence not in fringe benefits: $

Category 2 (Senior) (long term expatriate):

260 person-days of effort $_____ (proposed CDR): $

Category 3 (Mid) (short-term expatriate):

120 person-days of effort $_____(proposed CDR) $

Total CDR Labor Costs $__________

2. Local Hired Personnel Labor Local Labor $ 440,000

Social costs $ 120,000

Total Labor Costs $__________

B. Fringe Benefits on (1) CDR Labor: $__________

C. Other Direct Costs: $ 500,000

D. Subcontract: $ 800,000

E. Grants Under Contracts $1,000,000

Indirect Costs (as applicable, using ceiling rates):

F. Indirects on A $__________

G. Indirects on B $__________

H. Indirects of C $__________

I. Indirects on D $__________

J. Indirects on E $__________

Total Direct Costs + Applicable Indirect Costs: $__________

Fixed Fee (Ceiling Percentage and Resulting Fixed Fee): $__________

Fixed Fee Grants Under Contracts $__________

(Ceiling Percentage and Resulting Fixed Fee)*:

Total Estimated Cost-Plus-Fixed-Fee: $__________

*If an offeror is requesting an LOC, the offeror should use the proposed fee ceiling for grants under contract.