72027822R00006 MSP RFP.pdf

Solicitation Issuance Date: February 3, 2022

Question Deadline: February 14, 2022, 8:00 am (Jordan Time)

Closing Date for Proposals: March 20, 2022, 8:00 am (Jordan Time)

SUBJECT: Request for Proposal (RFP) Number 72027822R00006

Municipal Support Program

The United States Agency for International Development (USAID) is seeking proposals from qualified organizations to implement the Municipal Support Program (MSP) in Jordan, as described in the attached Request for Proposals (RFP).

The Government contemplates an award of a Cost-Plus-Fixed-Fee completion type contract resulting from this solicitation. USAID reserves the right to award more awards or fewer awards than the anticipated number under this solicitation.

USAID invites all eligible and responsible organizations to submit offers in accordance with the requirements of this solicitation. USAID is conducting this procurement as a full and open competition under which any type of eligible organization may submit a proposal. The procedures set forth in the Federal Acquisition Regulation (“FAR”) Part 15 will govern the procurement. The

North American Industry Classification System (“NAICS”) Code is 541990.

Subject to funds availability, the Government anticipates an estimated funding range of approximately $38-$43 million over the five-year period. Although an anticipated range is provided, this does not mean that Offerors should necessarily strive to meet the maximum amount.

Offerors must propose costs that they believe are realistic and reasonable for the work.

USAID/Jordan will select the Offeror’s proposal that conforms to the solicitation requirements and demonstrates the technical understanding required to achieve the project objectives and offers the best value to the Government.

Interested organizations must carefully read Section L of the RFP, which sets forth all of the instructions for the preparation and submission of a proposal. Section M states the criteria by which proposals will be evaluated. Any questions related to this solicitation must be received in writing via email to Jordan_MSP@usaid.gov no later than the time and date indicated above. Questions received by any other means or received after the questions deadline will not receive a response.

USAID will publicly post all questions and responses as an amendment to this RFP. 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 costs 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 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 interested organizations to regularly check the above website for amendments.

Sincerely, Camille Garcia

Supervisory Contracting Officer https://sam.gov/

72027822R00006

SOLICITATION, OFFER AND AWARD

4. TYPE OF SOLICITATION2. CONTRACT NUMBER 3. SOLICITATION NUMBER

7. ISSUED BY CODE 8. ADDRESS OFFER TO (If other than Item 7)

ORDER UNDER DPAS (15 CFR 700)

6. REQUISITION/PURCHASE NUMBER

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

NEGOTIATED (RFP)

SEALED BID (IFB)

5. DATE ISSUED

1. THIS CONTRACT IS A RATED RATING PAGE OF PAGES

1 166

C. E-MAIL ADDRESS

EXT.NUMBERAREA CODE

B. TELEPHONE (NO COLLECT CALLS)A. NAME

10. FOR

INFORMATION

CALL:

CAUTION: LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and conditions contained in this solicitation.

(Date)(Hour) local timeuntildepository located in copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if hand carried, in the

SOLICITATION

9. Sealed offers in original and

PART IV - REPRESENTATIONS AND INSTRUCTIONS

OTHER STATEMENTS OF OFFERORS

EVALUATION FACTORS FOR AWARD

INSTRS., CONDS., AND NOTICES TO OFFERORS

REPRESENTATIONS, CERTIFICATIONS AND

LIST OF ATTACHMENTS

CONTRACT CLAUSES

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

I

J

K

L

M SPECIAL CONTRACT REQUIREMENTS

CONTRACT ADMINISTRATION DATA

DELIVERIES OR PERFORMANCE

INSPECTION AND ACCEPTANCE

PACKAGING AND MARKING

DESCRIPTION/SPECS./WORK STATEMENT

SUPPLIES OR SERVICES AND PRICES/COSTS

SOLICITATION/CONTRACT FORM

PART II - CONTRACT CLAUSESPART I - THE SCHEDULE

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SEC. DESCRIPTION PAGE(S) (X) DESCRIPTION SEC. (X)

11. TABLE OF CONTENTS

18. OFFER DATE17. SIGNATURE

SUCH ADDRESS IN SCHEDULE.

IS DIFFERENT FROM ABOVE - ENTER

15C. CHECK IF REMITTANCE ADDRESS

EXT.NUMBERAREA CODE

15B. TELEPHONE NUMBER

(Type or print)AND

ADDRESS

OF

OFFEROR

CODE FACILITY

16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER15A. NAME

DATEAMENDMENT NO.DATEAMENDMENT NO.

and related documents numbered and dated):

amendments to the SOLICITATION for offerors

(The offeror acknowledges receipt of

14. ACKNOWLEDGEMENT OF AMENDMENTS

CALENDAR DAYS (%)30 CALENDAR DAYS (%)20 CALENDAR DAYS (%)10 CALENDAR DAYS (%)

(See Section I, Clause No. 52.232.8)

13. DISCOUNT FOR PROMPT PAYMENT

designated point(s), within the time specified in the schedule.

by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

OFFER (Must be fully completed by offeror)

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

28. AWARD DATE

(Signature of Contracting Officer)

27. UNITED STATES OF AMERICA

25. PAYMENT WILL BE MADE BY

26. NAME OF CONTRACTING OFFICER (Type or print)

CODE 24. ADMINISTERED BY (If other than Item 7)

ITEM

(4 copies unless otherwise specified)

23. SUBMIT INVOICES TO ADDRESS SHOWN IN

41 U.S.C. 253 (c) ( 10 U.S.C. 2304 (c) (

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION:

21. ACCOUNTING AND APPROPRIATION20. AMOUNT19. ACCEPTED AS TO ITEMS NUMBERED

AWARD (To be completed by government)

CODE

REQ-278-22-000023

720278

USAID/Jordan American Embassy PO Box 354 Amman, 11118, Jordan 11118

Diana Khoury Jordan_MSP@usaid.gov

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PAGE(S)

Camille Garcia

AUTHORIZED FOR LOCAL REPRODUCTION

Previous edition is unusable

STANDARD FORM 33 (Rev. 9-97)

Prescribed by GSA - FAR (48 CFR) 53.214(c)

12. In compliance with the above, the undersigned agrees, if this offer is accepted within _____180_________ calendar days (60 calendar days unless a different period is inserted x

TABLE OF CONTENTS

PART I – SCHEDULE 1

SECTION A - CONTRACT FORM 1

SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS 8

B.1 PURPOSE 8

B.2 CONTRACT TYPE 8

B.3 ESTIMATED COST, FIXED-FEE, AND OBLIGATED AMOUNT 8

B.4 CONTRACT LINE ITEMS 8

B.5 COST REIMBURSABLE 9

B.6 PAYMENT OF FIXED FEE 9

B.7 INDIRECT COSTS 9

SECTION C - STATEMENT OF WORK 11

C.1 GOAL 11

C2. SCOPE 11

C.3 BACKGROUND 11

C.4 OPPORTUNITIES AND RISKS 14

C.5 TECHNICAL COMPONENTS AND RESULTS 15

C.6 LINK TO MISSION STRATEGY AND PRIORITIES 33

C.7 GUIDING PRINCIPLES AND ADDITIONAL REQUIREMENTS 33

SECTION D – PACKAGING AND MARKING 37

D.1 AIDAR 752.7009 MARKING (JAN 1993) 37

D.2 BRANDING AND MARKING POLICY 37

D.3 BRANDING IMPLEMENTATION AND MARKING PLAN 37

SECTION E - INSPECTION AND ACCEPTANCE 38

E.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

E.2 INSPECTION AND ACCEPTANCE/RESPONSIBLE OFFICIAL 38

SECTION F - DELIVERIES OR PERFORMANCE 39

F.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

F.2 PERIOD OF PERFORMANCE 39

F.3 PLACE OF PERFORMANCE 39

F.4 AUTHORIZED WORK WEEK 39

F.5. KEY PERSONNEL 39

F.6 REPORTS AND DELIVERABLES OR OUTPUTS 42

F.7 ANNUAL SELF-REPORTING CERTIFICATION REQUIREMENTS 62

F.8 PERFORMANCE STANDARDS 62

SECTION G - CONTRACT ADMINISTRATION DATA 63

G.1 CONTRACTING OFFICER’S AUTHORITY 63

G.2 ADMINISTRATIVE CONTRACTING OFFICE 63

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR) 63

G.4 PAYING OFFICE 63

G.5 CONTRACTOR’S PRIMARY POINT OF CONTACT 63

G.6 ACCOUNTING AND APPROPRIATION DATA 64

G.7 TECHNICAL DIRECTION/RELATIONSHIP WITH USAID 64

G.8 ACCEPTANCE AND APPROVAL 65

SECTION H - SPECIAL CONTRACT REQUIREMENTS 66

H.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

H.2 EMPLOYMENT COSTS OF THIRD COUNTRY NATIONALS (TCNs) AND

COOPERATING COUNTRY NATIONALS (CCNs) 66

H.3 AUTHORIZED GEOGRAPHIC CODE 66

H.4 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998) (CPFF) 67

H.5 ELECTRONIC PAYMENTS SYSTEM 68

H.6 GRANTS UNDER CONTRACTS (GUCs) – ADS 302.3.4.13 (07/22/2021) 69

H.7 LOGISTIC SUPPORT 70

H.8 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL

CONFERENCES 70

H.9 CLIMATE RISK MANAGEMENT 70

H.10 VALUE ADDED TAX AND CUSTOMS DUTIES 70

H.11 PRESS AND PRESS RELATIONS 71

H.12 PROHIBITION OF ASSISTANCE TO DRUG TRAFFICKING 71

H.13 GOVERNMENT FURNISHED FACILITIES OR PROPERTY 71

H.14 SOVEREIGN RELATIONSHIPS 71

H.15 MEETINGS WITH GOVERNMENT OF JORDAN MINISTERS 71

H.16 CONTRACTOR’S USE OF PROJECT VEHICLES 72

H.17 USAID-FINANCED THIRD-PARTY WEB SITES (NOVEMBER 2017) 72

H.18 RESTRICTIONS AGAINST DISCLOSURE (MAY 2016) 73

H.19 LIMITATION ON ACQUISITION OF INFORMATION TECHNOLOGY

(APRIL 2018) (DEVIATION NOs. M/OAA-DEV-FAR-20-3c and M/OAA-DEV-AIDAR -

20-2c) (APRIL 2020) 74

H.20 INFORMATION TECHNOLOGY RESOURCES 75

H.21 752.228-70 MEDICAL EVACUATION (MEDEVAC) SERVICES (JUL 2007) 75

H.22 DEFENSE BASE ACT (DBA) INSURANCE 75

H.23 CONSENT TO SUBCONTRACT 76

H.24 AIDAR 752.7001 - BIOGRAPHICAL DATA (JUL 1997) 76

H.25 SPECIAL REQUIREMENTS FOR ENGINEERING AND CONSTRUCTION

ACTIVITIES 77

H.26 ENVIRONMENTAL CONSIDERATIONS 85

H.27 CONFLICTS OF INTEREST 86

H.28 STANDARDS OF CONDUCT – IMPROPER BUSINESS PRACTICES 88

H.29 CONFIDENTIALITY AND OWNERSHIP OF INTELLECTUAL PROPERTY

H.30 DISCLOSURE OF INFORMATION 88

PART II - CONTRACT CLAUSES 90

SECTION I - CONTRACT CLAUSES 90

I.1 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998) 90

I.2 752.252-2 AIDAR CLAUSES INCORPORATED BY REFERENCE (MAR 2015)90

I.3 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

I.4 52.204-21 BASIC SAFEGUARDING OF COVERED CONTRACTOR

INFORMATION SYSTEMS (NOV 2021) 95

I.5 52.222-35 EQUAL OPPORTUNITY FOR VETERANS (JUN 2020) 97

I.6 52.222-36 EQUAL OPPORTUNITY FOR WORKERS WITH DISABILITIES (JUN

2020) 97

I.7 52.223-99 ENSURING ADEQUATE COVID-19 SAFETY PROTOCOLS FOR

FEDERAL CONTRACTORS (OCT 2021) (DEVIATION #M/OAA-DEV-FAR-22-01c).

I.8 752.245-70 GOVERNMENT PROPERTY - USAID REPORTING

REQUIREMENTS (OCT 2017) 98

I.9 752.229-71 REPORTING OF FOREIGN TAXES (JULY 2007) 101

I.10 AIDAR 731.7013 CONTRACTOR-MISSION RELATIONSHIPS (JUNE 2018)

(M/OAA-DEV-AIDAR-20-03c) 102

I.11 52.223-99 ENSURING ADEQUATE COVID-19 SAFETY PROTOCOLS FOR

FEDERAL CONTRACTORS (OCT 2021) (DEVIATION #M/OAA-DEV-FAR-22-01c)

I.12 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY

REFERENCE FOR CONSTRUCTION AND ARCHITECT-ENGINEER

SUBCONTRACTS ANTICIPATED UNDER THIS CONTRACT. 104

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS 106

SECTION J - LIST OF ATTACHMENTS 106

PART IV - REPRESENTATIONS AND INSTRUCTIONS 107

SECTION K - REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS

OF OFFERORS 107

K.1 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

K.2 52.204-3 TAXPAYER IDENTIFICATION (OCT 1998) 107

K.3 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (MAR 2020)

K.4 52.204-20 PREDECESSOR OF OFFEROR (AUG 2020) 112

K.5 52.204-24 REPRESENTATION REGARDING CERTAIN

TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES OR

EQUIPMENT (OCT 2020) 113

K.6 52.204-26 COVERED TELECOMMUNICATIONS EQUIPMENT OR SERVICES-

REPRESENTATION (OCT 2020) 115

K.7 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (AUG

2020) 115

K.8 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT

2018) 117

K.9 52.209-11 REPRESENTATION BY CORPORATIONS REGARDING

DELINQUENT TAX LIABILITY OR A FELONY CONVICTION UNDER ANY

FEDERAL LAW (FEB 2016) 118

K.10 52.209-12 CERTIFICATION REGARDING TAX MATTERS (OCT 2020) 119

K.11 52.209-13 VIOLATION OF ARMS CONTROL TREATIES OR AGREEMENTS-

CERTIFICATION (JUL 2020) 119

K.12 52.222-22 PREVIOUS CONTRACTS AND COMPLIANCE REPORTS (FEB

1999) 121

K.13 52.222-25 AFFIRMATIVE ACTION COMPLIANCE (APR 1984) 121

K.14 52.227-15 REPRESENTATION OF LIMITED RIGHTS DATA AND

RESTRICTED COMPUTER SOFTWARE (DEC 2007) 121

SECTION L –INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS 123

L.1 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

(FEB 1998) 123

L.2 NOTICE LISTING CONTRACT CLAUSES INCORPORATED BY REFERENCE

L.3 52.216-1 TYPE OF CONTRACT (APR 1984) 123

L.4 52.233-2 SERVICE OF PROTEST (SEPT 2006) 124

L.5 52.215-1 INSTRUCTIONS TO OFFERORS—COMPETITIVE ACQUISITION

(JAN 2017) 124

L.6 GENERAL INSTRUCTIONS TO OFFERORS 128

L.7 SUBMISSION/DELIVERY INSTRUCTIONS 129

L.8 INSTRUCTIONS FOR THE PREPARATION OF THE TECHNICAL

PROPOSAL 130

L.9 INSTRUCTIONS FOR THE PREPARATION OF THE COST PROPOSAL 135

L.10 INSTRUCTIONS FOR PREPARATION OF BRANDING IMPLEMENTATION

PLAN AND MARKING PLAN 144

L11 WAIVERS UNDER FAR PART 4.2101 PROHIBITION ON COVERED

TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES AND

EQUIPMENT (DECEMBER 2021) 145

SECTION M – EVALUATION FACTORS FOR AWARD 148

M.1 GENERAL INFORMATION 148

M.2 TECHNICAL EVALUATION CRITERIA 148

M.3 COST PROPOSAL EVALUATION 150

M.4 DETERMINATION OF COMPETITIVE RANGE 150

M.5 SOURCE SELECTION 151

ATTACHMENT J-1 - BUILDING ON PREVIOUS USAID ASSISTANCE 152

ATTACHMENT J-2 - GUIDANCE FOR THE PREPARATION OF THE BRANDING

IMPLEMENTATION PLAN AND MARKING PLAN 153

ATTACHMENT J-3 - CONTRACTOR EMPLOYEE BIOGRAPHICAL DATA SHEET

ATTACHMENT J-4 - MANDATORY BUDGET TEMPLATE 166

SECTION B – SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 PURPOSE

The purpose of this contract is to obtain the services described in Section C - Statement Of Work for the implementation of the Municipal Support Program.

B.2 CONTRACT TYPE

This is a cost-plus-fixed-fee (CPFF) completion type contract. For the consideration set forth below, the contractor must implement the Statement of Work, provide the deliverables or outputs described in Sections C and F in accordance with the performance standards specified in Section 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, exclusive of fixed fee, if any, is $TBD. The fixed fee, if any, is $TBD. The total estimated cost-plus fixed fee, if any, is

$TBD. Costs must be limited to reasonable, allocable, and allowable costs determined in accordance with FAR 52.216-7 Allowable Cost and Payment.

(b) Within the total estimated cost-plus fixed fee (if any) amount 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 $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" (FAR 52.232-22).

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

(d) Subject to the availability of funds, this contract will be incrementally funded.

B.4 CONTRACT LINE ITEMS

CLIN Supplies/Services Description Amount

(USD)

0001 Municipal Support Program

0001a Personnel [TBD]

0001b Other Direct Costs [TBD]

0001c Subcontracts [TBD]

0001d *Institutional Support Fund $15,000,000

0001e Grants Under Contract $2,000,000

0001f *Construction $5,000,000

0001g Indirect Costs [TBD]

Total Estimated Cost [TBD]

Fixed Fee [TBD]

Total Estimated Cost-Plus Fixed Fee [TBD]

*Expenditures under these line items require written USAID approval in advance

These cost item amounts may not be adjusted without a written modification signed by the Contracting Officer. The contractor will not bill any amounts against this contract in excess of the amounts specified for each cost item as indicated above.

B.5 COST REIMBURSABLE

The U.S. dollar costs allowable shall be limited to reasonable, allocable and necessary costs determined in accordance with the applicable cost principles, FAR 52.216-7, Allowable Cost and and AIDAR 752.7003, Documentation for Payment.

In addition, the requirements and conditions concerning estimated cost and funding apply as detailed in FAR 52.232-22, Limitation of Funds, incorporated by reference in Section I of this contract.

B.6 PAYMENT OF FIXED FEE

Payment of fixed fee will be made in accordance with FAR 52-216-8 Fixed Fee upon receipt of a proper invoice. Fee shall be paid in increments that directly correspond to the proportion of allowable costs being paid for the period.

B.7 INDIRECT COSTS

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs must be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Fringe Rate

Overhead Rate

G&A Rate

Prime contractor: [•]

Base of Application: [•]

Source: [•]

Period: [•]

[END OF SECTION B]

SECTION C - STATEMENT OF WORK

USAID Municipal Support Program (MSP)

C.1 GOAL

The overall goal of the USAID Municipal Support Program (the “Activity”) is to strengthen municipal-sector service delivery and promote local economic development in Jordan.

C2. SCOPE

This Statement of Work (SoW) describes in detail the objectives of the Activity, and the interventions and methodologies for achieving those objectives. The Contractor will strengthen municipal-sector service delivery by supporting improved governance and organizational culture through a focus on three interventions: key policy and service delivery reforms, municipal sector public financial management, and community engagement. Improved municipal service delivery will ensure that municipalities can respond effectively to citizens’ needs and create the conditions for investment and inclusive economic growth. The Contractor will also increase capital investment in the municipal sector. This investment is intended to catalyze local economic opportunities and further strengthen service delivery by supporting improved development planning, facilitating investor partnerships, increasing access to finance, and supporting renovation and construction of fixed assets including the provision of other material resources. The

Contractor will increase the participation of marginalized groups, including women, youth, and persons with disabilities in municipal-sector decision-making. Participatory planning will improve marginalized groups’ access to public services and increase their economic opportunities.

The theory of change for this activity is:

IF local administration is strengthened by implementing policy reforms, and improving municipal capacity for service delivery and public financial management, and increasing inclusive engagement with communities and IF capital investment in local economic development is promoted by improving development planning, partnerships, and access to finance, THEN the municipal sector will better support citizens’ needs for services and strengthen local economic capacity.

C.3 BACKGROUND

Jordan's long-term security, stability, and prosperity is dependent upon strengthening the shared trust between citizens and their state institutions. Such trust is the product of the citizens perceiving value in return for the taxes they pay. However, the reality is that government institutions, especially municipalities, have severely limited resources and deliver services that are uneven in quality and accessibility. Many Jordanian communities struggle with weak economies—made more so by COVID-19 and ramifications from climate change—that are not creating enough jobs for those who want to work and that do not have opportunities that are attractive to investors. The devastating financial impacts on municipalities, business, communities, and households in Jordan resulting from these crises have also increased the urgency and significance of citizens’ demands for better and more equitable municipal services and improved inclusive economic opportunities. These realities weaken citizen trust in government institutions, particularly municipalities since citizens often look to municipalities first when they need help.

His Majesty King Abdullah II has placed at the forefront of his priorities the comprehensive and sustainable development of Jordan in a manner that assures its economic growth and social welfare. His Majesty has directed the government to create an enabling environment for development, in a manner that assures it is realized in all political, economic, and social aspects, and that provides Jordanians with the required tools to contribute to the development of their country and their local communities. Guided by this, the Jordanian government continues to be dedicated to a decentralization approach, attempting to enable local administrations to work efficiently, effectively, and with the highest possible degree of integration and coordination. As an embodiment of this approach, the government instituted the Ministry of Local Administration

(MOLA) to become the unified umbrella for local, municipal, and governorate administration in Jordan. As a result, MOLA updated the Ministry’s Strategic Plan (2021-2024) to incorporate this role and its new tasks with a vision for a “smart” (connected and data-driven) Ministry capable of achieving comprehensive and sustainable local development. The Strategy reflects the recognition by the GOJ and municipalities that implementing new approaches for improving services, planning for emergencies and climate change, diversifying sources of revenue, attracting new investment to their communities will improve responsiveness and trust, which will contribute to the long-term stability of Jordan.

Mitigating the effects of climate change in the municipal sector is also a factor in Jordan’s long-term security. Climate change will affect all of Jordan’s municipalities, rural or urban, to varying degrees. Municipalities often have high concentrations of solid and liquid wastes, large areas of impermeable surfaces such as roads that accelerate runoff and disrupt natural drainage patterns and are frequently co-located with hazardous industrial sites (chemical and oil refineries, for example), and toxic pollution which may cause major health disasters if damaged due to conflict, storm or other damaging events. By virtue of its geographical location, Jordan is prone to many risks, including natural hazards such as earthquakes, floods, droughts , and severe weather conditions. Jordan’s most pressing environmental problems are the need to more effectively manage the scarce water resources and cultivable land in order to meet the mounting needs of a rapidly growing population. Jordan’s cities, with their high concentration of population and of economically and socially valuable assets and services, disproportionately increase the scale and cost of impacts, whether climate related or natural disaster related, because they are sometimes built with little regard to official zoning and building standards. Climate change adaptation and disaster risk management require that the resilience of municipalities be improved, taking into account the varied needs of municipalities, rural and urban challenges, and long-term climate vulnerability of traditional development solutions.

C.3.1 Municipal sector governance

Jordan’s municipalities are the level of government that is most visible and accessible to citizens, and are the government entities that many citizens turn to first when they have a problem.

https://jordankmportal.com/resources/strategic-plan-ministry-of-local-administration-2021-2024

Municipalities have significant potential for affecting the lives of citizens; however, they have a limited ability to meet key challenges, with respect to basic services and economic development.

Most municipalities are chronically under-resourced and have varying degrees of technical capacity to lead the development of their communities. Also, staff and systems within municipalities are not evenly equipped to collect and utilize data, identify community needs, respond to emergencies, and manage resources. The organizational culture within municipalities also has an impact on both internal management and external relationships and operations, including with citizens and the private sector. The COVID-19 pandemic has caused severe challenges for many municipalities in maintaining cash flow to adequately support operating and service delivery costs, resulting in growing municipal debt. Municipal debt is issued by the state-run Cities and Villages Development Bank (CVDB); municipalities are authorized to overdraw their accounts to pay staff salaries, leading to the government often writing off the loans. However, with the impact of the pandemic on central government revenues, it is unlikely that the central government will be able to continue to float municipal debt. Nevertheless, municipalities are responsible for delivering priority services and improving quality of life in the communities they govern, including preparing for, and responding to, emergencies, including emergencies caused by extreme weather and climate change. Improved systems for the delivery of municipal services are needed to ensure that municipalities can respond effectively to male and female citizens’ demands and create the conditions for local investment and economic growth. Ongoing legal and regulatory reforms at the national level will reorganize administration within the municipal sector.

They seek to achieve administrative efficiencies between national ministries, governorate -level bodies, and municipalities, improve service delivery, involve citizens in decision -making and oversight, and strengthen public financial management systems and municipal resilience.

C.3.2 Capital investment in the municipal sector

Jordan’s economy is struggling, and economic activity in the Kingdom is not creating the revenue the GOJ and municipalities need to maintain services at acceptable levels without incurring crippling debt. The economy also is not creating enough gainful employment for citizens who wish to work (especially women and youth), and the COVID-19 pandemic has only exacerbated this situation. In addition, Jordan is rapidly urbanizing and climate change is contributing to strains on existing resources. The need for capital investment in local infrastructure and revenue generating projects has exceeded that which could be provided by the central government and international donors. Private capital has not been sufficiently mobilized to improve municipal services, reduce municipal costs, generate revenues, increase municipal resilience, and create inclusive economic opportunity for communities. Incentives for such investment must include good project planning and mitigation of risk by improving access to finance and reducing political interference in project implementation. Municipalities have a unique opportunity to contribute to GOJ efforts to overcome these economic challenges because of their detailed knowledge of their community’s needs and the unrealized potential to facilitate economic investment projects that are unique to their locations and appropriate to their contexts. By attracting more capital investment to the communities that they govern, municipalities can aid recovery and support long-term resilience and inclusive economic growth. However, recurrent costs will continue to account for most public expenditures for the foreseeable future, causing national and municipal budgets to be fully allocated towards everyday operating costs. Prior to COVID-19, municipalities were already in need of alternative sources of finance and new financial products to support the projects and partnerships that would boost revenues and bring economic opportunities to their communities.

Municipal resources that can facilitate investment are not sufficiently utilized. This includes access to municipal-owned fixed assets and leveraging a municipality’s connections to its community to ensure local buy-in and community responsiveness. There is similarly untapped potential from private sector actors and entrepreneurs and other donor organizations that can contribute capital, planning, business skills, management experiences, and resources that municipalities need to identify, plan, and finance these much-desired projects and partnerships.

Private sector actors can leverage the comparative advantages between municipalities for investment in certain sectors, like agriculture, tourism, internet connectivity infrastructure, and other industries. Ongoing legal and regulatory reforms with respect to local administration and banking services for municipalities are anticipated to facilitate more public-private sector cooperation in the coming years.

C.4 OPPORTUNITIES AND RISKS

Jordan’s municipal sector possesses several leverageable opportunities. First, political momentum for sector reform is strong. Local administration and governance have been a priority for the GOJ since the release of the King’s Decentralization Plan in 2005 . King Abdullah II has recently reiterated the need to implement local administration policy reforms. The GOJ is currently poised to approve legal and regulatory reforms to achieve the King’s vision. Comprehensive local administration reforms – e.g., decentralization reforms – are anticipated to produce a clear delegation of authorities between national-, governorate-, and municipal-level institutions and empower citizens to participate in municipal decisions that affect their communities. Second, municipalities are an under-utilized platform for development, which is in part why the GOJ is reforming the public private partnership (PPP) legal and regulatory framework to ease the formation of PPPs in the municipal sector. Municipalities derive unique political power from the fact that mayors are directly elected, and municipalities have administrative mandates and authorities to lead service delivery improvements and development of their communities. Third, private sector actors can partner with municipalities and communities to drive development and bring in investment under the right conditions. Jordan’s private sector possesses the professional skill sets for project identification, planning, and marketing, as do financial institutions that are tasked with bringing together such partnerships. Fourth, several major international donor organizations and international institutions, including USAID, are actively aiding the municipal sector, and coordination among donor organizations is strong as is the desire to collaborate on project implementation. The collective experience from their investment is rich and informative.

Lastly, citizens are eager to see inclusive improvements in their communities and their quality of life. Successful citizen engagement at the local level empowers citizens, especially those marginalized, to use their voice and have agency, which will impact their engagement in other areas of life. The interventions undertaken by the Contractor must leverage these strengths in the municipal sector.

Jordan’s key challenges over the next five years are stability, recovery and resilience post COVID- 19, continuing governance reforms while maintaining the economic, social, and cultural assets that have seen it through enormous hardships. Economic risks include high unemployment, the socio-economic impacts of COVID-19, inclusive and resilient recovery, continued global economic downturn, an increasing burden of public debt, and regulatory barriers impeding much -needed foreign investment. Jordan’s ability to implement reforms is also complicated by low levels of https://kingabdullah.jo/en/speeches/nation-announcing-decentralisation-plan citizen-state trust, and inconsistent civil service capacity. The implementation of ongoing and upcoming comprehensive reforms in the municipal sector will also require the establishment of new processes and practices for stakeholders to learn, which can slow progress in the short-term.

In addition, private sector actors do not have a systemic presence in municipal sector development, and new processes for collaboration broadly in the sector will need to be formed. Several challenges persist including constraints and inconsistencies in the legal and regulatory frameworks, limited trust in partnerships with the private sector and lack of capacity and know-how at the local level.

C.5 TECHNICAL COMPONENTS AND RESULTS

C.5.1 Target Beneficiaries

The Contractor will support a broad range of stakeholders in the municipal sector in Jordan, including national-, governorate-, and municipal-level government institutions, joint services councils, private sector entities, including special economic and development zones, community groups, civil society organizations, research centers, universities, and other organizations and partners.

The determinations of supported municipal sector stakeholders will be made by USAID/Jordan and the Government of Jordan (GOJ). The initial determination will reflect a conservative number of municipal-sector stakeholders, including at least 10 Principal Partner Municipalities (PPM), not to include Greater Amman Municipality. Subsequent determinations will expand PPMs, to include additional municipalities, as needs arise and based on availability of funds. For some interventions, PPMs will partner with Associate Partner Municipalities (APM) -- e.g., neighboring or nearby municipalities -- as natural coalitions between municipalities form or as determined by USAID/Jordan and the GOJ. The Contractor will encourage cooperation between PPMs and

APMs in clusters of different municipality classes to promote partnerships, share resources and expertise, and to maximize the reach and impacts, and develop model interventions in some clusters that can be rolled out to other clusters if successful.

C.5.2 Activity Goal, Outcomes, and Intermediate Results

The goal of this Activity is to strengthen municipal-sector service delivery and promote local economic development. This Activity will contribute to USAID/Jordan’s Country Development

Cooperation Strategy (CDCS) 2020-2025 five-year goal of supporting Jordan to advance its development agenda by creating private sector-led economic opportunities for a healthy, well-educated population, improving water security, building citizen-state trust, and reducing barriers for women and youth.

Specifically, the activity will contribute to achieving USAID Jordan's CDCS Development Objective (DO3): Equitable, Democratic Governance Strengthened. The Activity falls under intermediate Result (IR) 3.1: Accountability and Effectiveness of Public Institutions increased, and specifically Sub-IR 3.1.2 Inclusive local administration strengthened. The Results Framework for DO3 is below.

https://www.usaid.gov/sites/default/files/documents/CDCS-Jordan-2020-2025.pdf https://www.usaid.gov/sites/default/files/documents/CDCS-Jordan-2020-2025.pdf

Specific cross-cutting objectives related to gender, youth, persons with disabilities (PWD), private sector engagement, and organizational culture change must be defined and integrated by the Contractor throughout the Activity. By incorporating these objectives, the Activity will support the CDCS goals, including: (1) Agency and Leadership for Women and Youth Enhanced (2) Persons with Disabilities: Engage persons with disabilities in the sector at all levels, and (3) Private

Sector Engagement Improved: Identifying new approaches and preparing strategies and plans to enhance and improve private sector participation in the sector.

Core municipal-sector services that must be targeted by the Contractor under this Activity are those services that will make visible improvements to communities and that improve quality of life, promote public health and safety, enable investment and job creation, reduce municipal costs, enhance climate resilience, generate revenues, and boost community-led decision-making. Core municipal services that will be determined by USAID and MOLA may include, but will not be limited to, solid waste collection and recycling, climate-sensitive infrastructure, road repair, service delivery one-stop-shops, public space sanitization (and related equipment and repair capability), street lighting and maintenance, animal control, establishment and management of parks and marketplaces, the issuance of building and commercial licenses, including for home-based and women-owned businesses, and ‘one-stop shop’ investment processing. The Contractor must also support automation of services at the local and national level. Local economic development support by the Contractor must focus on municipal sector-led capital development planning, domestic and other resource mobilization, private sector partnerships, and investment to facilitate improved municipal-sector service delivery, job creation, climate change resilience, and revenue generation. In addition to technical assistance, support to improve services and enhance local economic development includes renovation, rehabilitation, and construction works.

The Contractor must build on the municipal assistance programs implemented by USAID and other donors, utilizing approaches that address structural issues, systems, processes, inter -relationships, and behavior and organizational culture change. To achieve this, the Contractor must implement the interventions under the Intermediate Results below with groupings of municipalities through primary partnerships with individual PPMs that have the promise to become centers of excellence for service delivery and investment promotion for neighboring municipalities. The Contractor must implement behavior change and organizational culture change approaches under every Intermediate Result, which are deliberate and explicit, and rooted in established methodology and best practice for the Jordanian and Middle Eastern context. These must be sensitive to local norms so as to have a high likelihood of success and uptake beyond the life of this Activity. The Contractor must remain flexible and responsive to the priorities of the municipal sector and the variables in the enabling environment, including through co -creation of interventions and assessments with the GOJ to the extent possible, and must pivot to provide an appropriate mix of support based on arising needs, as agreed with USAID/Jordan and the GOJ.

The Activity’s Results Framework below outlines the Goal along with the Outcomes and Intermediate Results (IRs) that contribute to its achievement.

Goal: Municipal-sector service delivery strengthened, and local economic development improved

Outcome 1: Inclusive local administration strengthened

Outcome 2: Capital investment for municipalities increased

IR 1.1: Thought leadership for local administration reform processes delivered

IR 2.1: Economic development and investment planning improved

IR 1.2: Local administration regulatory and policy reforms advanced

IR 2.2: Municipal sector access to finance and private sector partnerships increased

IR 1.3: Human resource and operational capacity for responsive municipal service delivery strengthened

IR 2.3: Key service improvements and investment opportunities operationalized

IR 1.4: Municipal public financial management strengthened

IR 1.5: Stakeholder and community engagement increased

Outcome 1: Inclusive local administration strengthened

Under this first Outcome of the Activity, the Contractor must strengthen local administration by supporting the GOJ, municipalities, civil society, and private sector actors to advance needed institutional and governance reforms, including through ongoing policy reforms, enhancing municipal systems and human resources that are key to the delivery of the core services identified, strengthening municipal public financial management, improving the dialogue between municipalities and the communities they serve and advancing the inclusion of underrepresented and vulnerable groups. The Contractor must adopt a multi-faceted approach tailored to the needs of different institutions, mobilizing expertise and ideas and innovation to support GOJ local administration reforms, cultivating the right connections, combining appropriate technical and material support, including through assessments, short- and long-term technical assistance, diverse methods of capacity building and on-the-job training, internship programs, and other tools as needed. The Contractor must effectively act as a catalyst for ideas and action and address the needs for developing required resources and capacities in partner government institutions with a focus on enhanced talent and leadership of municipal staff. The Contractor must explore and incorporate behavior change and organizational change management into each of its interventions under this Result and consider the current trends and receptivity for change at different levels within the GOJ. The Contractor must capitalize on or build momentum for reform through its implementation of interventions under each of the IRs through an iterative process of learning and adaptation.

IR 1.1 Thought leadership for local administration reform processes delivered

The Contractor must determine, together with USAID/Jordan and the GOJ on an annual basis, reforms needed to advance local administration and municipal governance. This includes addressing related systems, policies, practices, procedures, skills, and behaviors in need of reform and the required support to achieve Outcome 1. The Contractor must utilize an approach using political economy thinking to inform its work plans and tasks and use the Organizational Performance Index/Government Performance Index tool as the basis for the assessments related to human and institutional capacity and legislative reforms, or utilize a different tool with adequate justification. Needs assessments related to service delivery must consider accessibility of services to vulnerable groups and sustainability. In all needs assessments, the Contractor must take into consideration that USAID/Jordan, its implementing partners, the GOJ, and other donors are implementing or have recently conducted a number of assessments in these fields whose findings are still valid and applicable, and that must not be repeated. In such a case, the Contractor must conduct a rapid desk review of existing assessments in order to avoid duplication and begin implementation of interventions without delay.

Activities:

● Needs Assessments: Conduct initial rapid needs assessments of processes, operations and service delivery needs in PPMs and selected APMs, as well as relevant MOLA, PPMs and selected APM units and systems to obtain a clear understanding of reforms needed, including as related to infrastructure, followed by further assessments and post evaluations to measure improvements in performance achieved through support provided on an annual basis. These assessments must include a desk review of Local Development Plans and other existing available data and be completed in time to inform each year’s annual work plan. The assessments must be gender-sensitive and take into consideration cross-cutting objectives of gender equity, youth and PWD empowerment and accessibility, and private sector engagement. This must include the identification and adoption of creative merit-based processes for representation of all https://usaidlearninglab.org/library/organizational-performance-index-measurement-tool https://usaidlearninglab.org/library/organizational-performance-index-measurement-tool these groups in Contractor-led capacity building efforts that are focused on advancing local administration and policy reform and service delivery.

● Needs Assessment Reports: Produce a report following each assessment that informs the Activity’s annual work plans and implementation actions by outlining specific needs, including with respect to infrastructure, and proposing gender-sensitive innovative interventions and corrective action plans under Outcome 1 or Outcome 2 of this Activity to respond to the needs, with justifications for the proposed approach that highlight best practices and what other previous, current and planned GOJ and donor initiatives address the issues. The reports must include specific assessments of the needs and recommendations as they relate to gender, youth and persons with disability.

● Action Plans: Develop and implement corrective action plans ensuring that recommended changes are followed up in a timely manner, checked and verified, and sustained to achieve continual improvement in systems, processes, and, ultimately, services. Improvements recommended in the action plan can be incremental or a breakthrough and would lead to increased efficiencies, decreased operational and administrative costs, and increased citizen satisfaction.

Technical Deliverables:

● A Rapid Mobilization Plan (RMP) which includes a plan for rapid stakeholder engagement during start-up.

● Rapid Needs Assessment Reports and Action Plans for relevant MOLA, CVDB, PPMs and APMs processes, systems, operations and needs

IR 1.2: Local administration regulatory and policy reforms advanced

The Contractor must support the GOJ in advancing local administration (e.g. governance decentralization) and related reforms that improve efficiencies and effectiveness of, and coordination between, ministries and sub-national entities. The support under this IR will contribute to achieving comprehensive local development by enabling the integration of national- , governorate-, and municipal-level administrations, and enabling an effective legislative and organizational oversight environment.

● Review Relevant Legislation and Present Recommendations on Improved Policy:

Develop a roadmap identifying needed legal and policy reforms and provide technical assistance to MOLA and other national-, governorate-, and municipal-level entities in their development and review of proposed new legislation, amendments, regulations, or policies and procedures. This includes mobilizing a coalition of officials, policy makers, experts, thought leaders, civil society organizations, academics and research centers to support the GOJ advance local administration and municipal governance reforms, through convening these actors at meetings and conferences, preparing and presenting findings on relevant international best practice, facilitating of public dialogue involving the Higher Council for the Affairs of Persons with Disabilities, the Jordanian National Commission for Women, civil society organizations, academic stakeholders, donors, private sector, and development partners, and ensuring the application of a gender and social inclusion lens to proposed reforms.

● Implementation and Compliance with Reforms: Provide technical assistance and material support, including conducting training and awareness raising, to national-, governorate-, and municipal-level stakeholders to implement and to comply with local administration and related legal, regulatory, and policy reforms.

● Annual assessment and recommendation reports of local administration and related legal, regulatory, and policy reforms.

IR 1.3: Human resource and operational capacity for responsive municipal service delivery strengthened

The Contractor must provide tailored support for the improvement of the fundamental systems, organizational culture and human resource capacities necessary for the delivery and quality of the core municipal services identified. This includes technical assistance and material support to national-level entities, PPMs, select APMs and municipal clusters to upgrade equipment, infrastructure, and systems including through automation, monitoring and evaluation and tracking of performance. This effort must ensure access and use of services particularly by vulnerable and marginalized populations, while taking into consideration support that has previously been provided by USAID or other donors in order to avoid duplication . In each of the interventions described below, the Contractor must support capacity building efforts through technical assistance and material support that incorporates organizational change management techniques within municipal sector entities and enhances partnerships between communities and municipalities to enable government officials and staff to better meet citizen needs in an inclusive, transparent, and accountable manner. Capacity building efforts must adopt a do-no-harm approach, provide equitable opportunities for male and female municipal staff to improve their competencies and participate in change management processes, and address social norms and perceptions that may hinder equitable and inclusive service delivery.

● Regional Service Delivery Hubs: Provide technical assistance and material resources to support national- and governorate-level entities, PPMs, select APMs and municipal clusters establish service delivery hubs that facilitate sharing of resources between clusters of municipalities to promote costs reduction and efficiencies working closely with Municipal Joint Services Councils. The Contractor should build linkages between service delivery hubs, vocational training providers and internship programs to enhance the skills of local community members and to promote job creation and investment opportunities.

● Solid Waste Collection and Recycling Process Upgrades: Provide technical and material support to national- and governorate-level entities, PPMs, select APMs and municipal clusters to improve solid waste management and recycling processes in a sustainable manner. Utilize innovative tools to promote waste minimization, optimizing resource recovery and cultivating partnerships with the private sector to support recycling.

● Technology and Communications Networks Upgrades: Provide technical assistance and material support, including through grants under contract, to upgrade…