72062122R00009 Amendment 0003.pdf

(x)

72062122R00009 x x

1 copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted ; or (c) By separate letter or electronic communication which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGEMENT TO BE

RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION OF YOUR

OFFER. If by virtue of this amendment you desire to change an offer already submitted , such change may be made by letter or electronic communication, provided each letter or electronic communication makes reference to the solicitation and this amendment, and is received prior to the opening hour and date specified.

x

720621

Washington DC 20521-2140 2140 Dar es Salaam Place USAID/Tanzania USAID/Tanzania

04/01/20220003

13. THIS ITEM ONLY APPLIES TO MODIFICATION OF CONTRACTS/ORDERS. IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.

12. ACCOUNTING AND APPROPRIATION DATA (If required) is not extended.is extended, Items 8 and 15, and returning

Offers must acknowledge receipt of this amendment prior to the hour and date specified in the solicitation or as amended , by one of the following methods: (a) By completing

The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offers

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

FACILITY CODE CODE

10B. DATED (SEE ITEM 13)

10A. MODIFICATION OF CONTRACT/ORDER NO.

9B. DATED (SEE ITEM 11)

9A. AMENDMENT OF SOLICITATION NO.

CODE

8. NAME AND ADDRESS OF CONTRACTOR (No., street, county, State and ZIP Code)

7. ADMINISTERED BY (If other than Item 6)CODE 6. ISSUED BY

PAGE OF PAGES

4. REQUISITION/PURCHASE REQ. NO.3. EFFECTIVE DATE2. AMENDMENT/MODIFICATION NO. 5. PROJECT NO. (If applicable)

1. CONTRACT ID CODE

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT

06/23/2022

CHECK ONE A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE CONTRACT

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority) appropriation data, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b).

E. IMPORTANT: Contractor is not is required to sign this document and return ________1__________ copies to the issuing office.

ORDER NO. IN ITEM 10A.

14. DESCRIPTION OF AMENDMENT/MODIFICATION (Organized by UCF section headings, including solicitation/contract subject matter where feasible.)

The Purpose of this Amendment # 0003 is to revise the RFP in Sections and provide answers to questions received from prospective offerors.

16A. NAME AND TITLE OF CONTRACTING OFFICER (Type or print)15A. NAME AND TITLE OF SIGNER (Type or print)

15C. DATE SIGNED 16B. UNITED STATES OF AMERICA 15B. CONTRACTOR/OFFEROR 16C. DATE SIGNED

(Signature of person authorized to sign) (Signature of Contracting Officer)

Sascha Kemper

STANDARD FORM 30 (REV. 11/2016)

Prescribed by GSA FAR (48 CFR) 53.243

Previous edition unusable

Except as provided herein, all terms and conditions of the document referenced in Item 9 A or 10A, as heretofore changed, remains unchanged and in full force and effect .

X

Issuance Date: June 23, 2022

Reference: Request for Proposal (RFP) No.72062122R00009

FtF Kilimo Tija Activity

Subject: Amendment 0003

Dear Prospective Offerors:

The United States Agency for International Development (USAID) in Tanzania is issuing this amendment to provide answers to questions that had been received in response to the above-referenced RFP, but we neglected to answer in amendment 0001. We are also sharing a revised RFP that makes changes required by some of the answers. Changes in the RFP are highlighted in yellow.

This RFP in no way obligates USAID to award a Contract, nor does it commit USAID to pay any cost incurred in the preparation and submission of a proposal. Award of a Contract under this RFP is subject to availability of funds and other internal USAID approvals. This RFP and any future amendments can be viewed and downloaded from www.sam.gov. USAID bears no responsibility for data errors resulting from transmission or conversion processes.

Thank you for your interest and we look forward to your participation.

Best Regards, Sascha Kemper Contracting Officer http://www.sam.gov/

LIST OF ACRONYMS

AAPD Acquisition & Assistance Policy Directive ADS Automated Directives System AIDAR USAID Acquisition Regulation AIDS Acquired Immuno Defficiency Syndrome CAS Cost Accounting Standards CAGE Commercial and Government Entity CDCS Country Development Cooperation Strategy CLA Collaborating, Learning, and Adapting CFR Code of Federal Regulations CO Contracting Officer COP Chief of Party COR Contracting Officer’s Representative CPA Certified Public Accountant CPARS Contractor Performance Assessment Reporting System CPFF Cost-Plus-Fixed-Fee CV Curriculum Vitae DBA Defense Base Act DCOP Deputy Chief of Party DCM Deputy Chief of Mission DIS Development Information System DO Development Objective DOC Development, Outreach and Communication EMMP Environmental Mitigation And Monitoring Plan ER Environmental Review ERF Environmental Review Form FACTS Foreign Assistance Coordination and Tracking System FAR Federal Acquisition Regulations GAAS Generally Accepted Auditing Standards GAO Government Accountability Office

USAID/Tanzania Kilimo Tija Solicitation No.72062122R00009

GFSS Global Food Security Strategy GOT Government of Tanzania GUC Grants Under Contract GSA General Services Administration HIV Humman Immunodeficiency Virus HQ Headquarters IEE Initial Environmental Examination IRs Intermediate Results MRR Microenterprise Results Reporting MEL Monitoring, Evaluation and Learning MELP Monitoring, Evaluation, and Learning Plan MSME Micro, Small, and Medium-sized Enterprises NICRA Negotiated Indirect Cost Rate Agreement NGO Non-governmental organization ODC Other Direct Costs

PERSUA

P

Pesticide Evaluation Report and Safer Use Action Plan

PPIRS Past. Performance Information Retrieval System RFP Request for Proposal SF Standard Form SUAP Safe Use Action Plan TAHA Tanzania Horticulture Association TBD To Be Determined TDV Tanzania’s Development Vision UEI Unique Entity Identity US United States USG United States Government USAID United States Agency for International Development ZOI Zone of Influence

USAID/Tanzania Kilimo Tija

Solicitation No.72062122R00009

SECTION B – SERVICES/PRICES

B.1 PURPOSE

The purpose of the USAID Kilimo Tija activity is to is to sustainably increase economic opportunities in horticulture market systems, especially for youth. This purpose will be achieved by: (a) strengthening horticulture market systems to increase enterprise and employment opportunities; (b) increasing access to commercially provided, climate smart, and productivity-enhancing agricultural technologies; and (c) strengthening the enabling environment for market systems, as detailed in Section C.

B.2 CONTRACT TYPE

This is a Cost-Plus-Fixed-Fee (CPFF) completion type contract. For the consideration set forth below, the contractor must perform the tasks required in Section C (Statement of Work) and provide all deliverables and/or outputs as described in Section F

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

a. The estimated cost for the performance of the work required hereunder, exclusive of fixed fee, if any, is to be determined [$TBD]. The fixed fee, if any, is [$TBD]. The estimated cost-plus-fixed-fee, if any, is [$TBD].

b. Within the estimated cost-plus fixed fee (if any) specified in paragraph B.3(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 in accordance with the Limitation of Funds Clause, FAR 52.232- 22.

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

B.4 COST PLUS FIXED FEE BUDGET

The following budget table captures the final budget for the performance of the work required to achieve the SOW:

Contract Line Item Cost Element Amount 0001 Estimated Cost Plus Fixed Fee $ 0002 Grants Under Contract* $8,000,000

Total Estimated Cost-Plus Fixed Fee $ *The amount of $8,000,000 is a lump sum exclusively reserved for GUCs. This amount does not include any relevant management or administrative expenses incurred by the contractor.

The contractor will not be paid any sum in excess of the Total Estimated Cost-Plus Fixed Fee.

B.5 REIMBURSEMENT OF COSTS

The U.S. dollar costs reimbursable must be limited to those costs determined to be necessary, allocable, allowable and reasonable. Payment must be made in accordance with FAR 52.216-7, Allowable Cost and Payment, FAR 52.216-8, Fixed Fee, if applicable, and AIDAR 752.7003, Documentation for Payment.

B.6 PAYMENT OF FIXED FEE

Fixed fee will be paid in accordance with FAR 52.216-8, Fixed Fee.

A percentage of the Contractor’s total fee (70%) is subject to the achievement of deliverables specified in Section F.7. Failure to complete the deliverables in Section F.6 by the end of the contract period results in the Contractor forfeiting the corresponding portion of fixed fee for that deliverable. Upon successful achievement of a deliverable, the Contractor must provide evidence of its achievement to the Contracting Officer’s Representative (COR) and the Contracting Officer (CO) and must submit an invoice for its associated fee.

The remaining percentage of the Contractor’s total fee (30%) shall be allocated based upon the percentage of allowable costs being reimbursed to the Contractor in the period covered by each invoice.

B.7 INDIRECT COSTS

For the Prime Contractor:

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

Description Rate Base Type Period

TBD TBD 1/ 1/ 1/

TBD TBD 2/ 2/ 2/

1/ Base of Application:

Type of Rate:

Period:

2/ Base of Application:

For Each of the Major Subcontractor(s)*

Description Rate Base Type Period

TBD TBD 1/ 1/ 1/

TBD TBD 2/ 2/ 2/

1/ Base of Application:

Period:

2/ Base of Application:

*Major Subcontractors are those subcontractors whose proposed cost exceeds 20% of the total estimated contract cost.

The Contractor is allowed to recover applicable indirect costs (i.e., overhead, G&A, etc.) on other direct costs (ODCs), if it is part of the Contractor’s usual accounting procedures, consistent with FAR Part 31, and the Negotiated Indirect Cost Rate Agreement (NICRA).

[END OF SECTION B]

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

C.1 INTRODUCTION

The Feed the Future Tanzania Kilimo Tija activity is part of the U.S. government's (USG) Global Food Security Strategy (GFSS), which promotes global food security, resilience, and nutrition. The purpose of this horticulture activity is to sustainably increase economic opportunities in horticulture market systems, especially for youth. This purpose will be achieved by: (a) strengthening horticulture market systems to increase enterprise and employment opportunities; (b) increasing access to commercially provided, climate smart, and productivity-enhancing agricultural technologies; and (c) strengthening the enabling environment for market systems.

C.2 BACKGROUND

USAID/Tanzania has invested for years in the horticulture sector. Most recently, substantial progress has been made in upgrading farmer productivity and fostering linkages both between farmers and agrodealers and among agrodealers. Government of Tanzania (GOT) extension officers promote climate smart and other improved varieties and other technologies. Collectively, this work has set the stage for intensified commercialization of the sector and addressing the market fragmentation of the horticultural value chain. Strengthened relationships are key to incentivizing investments in improved productivity, aggregation, grading and standards, and innovations in improving the overall competitiveness of the horticulture sector.

C.2.1 Tanzania Country Context

Tanzania has experienced steady economic growth since transitioning to a market-oriented economy.

Over the last five years, Tanzania’s annual gross domestic product has stayed consistently above the Sub-Saharan Africa average, and continued growth is forecast for the next five years. Tanzania’s Development Vision 2025 (TDV 2025), adopted in 2000, provides the long-term vision for the country’s economic and social development. The TDV 2025 outlines three principal objectives:

1. Achieving high quality livelihoods for all Tanzanians.

2. Strengthening good governance and the rule of law.

3. Building a strong and competitive economy.

The horticultural sector offers key advantages for contributing to diversified economic opportunities for youth along the value chain. The horticulture market system—encompassing input and output market businesses as well as cross-cutting services that sell to these businesses—can contribute to broad-based, inclusive economic growth inclusive of youth and women that reduces poverty.

According to the Tanzania Horticulture Association (TAHA), horticulture is the fastest growing industry within the agricultural sector in Tanzania, recording an annual average growth rate of 11% over the past five years. An estimated 90% of Tanzania’s horticultural production is consumed domestically, while the industry largely depends on smallholder farmers for production even for exports. To illustrate, 70% of the exports of fruits and vegetables rely on farmers with a landholding capacity of less than two hectares. In other words, the commercialization and increased competitiveness of horticulture has the potential to benefit large numbers of the marginalized and rural poor through returns to horticulture commercialization and value addition activities. Given the high proportion of horticultural products consumed domestically, the majority benefit as producers and consumers.

C.2.2 Relationship to USG Strategies

USAID/Tanzania’s Country Development Cooperation Strategy (CDCS; 2020-2025) calls for deepening and broadening the impacts of investments and economic growth on poverty reduction. The CDCS Development Objective (DO) 2 hypothesis states: If Tanzanians aged 15 to 35 have access to and use quality health and education services, they acquire high-demand skills and establish sources of income and can actively participate and lead efforts in civic life, then they will be empowered, productive, and engaged citizens. DO2 builds on and utilizes the strengths of young Tanzanians, providing them with the health and education services, economic opportunities, and leadership skills they need to further the country’s journey to self-resilience.

The Kilimo Tija activity will primarily belong to IR 2.2, but will also contribute to IR1.2 and 2.1 by increasing the availability and consumption of nutritious foods. To contribute to DO3, the activity will build the capacity of local and national governments to make informed decisions that lead to policies and regulations that promote private sector growth.

USAID’s youth-focused programming will address the challenges and barriers that young Tanzanians encounter when seeking employment or entrepreneurial opportunities. In addition to skills gaps, these barriers include imperfect information within the labor market, a lack of entry-level jobs, low social capital including lack of mentorship, lack of access to financing, and negative perceptions about hiring youth. USAID will seek private-sector partnerships to encourage opportunities for young people to gain experience in the workforce—one of the first hurdles faced by youth when seeking employment.

USAID will continue to invest in mid-level producers to diversify their commodities for domestic and export outlets. USAID will also continue to invest in small, medium, and large businesses to create economic opportunities for youth.

C.3 SCOPE OF WORK

C.3.1 Purpose and Theory of Change

Expanding economic opportunities, especially for youth, in horticulture is predicated on a competitive market system. Economic opportunities for youth will increase as the market grows and becomes more competitive. Competitiveness is achieved not only through increases in agricultural productivity and access to improved technologies, but also through improved linkages to inputs and buyers.

Competitiveness is also achieved through a transformation of the organization of the market system and the relationships among system actors.

Where lead firms are willing to invest in suppliers (farmers) to get the quality and volume needed to meet the demand of end-market buyers, those with the least resources, i.e., farmers, gain access to the financing and knowledge they need to benefit from improvements in competitiveness. Moreover, the limited cooperation among supply chain actors translates into the reduced capability to control for quality, transmit market information, and innovate in ways that could add value and increase profits and, in other words, upgrade the market system.

A competitive market also is inclusive, rewarding actors based on merit and willingness to innovate rather than on patronage and political advantages. Using market facilitation, a market systems approach intervenes at critical points in a system that can leverage broad spillover effects or catalyze and scale innovations. Market systems change aims to empower the private sector and other local system actors to innovate and invest as well as to value ‘doing business’ based on the performance of suppliers rather than based on their social, political, or economic loyalty group. As such, inclusion—including youth— contributes to profitability and competitiveness.

Purpose: Increase economic opportunities in horticulture market systems, especially for youth.

Intermediate Result 1: Strengthen the organization of horticulture market systems to increase enterprise and employment opportunities Intermediate Result 2: Increase access to commercially provided and productivity-enhancing agricultural technologies Intermediate Result 3: Strengthen the enabling environment for market systems development

Theory of Change: IF the horticulture market system is transformed to entail empowerment of women and youth as producers/market actors; more efficient transactions from aggregation; enhanced cooperation and trust between buyers and suppliers; and increased incentives for investment in quality, productivity, and service provision, THEN Tanzanian horticulture will be commercialized, competitive, and inclusive.

C.3.2 Geographic coverage

The Zone of Influence (ZOI) will include the regions of Morogoro, Iringa, Mbeya, Njombe, and Zanzibar. It will also include key market sheds outside of this ZOI, such as Dar es Salaam, Songwe, and Arusha, all of which have potentially important transport and marketing facilities. Target beneficiaries will include both direct beneficiaries that receive USG assistance, indirect beneficiaries who copy those assisted directly, and businesses which capitalize on opportunities developed by USG investments. Interventions will prioritize inclusion and expanded opportunities for youth involvement.

Participants could include private sector actors such as producers, input suppliers, service providers, processors, traders/resellers, buyers, and financial institutions; public sector actors such as the GOT national and local governments, including GOT extensions workers; and civil society, including TAHA as well as other producer and buyer associations.

C.3.3 Sub-Objectives and Expected Results

The results areas in this activity are integrated. It is expected that there will be interrelated activities and that results in each area will contribute to results in other areas.

Intermediate Result 1: Strengthen the horticulture market system to increase enterprise and employment opportunities

This sub-purpose will use a market systems approach to increase enterprise and employment opportunities, especially for youth, in the horticulture market system. Expanding opportunities will require a transformation in the organization of the horticulture market system that increases the efficiency and transparency of transactions between actors. It must also address behavior changes that contribute to improved quality, use of grades and standards, post-harvest handling, aggregation, and coordination and collaboration among linked actors. The improved cooperation—especially with farmers, agrodealers, and other entrepreneurs—will accrue from greater transparency, perceptions of fairness, and trust, which in turn enable greater sharing of information, innovation, and a willingness to cooperate to add value. The Contractor shall create opportunities for young women and men by addressing behaviors in the market system that exclude individuals based on cultural, political, or social biases. Changing behaviors to reward economic actors based on their performance is key to making meaningful inroads towards inclusion.

The market systems approach implemented by the Contractor shall include private sector strengthening along the entire value chain as well as social and behavior change communication to influence attitudes and perceptions and promote social inclusion of young women and men, and greater dietary diversity.

The Contractor shall facilitate change in the broader institutional environment to improve access to information, financial services, insurance, and business services. This will be needed to achieve the objective of improved market system commercialization and competitiveness.

Expected Outcomes

● Strengthened organization of the horticulture market system that enables farmers and entrepreneurs to move into higher-value activities, i.e., to upgrade. Upgrading activities could include expanded use of business development services, grades and standards and improved business skills, post-harvest handling, aggregation, and value addition.

● Strengthened trust and transparency among market actors, including youth, that contributes to the ability of the market system to upgrade.

● Improved business skills and strategies of businesses, throughout selected horticultural market systems that will enable them to upgrade.

● Reduced financial constraints of farmers and entrepreneurs throughout selected horticultural market systems, including the leveraging of value chain finance.

● Increased participation of young women and men by overcoming forms of collusion, extractive business practices, and systemic biases.

Intermediate Result 2: Increase access to commercially provided and productivity-enhancing agricultural technologies

The Feed the Future Tanzania Kilimo Tija activity will build on years of work in disseminating productivity-enhancing, nutrition-sensitive technologies, and good agricultural practices. The Contractor will increase the access of youth to productivity-enhancing agricultural technologies and to expanding the consumption of nutritious food to address the underlying causes of malnutrition. In addition to increased yields, consumption, and sales of high-quality fruits and vegetables (nutritious food), the Contractor will promote messaging that encourages income use for better diets, health, and hygiene. The Contractor will encourage adoption of improved technologies that save time and energy, especially for young women. The Contractor will also generate demand for diverse, nutritious foods by increasing consumer knowledge of nutrition.

The Contractor will advance past work by facilitating greater collaboration and cooperation between private-sector seed companies, agrodealers, local government extension officers, and horticulture producers, with a particular focus on youth. Investments could include improved seed varieties, climate-smart agriculture, sustainable soil and water management approaches, greenhouses, drip irrigation equipment and multiple-use water systems, and social behavior change interventions. The Contractor must also increase smallholder incentives for improved productivity and quality upgrading, by building on past efforts to combine technical solutions with market opportunities and identify ways to enhance trust and transparency between young producers, seed companies and agrodealers. These types of interventions can drive repeat sales, develop loyal customers, and create trust between market actors. They can also increase productivity, improve quality, increase dietary diversity, and enhance the capacity of the horticulture food systems to adapt to climate change.

Expected Outcomes

● Scaled adoption of profitable, nutrition-sensitive technologies for horticulture.

● Expanded adoption and copying of improved technologies and practices.

● Increased trust between buyers, agrodealers, and seed companies leading to more in-kind credit, repeat sales, and customer loyalty.

● Crowding-in of seed companies and agrodealers into the market system serving smallholder horticulture producers.

● Increased sales of improved seed and fertilizer increased yields, sales, and consumption of high-quality horticulture crops.

Intermediate Result 3: Strengthen the enabling environment for market systems development

Improving the enabling environment in the horticulture market system, which will benefit all market actors including youth, will require addressing four sets of constraints: (1) regulation of output markets and trade policy, (2) regulation of input markets, (3) sanitary and phytosanitary control, and (4) the finance system to enable youth to take advantage of economic opportunities.

At the local level, the Contractor shall support, coordinate, and establish partnerships with local governments, private sector companies, farmer organizations, and TAHA to improve the enabling environment and address policy bottlenecks to market systems development, e.g., tax levies, grades and standards, and the high cost of transporting produce.

Expected Outcomes:

● Increased number of partnerships between local government, producers, and TAHA dealing with policy and enabling environment issues.

● Improved environment for private sector investment in the horticulture sector.

● Increased private sector investment in the horticulture market system.

● Increased volumes and sales of high-quality horticulture products in domestic, regional and/or international markets.

C.3.4 Gender Empowerment

Gender parity has increased across sectors, from income-earning opportunities, access to key resources and, to some extent, decision-making power. Still, efforts to fully understand and address gender issues remain insufficient across sectors. Efforts to improve data and learning are essential to create the public demand and support for more inclusive leadership of political, business, and civil society entities.

Increased gender parity is essential to generate market-driven practices that mobilize the full potential of the economically under-engaged. Engaging with and empowering disadvantaged populations will serve as a guiding principle for USAID’s activities. This principle will help reduce the economic gender gap as more women acquire the skills, they need to start a business or enter the workforce, particularly for agriculture which engages almost 80 percent of Tanzanian women. Efforts to expand formal economic opportunities will need to be cognizant of and seek to mitigate imbalances among men and women. For example, to increase income and formalize women-owned businesses, enabling them to access affordable training, business development services, and finance.

Gender empowerment is a fundamental dimension of this new activity, particularly regarding the inclusion of women in decision making and allocation of agricultural resources and economic gains.

Beyond considering women as beneficiaries in various horticulture value chains, it is important to proactively engage women as leaders and decision makers in the sector by:

● Advocating for policy change that breaks structural barriers preventing women from benefiting fully from the horticulture sector.

● Seeking to build skills around positive communication and shared decision-making among genders, and within couples and families, for all interventions.

● Seeking to transform harmful gender relations and norms, through constructive engagement between men, women, and youth.

● Increasing support for women’s participation in the horticulture sector and reducing women’s workload to balance with family care responsibilities.

C.4 GRANTS UNDER CONTRACT

Horticultural market systems have experienced substantial transformation in recent years.

Nonetheless, they continue to be constrained by an array of issues. The Contractor will establish a grant mechanism to assist producers and entrepreneurs in market system development, to ease system bottlenecks as well as, to improve system-wide learning, innovation, and investment - especially grants which facilitate the inclusion of young women and men. Such grants shall not unduly distort markets and/or create dependencies. Grants shall be flexible and responsive to address anticipated and unanticipated bottlenecks and opportunities for young men and women.

The grant mechanism(s) will be important to the learning process related to the development of market systems innovations. For groups who are often excluded from market opportunities, including youth and women, and who lack the resources to enter market-based activities, grants can be used to buy down the risks of acquiring the assets and skills to participate in markets and develop new ag-related businesses. A portion of the grants may be used to implement unexpected activities that were not defined in the annual work plans during a five-year period. This would be in response to urgent requests from the GOT and its institutions, local private sector, and development partners and/or civil society in direct support of the in-scope interventions and the achievement of the contract objectives.

While ensuring the effective use of grants will be key, grant management is equally important.

Stakeholders must trust in the transparency of the grant-making process and USAID must trust in the effectiveness of the grantees’ financial management systems.

C.5 COORDINATION

Partnerships and synergies with other relevant USAID and donor activities in the target districts will be critical. The Contractor must coordinate activities with other implementing partners and development partners working in the target geographies across various sectors. The Contractor must participate in coordination platforms, participate in joint work planning exercises, joint quarterly reviews, joint field visits, and share monitoring data with other relevant partners. The contractor must coordinate with other USAID funded activities in the ten (10) districts to identify possible areas of collaboration in the areas of nutrition, family planning, HIV/AIDS, education, horticulture, and efforts towards eliminating tropical neglected diseases, as appropriate. The contractor must include the identified areas of collaboration in the annual work plan. Many development partners, including the

World Bank, UNICEF, and DFID, intend to support RUWASA over the next few years. The Contractor, in consultation with the COR, must coordinate their support to complement that being implemented by other USAID activities and other development partners and fill critical gaps.

C.6 COLLABORATING, LEARNING, AND ADAPTING (CLA)

The Contractor must undertake iterative learning and adaptation, including the use of real-time information and analysis to continuously assess progress and adjust interventions or approaches as necessary. Given the breadth of the needs to be addressed under this activity and the new approaches being tested, the contractor must regularly assess which approaches are effective in a given region or district. Through networking and collaboration, the Contractor must work to build sustained knowledge capture and sharing, across sites, partners, GOT, other donor-funded activities, and with USAID staff.

USAID will work in collaboration with the Contractor to review the available evidence, assess selected approaches to achieve the activity and project purpose, analyze assumptions, and adjust planning and implementation of the activity. USAID and the Contractor will function as an integrated, operational team with shared program vision and equal commitment to the success of the program. The CLA strategy is envisioned to help facilitate this collaborative process between USAID and the implementing partner and relevant stakeholders.

As part of adapting to changing context, the Contractor may be directed by the CO to respond quickly to within-scope tasks, following shocks or stresses that affect the horticultural sector. The contractor will be expected to adjust its work plan (both tasks and allocation of funding) to accommodate these changes on short notice from the CO (e.g., within 10 days) in response to urgent needs that arise in the sector. Changes will be in technical areas covered by the contract and that contribute to the higher-level objective.

C.7 ENVIRONMENTAL COMPLIANCE

The FTF Tanzania Kilimo Tija Activity as a Horticulture Activity is covered by the Agriculture Sector Programming Initial Environmental Examination (IEE), which was approved on August 23, 2021, and expires on December 31, 2026 (https://ecd.usaid.gov/document.php?doc_id=53473). This IEE covers all the agricultural activities including horticulture related activities that are expected to be implemented under the agriculture sector. The Kilimo Tija Activity has planned to implement several interventions to meet the planned intermediate results (IRs) and sub-intermediate results (sub-IRs).

Some of the interventions to be implemented include:

● Upgrading activities which can include expanded use of business development services, grades and standards and improved business skills, post-harvest handling, aggregation, and value addition.

● Expanding adoption and copying of improved horticultural technologies and practices.

● Improving the enabling environment for private sector investment in the horticulture sector.

● Increasing private sector investment in the horticulture market system.

Such activities or interventions have direct or predictable indirect impacts on natural resources or environmental health and safety, and therefore are eligible for negative determination. With this case, a negative determination with condition is recommended for several interventions/ activities under the USAID Kilimo Tija activity which requires consideration of the specific mitigation measures referenced in section 5.3 of the IEE.

https://ecd.usaid.gov/document.php?doc_id=53473

However, if the Contractor proposes any new activities outside the scope of the approved Regulation 216 environmental documentation, an amendment to the documentation must be prepared for USAID review and approval. Any activities that will be determined to be outside the scope of the approved Regulation 216 environmental documentation shall be halted until an amendment to the documentation is submitted and written approval is received from USAID.

Climate Risk Management The climate change risk analysis for this award also relies on the existing Agriculture Sector Programming approved IEE. This IEE indicates that Tanzania is projected to experience numerous changes in climate by mid-century. Therefore, Tanzania’s agricultural infrastructure and services are highly vulnerable to climate change impacts, including:

● Increases in temperatures, aridity, evapotranspiration, and more frequent and severe droughts could decrease agricultural productivity and crop yields.

● Increases in severity of flooding and heavy rainfall events could damage crops or disrupt agricultural production practices.

● Increases in frequency and severity of floods, increase in erosion and sedimentation, and changes to runoff and groundwater recharge may alter existing water supplies, reducing potential water resources for irrigation.

This horticulture award is expected to significantly contribute to, or be impacted by, changing climatic conditions considered at a moderate risk. The Contractor is required to implement proposed measures as stipulated in the IEE (climate risk management summary table) to ensure that the USAID Kilimo Tija Activity successfully achieves its expected results.

[END OF SECTION C]

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

a) It is USAID policy that USAID-financed commodities and shipping containers, project construction sites and other project locations be suitably marked with the USAID emblem.

Shipping containers are also to be marked with the last five digits of the USAID financing document number. As a general rule, marking is not required for raw materials shipped in bulk (such as coal, grain, etc.), or for semi-finished products which are not packaged.

b) Specific guidance on marking requirements must be obtained prior to the procurement of commodities to be shipped, and as early as possible for project construction sites and other project locations. This guidance will be provided through the Contracting Officer’s Representative (COR) indicated on this contract, or by the Mission Director in the Cooperating Country to which commodities are being shipped, or in which the project site is located.

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

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

D.2 BRANDING POLICY

USAID requires exclusive branding and marking in USAID direct acquisitions. “Exclusive Branding” means that the program is positioned as USAID’s, as showcased by the project name (e.g. “USAID Kilimo Tija Activity”). “Exclusive Marking” means Contractors may only mark USAID-funded programs, projects, activities, public communications, commodities with USAID Standard Graphic Identity and, where applicable, the host-country government or ministry symbol or another U.S.

Government logo.

D.3 BRANDING STRATEGY

Objective: To scale the horticulture market system models while increasing the competitiveness and inclusiveness of youths and women beneficiaries in horticulture value chains and strengthen the overall capacity of the industry.

Activity Name: Feed the Future Tanzania Kilimo Tija. The name of the activity must be Feed the Future Tanzania Kilimo Tija in every public event or document and in discussions with the Cooperating Country Government and other counterparts, the Contractor must identify the activity as USAID/Tanzania Horticulture Market System Activity on each reference. The USAID/Tanzania Horticulture Market System Activity name applies to all activities, including training programs, conferences, and other events, technical assistance, sub-contracts, various publications including training materials, guides, and public communications funded by USAID/Tanzania Horticulture Market System Activity.

Branding: The branding must incorporate the message that the assistance is “From the American People” and sponsored by USAID. Products created for Feed the Future Tanzania Kilimo Tija, to include workshops, web-based tools and web sites, GIS maps, reports (progress, evaluations, DQAs) must be fully branded and carry the USAID Tagline “From the American People,” which may be translated into Kiswahili when used in conjunction with materials written in Kiswahili. The USAID Identity must be used on all web sites, reports, and printed materials created for the Activity, and posted at all Contract workshops.

Positioning: Publicity materials and communications must clearly reflect that this activity is provided by the American People through USAID.

Visibility: The USAID Identity must be prominently displayed in commodities or equipment, printed, audio, visual or electronic public communications, studies, reports, publications, web sites, and all promotional and informational products, and events.

Level of Visibility: The contractor must ensure a high level of USAID visibility in most of its activities, at both the national and sub-national levels. In the case of highly sensitive political issues, a lower profile may be required. Contractor must determine this in consultation with USAID.

Co-Branding with the host country government will only be considered on a case by case basis and by the Contracting Officer Representative (COR) and Contracting Officer (CO); it will be cleared through the Mission Development and Outreach Communications Officer.

Any other organizations to be acknowledged: Other organizations deemed as partners under the activity may be acknowledged publicly in connection with the USAID/Tanzania Horticulture Market System Activity.

Additional Organizations to be acknowledged: Documents including reports and presentation, or any other materials prepared during the activity will not use the Contractor’s logo. Other organizations deemed as partners under the contract may be acknowledged publicly in connection with an event or deliverable.

Exceptions: Situational Branding USAID/Tanzania recognizes that full branding may not be appropriate for all materials/products/events, in all locations, at all times. The Branding and Marking plan submitted with the Offeror’s proposal will be negotiated with USAID/Tanzania to provide changes with predetermined standard deviations from full branding to allow for marking adjustments without Mission Director’s approval of case specific situations.

Other approval Procedures: In carrying out the approved Branding Implementation and Marking Plans, the Contractor will seek timely approval from the COR for all public and media documents, speeches, and event preparation forms as per USAID/Tanzania’s outreach and communication procedures. Note that COR approval is subject to USAID designated Documentation Outreach and Communication Officer (DOC) prior concurrence which must be received before using any printed materials which incorporate the USAID identity, thus Contractor must build in time for these procedures. Furthermore, it should be noted that in general, all releases/alerts are issued by the U.S.

Embassy on behalf of USAID and all such news releases/media alerts must be coordinated with the COR and DOC for approval.

ANTICIPATED ELEMENTS OF MARKING PLAN

Deliverables to be marked include products, equipment and inputs delivered; places where activities are carried out; external public communications, studies, reports, publications and informative and promotional products; and workshops, conferences, fairs and any such events. Studies, reports, publications, and all informational and promotional products not authored, reviewed, or edited by USAID must contain a provision substantially as follows, “This study/report/Web site (specify) is made possible by the support of the American People through the United States Agency for International Development (USAID.) The contents of this (specify) are the sole responsibility of (name of organization) and do not necessarily reflect the views of USAID or the United States Government”.

Grants Under Contract: This contract includes grants under contract (GUCs). GUCs follow the same rules for branding and marking rules as assistance awards. This means that while a contractor may not use its logo or identity on project deliverables, the non-governmental organization (NGO), local government entity, or other local partner that is a recipient of a GUC may use its logo or other identity to “co-brand” and “co-mark.” The contractor is responsible for including requirements for branding and marking for these grants in its Branding Implementation Plan and Marking Plan, as part of its overall responsibility for managing grants under its contract

APPROVAL OF CONTRACTOR BRANDING IMPLEMENTATION AND MARKING PLAN

The Contractor’s Branding Implementation and Marking Plan (Attachment TBD) is hereby approved by the Contracting Officer for the life of the Contract, unless otherwise modified later. The Contractor will follow the plan during implementation of this Contract and will request and obtain waivers from the Contracting Officer when required.

[END OF SECTION D]

SECTION E – INSPECTION AND ACCEPTANCE

E.1 FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

This Contract incorporates one or more clauses by reference, with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make their full text available. Also, the full text of a clause may be accessed electronically at this address: http://www.acquisition.gov/far/

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

NUMBER TITLE DATE

52.246-5 Inspection of Services – Cost Reimbursement APR 1984

E.2 INSPECTION AND ACCEPTANCE

USAID inspection and acceptance of services, reports and other required deliverables or outputs shall take place at USAID/Tanzania or at any other location where the services are performed and reports and deliverables or outputs are produced or submitted. The Contracting Officer’s Representative (COR) has been delegated authority to inspect and accept all services, reports, and required deliverables or outputs.

Evaluation of the Contractor’s overall performance will be conducted jointly by the Contracting Officer’s Representative (COR) and the Contracting Officer (CO) and shall form the basis of the Contractor’s permanent performance record with regard to the contract. The Contractor’s performance will be documented annually in the Contractor Performance Assessment Reporting System and the Contractor will have the opportunity to review and respond to the documented feedback.

[END OF SECTION E]

http://www.acquisition.gov/far/

SECTION F – DELIVERIES OR PERFORMANCE

F.1 FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

This contract incorporates one or more clauses by reference, with the same force and effect as if they were given in full text. Upon request, the Contracting Officer will make their full text available. Also, the full text of a clause may be accessed electronically at this address: http://www.acquisition.gov/far/

FEDERAL ACQUISITION REGULATION (48 CFR Chapter 1)

NUMBER TITLE DATE

52.242-15 Stop Work Order AUG 1989

Alternate I APR 1984

F.2 PERIOD OF PERFORMANCE

The period of performance for this Contract is five years from the date of the Contracting Officer’s signature on the cover page.

F.3. PLACE OF PERFORMANCE

The place of performance for this award is the United Republic of Tanzania.

F.4 KEY PERSONNEL

The Contractor must furnish five full-time positions deemed key personnel for the performance of this contract. The following key personnel are required for the performance of this contract.

1. Chief of Party

2. Deputy Chief of Party

3. Partnerships Trade and Market Systems Manager

4. Organizational/Business Development Manager

5. Grants Manager

Either the COP or DCOP must be Tanzanian.

Key Personnel must meet the following requirements:

Chief of Party

● Master’s degree in agriculture/horticulture/agribusiness, program/project management, or a related field from an accredited university. A focus on inclusive development, particularly youth and gender focused, is preferred.

● Demonstrated expertise of at least five years as chief-of-party (COP) or experience in managing large (at least $10 million), complex horticultural and/or agricultural development programs with a private sector/market systems/value chain development focus, preferably within an African context. The COP must also demonstrate experience in strategic planning, budgeting, adaptive management, and supervision.

http://www.acquisition.gov/far/

● At least ten (10) years of demonstrated experience in a management position in a development program context, with demonstrated experience in strategic planning, budgeting, adaptive management, and supervision.

● Fluency in English. Basic proficiency in Kiswahili is desirable, but not required.

Deputy Chief of Party

● Master’s degree in an agriculture-related discipline, preferably horticulture, marketing, and or business development from an accredited university.

● A minimum of five years senior-level leadership experience, preferably in value chain development programs such as horticulture that demonstrate significant experience working with the private sector focusing on market systems development, and gender and youth inclusion approaches is required.

● The candidate must be fluent in written and spoken English. Basic proficiency in Kiswahili is desirable, but not required.

Partnerships Trade and Market Systems Manager

● University degree in agribusiness, agriculture or other field related to horticulture market systems development.

● At least ten (10) years of experience in horticulture value chain and market systems projects of a similar scale and complexity in developing country contexts. Strong preference is given to candidates with proven private sector credentials, experience in Tanzanian context, and excellent organizational and management skills.

● Fluency in English.

Organizational/Business Development Manager

● University degree in rural development, marketing, business administration and management, organizational capacity building, or a related field.

● Candidates must have a minimum of 8 years of proven experience in the management of multidisciplinary teams and in-depth knowledge of the horticulture value chain and its challenges in Tanzania.

● Strong preference is given to candidates with inclusive development credentials and organizational capacity building history.

● Fluency in English.

Grants Manager:

● Bachelor’s degree in finance, accounting, or business administration.

● At least seven years of financial and grants management…