95332418Q0101A0001_Tunisia_Agricultural_Study-Amendment0001.pdf

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 items 8 and 15, and returning or (c) By separate letter or electronic communication which includes a reference to the solicitation and amendment numbers. FAILURE OF YOUR ACKNOWLEDGMENT 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.

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

AMENDMENT OF SOLICITATION/MODIFICATION OF CONTRACT 1. CONTRACT ID CODE

2. AMENDMENT/MODIFICATION NUMBER 3. EFFECTIVE DATE 4. REQUISITION/PURCHASE REQUISITION NUMBER 5. PROJECT NUMBER (If applicable)

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

STANDARD FORM 30 (REV. 11/2016)

Prescribed by GSA FAR (48 CFR) 53.243

FACILITY CODE

9A. AMENDMENT OF SOLICITATION NUMBER

9B. DATED (SEE ITEM 11)

10A. MODIFICATION OF CONTRACT/ORDER NUMBER

10B. DATED (SEE ITEM 13)

11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF SOLICITATIONS

The above numbered solicitation is amended as set forth in Item 14. The hour and date specified for receipt of Offers is extended. is not extended.

12. ACCOUNTING AND APPROPRIATION DATA (If required) copies of the amendment; (b) By acknowledging receipt of this amendment on each copy of the offer submitted;

13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF CONTRACTS/ORDERS.

IT MODIFIES THE CONTRACT/ORDER NUMBER AS DESCRIBED IN ITEM 14.

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

NUMBER IN ITEM 10A.

B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying office, appropriation data, etc.) SET FORTH IN ITEM 14, PURSUANT TO THE AUTHORITY OF FAR 43.103(b).

C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT TO AUTHORITY OF:

D. OTHER (Specify type of modification and authority)

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

15C. DATE SIGNED

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

16C. DATE SIGNED

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

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

PAGE OF PAGES

6. ISSUED BY CODE

8. NAME AND ADDRESS OF CONTRACTOR (Number, street, county, State and ZIP Code) (X)

CODE

15B. CONTRACTOR/OFFEROR

(Signature of person authorized to sign)

16B. UNITED STATES OF AMERICA

(Signature of Contracting Officer)

Previous edition unusable

Tunisia Agricultural Study RFQ 95332418Q0101 – Amendment 0001

Questions and Answers

1. Question: Section L.9.4 Key Personnel and Sectional L.9.7 Minimum Qualifications of Key and Non-key personnel. These two sections appear to contradict each other. Section L.9.4 notes six key personnel positions but section L.9.7 notes five key positions (with the expert on business administration procedures missing. Can MCC please clarify? Is it acceptable to combine key personnel positions based on the skill sets of the proposed team?

Answer: Per Amendment 0001, there will only be five Key Personnel positions. Yes, if qualified, one person may fulfill more than one position.

2. Question: Section H.8 Minimum Personnel Skills Qualifications. Would MCC consider proposed team members with English and French language fluency as a requirement and Arabic as a preferred requirement?

Answer: To clarify, the proposed team members must speak English and French. However, per Amendment 0001, all experts delivering surveys must be able to speak Tunisian Arabic.

3. Question: Section L.4.3, page 82, Will the SAM.gov registration requirement apply to both the prime and proposed subcontractors, or only the prime?

Answer: The SAM registration requirement will apply to the prime contractor.

http://sam.gov/

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

1. REQUISITION NUMBER PAGE 1 OF

2. CONTRACT NO. 3. AWARD/EFFECTIVE

DATE

4. ORDER NUMBER 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE

DATE

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME b. TELEPHONE NUMBER (No collect calls)

8. OFFER DUE DATE/

LOCAL TIME

9. ISSUED BY

13b. RATING

14. METHOD OF SOLICITATION

CODE

15. DELIVER TO 16. ADMINISTERED BY CODE

18a. PAYMENT WILL BE MADE BY CODE17a. CONTRACTOR/

OFFEROR

CODE

FACILITY

CODE

CODE

TELEPHONE NO.

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN

OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK

BELOW IS CHECKED

RFQ IFB RFP

SEE ADDENDUM

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

29. AWARD OF CONTRACT: REF. OFFER

DATED . . YOUR OFFER ON SOLICITATION

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR

30b. NAME AND TITLE OF SIGNER (Type or print) 30c. DATE SIGNED

31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

31b. NAME OF CONTRACTING OFFICER (Type or print) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

STANDARD FORM 1449 (REV. 2/2012)

Prescribed by GSA - FAR (48 CFR) 53.212

10. THIS ACQUISITION IS UNRESTRICTED OR

NAICS:

SIZE STANDARD:

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

SET ASIDE: % FOR:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

ARE ARE NOT ATTACHED

ARE ARE NOT ATTACHED

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

8 (A)

EDWOSB

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SMALL BUSINESS

jonesbm Highlight

Contract Terms and Conditions

Table of Contents

Contract Terms and Conditions B.3. Funding Type B.4. Labor Rates & Other Direct Costs (ODCs)

SECTION C – DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

II. BACKGROUND

III. SCOPE

IV. APPROACH TO CONDUCTING THE STUDY

B. Methodology C. Optional Second Phase Analysis

V. TIMEFRAME FOR THE STUDY

B. AgCLIR TASKS (and Estimated Timeframes)

viii. Respond to comments or questions from MCC and the GoT Core Team (7 to 10 days)

SECTION D - PACKAGING AND MARKING

SECTION E - INSPECTION AND ACCEPTANCE

SECTION F - DELIVERIES OR PERFORMANCE

F.2. PLACE OF PERFORMANCE

F.3. DELIVERABLES

Draft and Final AgCLIR Report Requirements:

F.4. DELIVERABLE FORMATS

F.5. ACCEPTANCE CRITERIA OF DELIVERABLES

F.6. ESTIMATED TRAVEL

F.7. TIMING AND REPORTING

SECTION G – CONTRACT ADMINISTRATION DATA

MCC 52.232-70 INVOICE INSTRUCTIONS (MAY 2017)

Interior Business Center

MCC 52.232-73 TRAVEL REIMBURSEMENT (MAY 2017)

NOTE: Travelers may upgrade flight accommodations at their own expense or through the use of frequent flyer miles if the coach airfare is upgradeable at no extra cost to MCC MCC 52.232-74 ODC Reimbursement

SECTION H - SPECIAL CONTRACT REQUIREMENTS KEY PERSONNEL

H.8. MINIMUM PERSONNEL SKILLS REQUIREMENTS: Team Leader:

Experts in Relevant AgCLIR Categories (Finance, Markets and Trade, and Value Chain):

Expert in Social and Gender Dynamics:

H.9. ADDITIONAL LABOR CATEGORIES

H.10. SUBCONTRACTING

H.11. CONFLICT OF INTEREST

H.12. MCC CLAUSES FOR SPECIAL CONTRACT REQUIREMENTS

NON-DISCLOSURE AGREEMENT

Company or Subcontractor MCC 52.204-70 Security Requirements for Contractor Personnel (MAY 2013) MCC 52.209-70 Organizational Conflicts of Interest: Preclusion from Implementation Contract (JULY 2012) MCC 52.232-72 Limitation of Funds - Incrementally Funded Contracts (NOV 2006) MCC 52.242-70 Contractor Performance Assessment Rating System (CPARS) Registration (AUG 2011) MCC 52.243-70 Increase in Services MCC 52.245-70 Contractor Acquired MCC Government Property Overseas (JULY 2012)

SECTION I - CONTRACT CLAUSES

SECTION I CLAUSES INCORPORATED BY FULL TEXT:

52.204-21 Basic Safeguarding of Covered Contractor Information (JUN 2016) 52.204-1 Approval of Contract (DEC 1989) 52.209-5 Certification Regarding Responsibility Matters (OCT 2015) 52.212-5 Contract Terms and Conditions Required to Implement Statutes or Executive Orders- Commercial Items (JAN

2018) 52.216-24 Limitation of Government Liability (APR 1984) 52.217-8 Option to Extend Services (NOV 1999) 52.217-9 Option to Extend the Term of the Contract (MAR 2000) 52.244-2 Subcontracts (OCT 2010) 52.252-2 Clauses Incorporated by Reference (FEB 1998)

SECTION J - LIST OF ATTACHMENTS

SECTION K - REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS OR

RESPONDENTS

52.212-3 Offeror Representations and Certifications-Commercial Items (NOV 2017) 52.225-25 Prohibition on Contracting with Entities Engaging in Certain Activities or Transactions Relating to Iran--

Representation and Certifications (OCT 2015)

SECTION L – INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

52.216-1 Type of Contract 52.209-7 Information Regarding Responsibility Matters (JUL 2013) 52.209-11 Representation by Corporations Regarding Delinquent Tax Liability or a Felony Conviction under any Federal

Law (FEB 2016) 52.233-2 Service of Protest (Sept 2006) 52.252-1 Solicitation Provisions Incorporated by Reference (FEB 1998) L.1 Solicitation Response Requirements L.2 Exclusions of Quotes and Pre-Award Communications with Offerors L.3. Quotation Due Date L.4. Quotation Response L.5. Quotation Volumes L.6. Quotation Format L.7. Blocked and Unacceptable Electronic File Types L.8. Page Limits L.9. Preparation of Volume I – Technical Quotation:

L.9.3.3.1. Requirements for Resumes:

L.9.4. Key Personnel:

L.9.5. Non-Key Personnel:

L.9.7 Minimum Qualifications of Key and Non-Key Personnel:

L.10. FACTOR 2 - PAST PERFORMANCE

L.11.1. FACTOR 3 – PRICE

L.11.6. Volume II shall also contain the following administrative items:

SECTION M - EVALUATION FACTORS FOR AWARD

FAR 52.212-2 Evaluation - Commercial Items (Addendum)

M.2. EVALUATION FACTOR 1 – TECHNICAL CAPABILITY

M.3. EVALUATION FACTOR 2 - PAST PERFORMANCE

M.4. EVALUATION FACTOR 3 – PRICE

M.5. Basis for Award MCC reserves the right, at its sole discretion, to invite Offerors(s) to make oral presentations in clarification and/or support of their quote, as appropriate

Terms and Conditions

SECTION B – SUPPLIES OR SERVICES AND PRICES/COSTS

B.1. Price Schedule

CLIN Description of Supplies/Services Qty U/I Unit

Price Amount

0001 BASE PERIOD – PHASE 1

DIRECT LABOR

Period of Performance: TBD Estimated 90 days

PoP Start: TBD

PoP End: TBD

1 LO

0002 BASE PERIOD – PHASE 1

OTHER DIRECT COSTS (ODCS)

Period of Performance: TBD

Estimated 90 days

PoP Start: TBD

PoP End: TBD

1 LO

1001 OPTION PERIOD – PHASE 2

DIRECT LABOR

Period of Performance: TBD

Estimated 80 days

PoP Start: TBD

PoP End: TBD

1 LO

1002 OPTION PERIOD – PHASE 2

OTHER DIRECT COSTS (ODCs)

Period of Performance: TBD

Estimated 80 days

PoP Start: TBD

PoP End: TBD

1 LO

B.2. Contract Type

The Government contemplates award of a firm fixed price (FFP) contract with reimbursable ODCs for actual costs resulting from this solicitation. However, this solicitation also requests other than certified cost and pricing data for cost realism purposes.

B.3. Funding Type

This contract will be funded, at time of award, with no-year 609g funding. As such, funding obligated to this contract may be used during the life of the contract.

B.4. Labor Rates & Other Direct Costs (ODCs)

The contractor’s expenditures at any given point shall not exceed the total obligated amount or the total ceiling price for this contract as specified below.

Using the template below, Offerors must include all proposed labor categories, fully-burdened hourly rates and

Other Direct Costs (ODCs) for each contract period identified in B.1.

PHASE 1 TOTAL COST SUMMARY (BASE PERIOD)

Description U/I Qty Rate Total

LABOR

hr.

hr.

hr.

hr.

Total Labor Hours - -

Phase 1 Labor Sub-Total

ODCs

Phase 1 ODC Sub-Total

Total Estimated Cost for Phase 1

PHASE 2 TOTAL COST SUMMARY (OPTION PERIOD)

Description U/I Qty Rate Tota l

LABOR

hr.

hr.

hr.

hr.

Total Labor Hours - -

Phase 2 Option Labor Sub-Total

ODCs

Phase 2 Option ODC Sub-Total

Total Estimated Cost Phase 2 Option

---The Remainder of this Page is Intentionally Left Blank---

SECTION C – DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

STATEMENT OF WORK

ADVISORY SERVICES –DEVELOPMENT AND ASSESSMENT OF

AGRICULTURAL INVESTMENTS IN TUNISIA

Agriculture and Land Practice Group

I. INTRODUCTION

The Millennium Challenge Corporation (MCC) is supporting the efforts of the Government of Tunisia

(GoT) to develop a compact program, with the overall objective of reducing poverty through inclusive economic growth. The compact, currently under development, aims to improve the business climate, in regards to administrate and regulatory procedures, as well as the supply of water as it relates to economic growth in regions of water scarcity. As part of compact development, MCC requires specialized services to conduct a focused agribusiness commercial, legal and institutional reform (AgCLIR) diagnostic in order to better understand the enabling environment for agribusiness in Tunisia. The diagnostic will identify specific policy and regulatory reforms and identify potential interventions that the compact might support. For more information on the MCC, please visit www.mcc.gov. In particular, an overview of

MCC’s compact development process can be found at http://www.mcc.gov/resources/doc/compact-development- guidance-overview.

II. BACKGROUND

MCC is a Federal Corporation created under Title VI of the Foreign Operations, Export Financing, and

Related Programs Appropriations Act, 2004. Its mandate is to reduce poverty through economic growth.

To achieve this, MCC engages countries that show a willingness to promote good governance, economic freedom and investments in their people. Tunisia qualified for MCC assistance in December 2016. Over the course of 2017, both the Government of Tunisia and MCC established teams to lead the development of a compact program and the teams have worked together on an Analysis of Constraints to Growth in

Tunisia (Annex 1). The constraints identified are as follows:

Market Controls of Goods and Services: Extreme levels of and inefficient state intervention in addition to bureaucracy in goods and services markets create unreasonable regulatory requirements and compliance costs to firms, which unduly prohibit certain actors from entering, growing and exiting, and reduce firms’ competitiveness.

Water Scarcity: Inadequate and variable supply of water inhibits medium and long term private investment in interior regions and reduces the sustainability of those investments, primarily in agriculture.

Restrictive Labor Market Regulations: Inflexibility of wage determination, high social charges, and employment protection mechanisms reduce productivity by discouraging formality, the http://www.mcc.gov/ http://www.mcc.gov/resources/doc/compact-development-guidance-overview http://www.mcc.gov/resources/doc/compact-development-guidance-overview http://www.mcc.gov/resources/doc/compact-development-guidance-overview attainment of efficient firm size, and increasing youth and non-urban unemployment while depressing economic participation of the working age population, particularly women.

The Constraints Analysis also included discussion of cross-cutting issues, in particular high unemployment rates, especially among the youth and females and regional equity concerns. These constraints were validated in the summer of 2017 and were agreed by the Government of Tunisia and MCC’s Investment

Committee in August 2017. During this process, the identified constraint of restrictive labor market regulations was removed. MCC and the GoT then launched a series of root cause analysis workshops in early fall, which informed the development of two concept notes which were submitted to MCC in

December 2017. MCC and GoT also completed a social and gender assessment noting key risks and opportunities in the relevant sectors. These concept notes focus on improving Tunisia’s water supply as well as the country’s business climate. Over the course of 2018, MCC and the GoT will work together to develop full project proposals, which will then be the subject of a project design and due diligence process culminating in a proposed investment for MCC management consideration in mid-2019. MCC and the GoT will prioritize investments that address the listed constraints and will be dually interested in complementarity in projects, where possible. As the constraints analysis identified water scarcity, particularly in the interior regions, in addition to business climate as a barrier to economic growth, the subject of this scope of work relates to both water scarcity and market control impacts on agricultural production and agribusiness growth.

Given its geographic location, Tunisia is one of the most water scarce countries in the world and has additional challenges with water quality (salinity levels in central and southern areas). These challenges are exacerbated by climate variability. Due to decreasing rainfall and over-exploitation of renewable water resources, it is expected that by the year 2030 the per capita water supply will be 360m3, placing Tunisia among the category of least water secure countries in the world. Given projected usage estimates, the year

2030 will be when demand outstrips supply and the limits of water exploitation will be reached1. This water insecurity is a determining factor in the productivity of Tunisia’s agricultural segment of its economy.

Horchani A. Water in Tunisia: A National Perspective. 2007. https://www.nap.edu/read/11880/chapter/12 http://www.nap.edu/read/11880/chapter/12

In 2016, widespread drought conditions created losses of $900 million to farmers and agroindustry2. As drought becomes more of an episodic reality for farmers and the Tunisian economy, it will become increasingly important to find solutions that can sustainably reduce its impact. Using water wisely and allowing for planned growth in the agricultural sector, independent of yearly rainfall, will require heavy planning and investment; however, this will be needed to avoid a future where rainfall grows increasingly sporadic.

Tunisian agriculture’s close tie to water will remain a challenge without the introduction of water-saving technologies and foresight in management. While less than ten percent of arable land is irrigated, agricultural irrigation represents about 79% of total water usage annually3. The opportunity for irrigation, however, shows itself in the fact despite only representing 8% of the total surface of land under cultivation, it represents more than 25% of agricultural employment and up to 35% of the value of overall production.

In order to extend the economic benefits of irrigation when the limits of water availability have been reached, producers will have to use more efficient techniques and technologies. Although the source of water varies by region (groundwater and rainfall in the North and deep aquifer in the oases production zones of the South), the issue of management of this vital resource is a common issue. At the national level, the

GoT has strategized a water mobilization campaign since 1975 with the aim of capturing rainfall from the

North and directing it to less water-secure zones in the Central regions. As agriculture dominates the usage of most water in Tunisia, the GoT decentralized final management of water to local management structures called groupement de développement agricole (GDA) in the 1990’s. These groups legally should be non-profit and are responsible for management of water and, when able, provision of some extension services4.

There are various modalities for these entities including several GDAs that provide potable water for rural communities and those tasked with organizing fisheries. The current effectiveness of GDAs in practice is difficult to characterize, as many are quite successful at accomplishing this management and offering further services to their members, while others suffer from weak administrative capacity. While many

GDAs struggle with their own capacity, their crucial role in management is demonstrated by the fact that they serve around 1.6 million Tunisians through 1,000 water supply points covering over 50% of rural

Tunisia5. At the crux of GDA concerns are their embattlement with debt associated with this water provision, estimated at over $15 million USD in 2014, coupled with weak returns from agricultural production, partially caused by their own lack of service provision, including

2 Fox News World. 'We are thirsty' say Tunisians as drought creates tensions. 2016. http://www.foxnews.com/world/2016/09/24/are-thirsty-say-tunisians-as-drought-creates-tensions.html

3 Institut Tunisien des Etudes Stratégiques – Programme Alimentaire Mondial. Revue Stratégique sur: La Sécurité Alimentaire et Nutritionnelle en Tunisie. 2017.

Raqya Al Atiri. Evolution institutionnelle et réglementaire de la gestion de l’eau en Tunisie. Vers une participation accrue des usagers de l’eau.

L’avenir de l’agriculture irriguée en Méditerranée. Nouveaux arrangements institutionnels pour une gestion de la demande en eau, 2006, Cahors, France.

5 Besbes M, Chahed J., Shayeb H, Hamdane A. L’eau en Tunisie.

https://www.researchgate.net/profile/Jamel_Chahed/publication/274069351_L%27eau_en_Tunisie/links/55159b690cf2d70ee270d797/Leau -en-

Tunisie.pdf http://www.foxnews.com/world/2016/09/24/are-thirsty-say-http://www.researchgate.net/profile/Jamel_Chahed/publication/274069351_L%27eau_en_Tunisie/links/55159b690cf2d70ee270d797/Leau-en-water and quality technical extension6. These complex circumstances have led to many GDAs suffering from non-payment from the services they do provide.

In terms of agricultural production, Tunisia’s diverse set of climates allows for the production of various crops. Of significant importance are wheat and barley; which cover about 30% of arable land and act as the primary source of income for over 50% of farmers, while only representing about 15% of total agricultural value; olives, which are a primary export with potential value of up to $1 billion annually and also cover about 30% of arable land; dates, which are produced in oases and limited greatly by water; horticulture and vegetable production, which represents 16% of agricultural value and has seen an uptick in exports but is primarily geared towards the local market; and livestock, which accounts for about 20% of total agricultural value. While agricultural employment is particularly important to rural communities in Tunisia, it also offers one of the relatively few employment opportunities for rural women, primarily in the form of seasonal engagement.

Tunisia has adopted several programs and policies aimed at supporting the agricultural sector through subsidy programs and broad policy reform, such as relative labor liberalization via the Guaranteed

Minimum Wage in Agriculture (salaire minimum agricole garanti or SMIG in French). Dominating this sphere are subsidies to achieve self-sufficiency in cereal production with accompanying state-run import control mechanisms. At the same time, the GoT has worked to develop measures that would attract both domestic and foreign investment in agricultural production, processing and marketing. This has been a significant challenge in Tunisia where there are very low rates of mechanization and continued increased fragmentation of land under production, leading to challenges in obtaining financing7. This, along with variability in water and low rates of irrigation and input usage, have led to yields that are well below average for most crops under intensive cultivation. For instance, Tunisia rates 120 out of 191 counties for cereal yields, lagging 25% behind neighboring MENA nations and 50% behind global averages8. Nationwide, producers struggle to receive information on new techniques and technologies due to the fragmentation of extension services. As 80% of the total provision of extension farmers receive comes from public institutions, there seem to be limited alternatives currently9.

Agriculture employs 15% of the nation’s workforce. In the North West, Center West, and South West regions of the country, agriculture is the main source of employment and employs between 25 and 35% of wage earners. Agriculture is also a significant share of informal, subsistence based employment and income in rural areas, including in particular for women. Women play an important role in agriculture, even as they face systematic bias in terms of their access to and control of key resources. Therefore, reduced agricultural performance, in part due to increasing scarcity of water, is expected to have a substantial negative impact on yields, and by extension, on household incomes and welfare especially in poorer rural areas.

To facilitate the compact program investment decisions, MCC needs to gain a better understanding of the particular policy reforms and enabling institutional/infrastructure investments that will have the greatest expected positive impact on private sector investment, employment, and agribusiness-driven economic growth in areas of Tunisia where water supply must be addressed to remain sustainable. For example, permits are required for groundwater wells below 50 meters but not necessarily for shallow groundwater wells above 50 meters in all regions. Since 2011, there has been a large increase in the number of illegal wells and there is limited enforcement of existing legislation related to water use. Water tariffs may also be too low to adequately maintain irrigation infrastructure and limit excessive water use. Thus, many of

Tunisia’s aquifers are being over exploited between 130-150%10.

Notwithstanding the focus on formal enterprises to identify opportunities for growth, MCC also needs to understand the expected impact along the entire value chain including the impact on micro and small informal sector actors in these zones, as well as formal and informal employment. The resulting study will be used to design a compact that will result in efficiencies to agricultural productivity, processing and marketing, specifically where the availability and quality of water as an input limits opportunities for growth.

III. SCOPE

The scope of this requirement is to assist the MCC in developing and designing compact interventions as they relate to issues identified in the Background section. Specifically, the contractor shall provide information, analysis, and recommendations based on the Agribusiness Commercial, Legal, and

Institutional Reform Diagnostic (AgCLIR) methodology.

The contractor shall follow the AgCLIR methodology developed through USAID’s Enabling Agricultural

Trade Program11. Specifically, it shall provide a diagnostic of the commercial, legal and institutional framework to: 1) better understand the constraints to doing business in the agricultural sector particularly where recommendations for water usage is indicated; 2) map the value chains listed below and estimate the scale and nature of impact from business environment reforms on agribusinesses in these value chains; 3)

10 IWMI (International Water Management Institute). 2017. Groundwater Governance in Tunisia: A Policy White Paper. Prepared for United States

Agency for International Development (USAID) under Award #AID-263-IO-13-00005, April 2017.

Additional background on the AgCLIR methodology and AgCLIR diagnostics, including prior AgCLIR studies can be found at http://eatproject.org/portfolio-agclir.html http://eatproject.org/portfolio-agclir.html recommend and prioritize reform activities that fit within MCC investment criteria (described in Annex 2) and that have the greatest impact on agribusiness-driven economic growth; and 4) identify the scale of difficulty in implementing reforms (complexity and political will necessary). As MCC has concurrent evaluations and studies planned, the AgCLIR prioritized categories have been reduced so as to avoid duplication and focus efforts on the identified constraint of water scarcity.

The contractor shall focus the analysis on the following value chains, intervention zones and prioritized constraints:

Value Chains Intervention Zones Prioritized AgCLIR Categories

Citrus

Dates

Greenhouse horticulture

Livestock (including meat and milk)

Natural Products (aromatics, medicinal plants and productive forests)

Tree Crops

Wheat and Barley

El Kef

Gabes

Gafsa

Kebili

Tozeur

Accessing Marketing Infrastructure

Gender/Social Dynamics

Getting Credit

Trading Across Borders

In an optional second phase of the AgCLIR, the contractor shall conduct a “deeper dive” analysis of up to three reform areas prioritized in the first phase of the AgCLIR. The objective shall be to produce a detailed action plan, with indicative budget, to be implemented under the Tunisia Compact program. In addition, the contractor shall be available to provide ad hoc assistance and expertise to facilitate detailed design of reform activities by the Team.

IV. APPROACH TO CONDUCTING THE STUDY

A. Overview

The AgCLIR diagnostic will employ a comprehensive method of diagnosis of the root causes and inefficiencies within the agribusiness sector in Tunisia. An analysis of the pertinent legal framework, implementing institutions, supporting institutions, and social and market dynamics shall inform a detailed report that reveals major cross-cutting themes, priorities, and opportunities for reforms to improve the

12 These are taken directly from the identified AgCLIR categories. AgCLIR builds on the World Bank’s Doing Business initiative, which takes common samples of regulatory practices from each country and identifies 10 key areas that can bolster or hamper a business environment.

AgCLIR provides a comprehensive method to diagnose the root causes and inefficiencies of an under-performing agriculture sector with an analysis of the pertinent legal framework, implementing institutions, supporting institutions and social and market dynamics. These assessments form the analytical base for a detailed report that reveals major cross-cutting themes, priorities, and opportunities for reform. As MCC has engaged complementary studies for many aspects of the complete AgCLIR study, “Competing Fairly, Enforcing Contracts and Resolving Commercial

Disputes”, “Registering Property”, and “Starting a Business and Closing a Business” have been removed.

agribusiness enabling environment (AgBEE). The report shall also estimate the impact of those reforms across the identified value chains. A key objective of this approach is to narrow down the elements that matter most for improving input, production, and distribution competitiveness and for unlocking the greatest potential for economic growth. The contractor shall also include particular focus on water related issue with growth in the agricultural sector.

B. Methodology

The contractor shall employ the “CLIR” analytical framework: an in-depth assessment across four dimensions (the Legal Framework, Implementing Institutions, Supporting Institutions, and Social and

Gender Dynamics) that weave together to create the business environment in which agribusinesses operate.

This is a systematic, qualitative, and rigorous way to organize complex information about laws and regulations; government policies, programs, and priorities; and the incentives and disincentives that the private sector faces. Its conclusions are based on findings from extensive in-country interviews with senior and mid-level government officials, the private sector, industry associations, local agricultural associations

(GDAs) and other stakeholders that represent all stages of the value chain. A team-based field assessment is at the heart of the approach, but the assessment team shall benefit from working with MCC and the

Tunisia Core Team to gather relevant information and shall utilize existing academic, government and donor research and analysis with respect to the value chains, as well as other relevant studies of the agribusiness enabling environment in Tunisia.

Preparation: The contractor shall critically review the concept project documents and current research and literature on the Tunisian agricultural sector and the identified value chains to ensure that the AgCLIR report fully considers all available information in informing policy considerations and expands upon or otherwise adds value to past assessments and recommendations. The contractor shall also review and incorporate any relevant analyses and studies, as they become available, that are conducted by other MCC

Consultants with respect to issues surrounding water, social and gender assessments, barriers to trade and other factors impacting the agricultural sector. The contractor shall note that some elements of water delivery will be investigated separately and therefore will not be a separate and specific research topic under the AgCLIR study. However, given the importance of water delivery to agricultural growth in the selected regions of Tunisia, the consultant should be familiar with policies and legislation in Tunisia that impact the potential for growth in the agricultural sector and monitor the progress of other MCC studies as they progress.

Rapid and rigorous fieldwork13: The contractor shall conduct interviews with representative stakeholders from each stage of the value chain, including consultations with government ministries and agencies

The Contractor will be responsible for all logistical needs in-country. MCC, the US Embassy-Tunis and the GoT will not be responsible for travel and lodging arrangements. The contractor will be required to follow recommendations provided for safety and precautions provided by

MCC and the US Embassy-Tunis.

(national and local), private firms (domestic and foreign, large, medium, small, and micro sized organizations, formal and informal, across all stages in the value chain), business chambers & associations, producer organizations, regional trade organizations, academic institutions, and research organizations, as well as legal practitioners, trade officials, other donors, agricultural employees and organizations representing them, women’s and youth organizations in agriculture, and members of civil society as appropriate. The field work plan and outreach should specify differentiated outreach plans to groups deemed vulnerable, such as women in agriculture, through, for example, separate consultations with such groups and entities representing their interests. The contractor’s team shall be at a minimum proficient but preferably fluent in French as all fieldwork as well as any written tools such as questionnaires shall be conducted and prepared in French. The Consultant team shall also have significant experience in the Middle

East and North Africa region (preferably in Francophone North Africa) so as to ensure cultural competence and diplomacy.

Systematic, structured, and qualitative analysis: The varied and dynamic information collected over the weeks in the field shall be organized by the CLIR framework. This framework governs the inquiry throughout the process, and while it allows each expert assessor to stay open and receptive to a wide range of data sources, it also provides a structure that facilitates the formulation of preliminary recommendations before the team leaves the country. In addition to this analytical structure, discrete criteria from the AgCLIR methodology checklists shall ensure that the entire team is basing its analysis on a common set of agribusiness enabling environment standards.

Quantifying Impact: It is generally difficult to quantify impact of policy reform, however estimating and measuring impact will help prioritize constraints and reforms and also offer an opportunity to contribute to broader learning about and evaluation of policy reform. The sources of assumptions, parameters, and hypotheses shall be clearly documented and use of existing studies or country comparisons is encouraged.

To the extent possible, the contractor shall provide an estimate of the relative impact (low/medium/high) of recommended reforms, according to select MCC investment criteria, including estimates of the relative impact for each of the following three categories: (i) impact on economic growth and/or income; (ii) geographic distribution of impact; and (iii) anticipated type and scope of beneficiaries (disaggregated, if possible, by income, gender, region). To the extent possible, the Consultant shall also examine and outline the relationships and interdependencies between various proposed reforms and packages of reforms. The exact parameters of this analysis shall be determined in consultation with MCC, the GoT Core Team, and the Consultant team.

Social and Gender Considerations in the Analysis: The contractor shall integrate social and gender analysis throughout the AgCLIR process (including providing data disaggregated by sex, age (for employment and agricultural activity) and region, when available). The consultant shall assess and report on any differential impact of the agribusiness environment on women, youth, and socially marginalized groups. The contractor should ensure that the value chain analysis incorporates an understanding of the different risks and opportunities in each value chain for women and youth, focusing in particular on employment and entrepreneurship opportunities and risks for these two groups in each value chain. Social and gender considerations shall factor into the selection of priority policy areas for reform and proposed activities

(including strategies to ensure inclusive growth and strengthen employment opportunities). Of particular interest is an analysis of non-equal payment for agricultural services between men and women. Earlier social and gender analysis has identified some potential areas of policy reform, which the consultant should build upon and review in advising on policy reform and proposed activities.

Responsiveness and Coordination: The contractor shall make every effort to learn what U.S. Government agencies, the GoT, donors, and other relevant stakeholders are undertaking in assessment areas. As appropriate, the contractor shall support MCC and the GoT Core Team to coordinate with these stakeholders on the assessment scope, report review, and public release and distribution as necessary.

Mission Debrief and Roundtable: On the final day of the field assessment, the contractor shall present preliminary results to MCC and the GoT. The contractor shall also facilitate a roundtable event including public sector, private sector, and civil society representatives who have been interviewed during the diagnostics. The contractor shall present and vet initial findings, facilitate a discussion of key issues as they pertain to results, and solicit preliminary solutions from stakeholders. While these initial findings may be of immediate interest and use to MCC and the GoT, they shall reflect preliminary analyses, as much of the action plan shall be elaborated after the field work stage. Feedback from these meetings shall be incorporated into the recommendations in the final AgCLIR report. All reasonable efforts shall be made by the contractor to protect sensitive information and analysis.

Written Report: The full results from the AgCLIR methodology shall be presented in a final report that identifies and diagnoses key constraints and their root causes as well as opportunities for growth and recommendations for reforms. Value chain analysis will also be included that recommend targeted investment activities for growth and improvement. The report shall also recommend reforms to governing policies that hinder agribusiness growth, private sector investment and earning potential for farming households. Alongside these suggested reforms, the report shall prioritize and assess feasibility of investments made to redress these issues based on their impact and MCC’s investment criteria. However, the final selection of activities and project design for the compact will be at the discretion of MCC and the Government of Tunisia. This report shall be written in French from the draft form until a final report has been approved and will be translated into

English.

C. Optional Second Phase Analysis

Following completion of the AgCLIR, the contractor may be asked to conduct a “deeper dive” analysis of up to three reform areas prioritized in the first phase of the AgCLIR. Under the Second Phase, the contractor may also be asked to conduct further research into reform areas or value chains that were not included in

Phase One. The objective shall be to produce a detailed action plan, with indicative budget, to be implemented under the Tunisia Compact program. In addition, the contractor will provide ad hoc assistance and expertise to facilitate detailed design of reform activities by the Team.

V. TIMEFRAME FOR THE STUDY

A. Overview

All of the work under this assignment shall be completed to the satisfaction of MCC and the GoT Core

Team. The Consultant shall complete the draft report within 25 business days of departing Tunisia. The

Consultant shall coordinate and work closely with the GoT Core Team, the MCC Team, and other MCC consultants tasked with conducting parallel analyses and studies (such as water and business climate assessments). As needed, the Consultant shall also be available to MCC in an advisory role to apply their expertise and provide requested feedback on specific issues as they arise.

B. AgCLIR TASKS (and Estimated Timeframes)

i. Define the value chains (7 days in parallel with task ii) for the selected products, including a social and gender analysis of key players and the relationships between them. The structure of the market and any key performance data that is provided by other MCC consultant teams shall also be examined. Existing maps, studies, and background information shall be used whenever possible. This information shall be included in the work plan and subsequent reports and shall be continually refined throughout the AgCLIR process.

ii. Conduct a review of existing literature (7 days in parallel with task i) on the selected value chains

(up/down stream), the agricultural sector in the regional focus and as a whole, and the agribusiness-enabling environment in Tunisia. MCC will provide some reference documents, but the Consultant shall also seek issue-specific reports through online research and through contacts and in field interviews. The literature consulted and referenced shall be included in a bibliography as an annex to the draft and final reports.

iii. Generate a list of target interviews (7 days) in regions identified in the concept projects and in the identified value chains (including but not limited to). The list of interviewees shall be included as an annex to the draft and final reports.

iv. Conduct two full weeks of interviews in-country (14 days, excluding travel time), collecting all data necessary to:

a. Validate and identify new key players and linkages in the value chain. If possible, identify any new value chains identified as having high potential for growth and employment creation.

b. Validate and identify key agribusiness environment constraints.

c. Validate and identify new opportunities for upgrading the identified value chains and measuring impact (increasing productivity, incomes, demand domestically or abroad, or product varieties) through reforms.

d. Diagnose more deeply the root causes for slowed agribusiness growth in question using the

CLIR framework.

e. Facilitate the prioritization of these constraints and opportunities by MCC and the GoT

Core Team in terms of impact on agribusinesses throughout the identified value chains and based on MCC investment criteria.

f. Determine how identified opportunities can be exploited by industry and reformers, and clearly define recommended actions to improve the business climate for agriculture.

g. Quantify the impact of recommended policy reforms by comparing the current situation with projected changes and case studies from other countries. All assumptions, parameters, and hypotheses shall be clearly documented.

v. Meet with MCC and GoT Core Team staff (1 to 3 days) to present a draft executive summary of preliminary findings, recommendations, and to receive feedback and input to refine and prioritize constraints and associated reforms.

vi. Lead a roundtable event (1 day) at which preliminary findings shall be presented, keeping in mind sensitivities associated with confidential information. The Consultant shall also facilitate dialogue between public sector, private sector, and civil society representatives to identify possible reform options. This dialogue shall occur through facilitated small-group discussions among stakeholders, the results of which shall be incorporated into the final report. The contractor shall provide stakeholders at the roundtable event with a meal and refreshments.

vii. Submit a draft report (14 days) which:

viii. Respond to comments or questions from MCC and the GoT Core Team (7 to 10 days).

ix. Submit a final report (14 days).

x. Present the AgCLIR report and participate in a workshop (3 days, excluding travel time) with

MCC and the GoT Core Team staff in Tunisia to facilitate selection of prioritized activities and reforms that may be included in the Compact program and to plan the follow-up work on project design and implementation.

(End of Statement of Work)

SECTION D - PACKAGING AND MARKING

D.1. The contractor shall ensure the contract number is clearly visible on all information submitted to the

Contracting Officer Representative, Project Monitor and/or Contracting Officer.

SECTION E - INSPECTION AND ACCEPTANCE

E.1. Incorporated by Reference: FAR 52.212-4(a) Inspection/Acceptance

SECTION F - DELIVERIES OR PERFORMANCE

F.1. PERIOD OF PERFORMANCE

Base Period: Phase 1: 90 Days

Option One: Phase 2: 80 Days

F.2. PLACE OF PERFORMANCE

Performance shall be completed at the Contractor's office, in Washington, D.C., and/or in Tunisia.

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F.3. DELIVERABLES

Tunisia Agricultural Study Deliverables Table

Phase 1 – Deliverables* Timeline

*Contract Award Date Begins Timeline

i. Workplan, including methodology for conducting the AgCLIR

10 calendar days after contract signature

ii. List of target interviews for Field

Assessment

10 calendar days after contract signature

iii. Invitation and agenda for kickoff meeting to MCC and GoT teams in Tunisia

14 calendar days after contract signature

iv. Presentation of draft executive summary to MCC and GoT teams of preliminary findings from Field Assessment (final day of in-country assessment)

Final day of in-country assessment (on or around 45 calendar days after contract signature)

v. Summary report of roundtable event, including participants’ questions and comments

Within 10 business days after the final day of the in-country assessment (no later 55 calendar days after contract signature)

vi. Draft Report +Annexes of the AgCLIR

Report

Within 30 calendar days after the final day of the in-country assessment (no later than 75 calendar days after signature)

vii. Presentation of AgCLIR Report and participation in Tunis workshop

Within 15 calendar days after submission of draft report and subject to comments from MCC ( no later than 90 calendar days after signature)

viii. Final Version of AgCLIR Report and

Annexes

Content submitted within 20 calendar days of receipt of MCC and GoT Core Team comments on draft report; formatting will take an additional 15 calendar days (no later than 120 calendar days after signature)

Option Phase 2 - Deliverables Timeline Begins when MCC Exercises Option

i. Work plan and methodology for conducting optional phase 2.

10 calendar days after exercising option

ii. A list of supplemental literature to be reviewed and interviews to be conducted

10 calendar days after exercising option

iii. Second Phase Draft Report, including additional analysis, a detailed action plan, and indicative budget

30 calendar days after delivery of work plan

iv. Workshop in Tunis to validate draft report with stakeholders in Tunisia.

20 calendar days after delivery of draft report

v. Second Phase Final Report, including additional analysis, a detailed action plan, and indicative budget

15 business days after workshop in Tunis

The tasks and deliverables for the option phase 2 shall include the following:

* A work plan outlining the timeline and methodology for completing the assignment;

* A list of supplemental literature to be reviewed and interviews to be conducted (also included as an annex in the draft and final reports);

* A draft report including additional analysis, a detailed action plan, and an indicative budget;

* A workshop in Tunis to validate the draft report with stakeholders;

* A draft report including additional analysis, a detailed action plan, and an indicative budget.

F.3.1. As requested by MCC, the contractor shall provide no more than 250 person hours for a Team Leader and 800 person hours for Policy Area Experts, Social and Gender Expert and Value Chain expert. This phase may include an additional international trip.

All deliverables will be approved by MCC and the Contractor will avail themselves to questions from MCC during and after the preparation of deliverables.

Draft and Final…