95332419Q0090_CO_Signed.pdf

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95332419Q0090

TABLE OF CONTENTS:

Listing of Incorporated Purchase Requisitions Section B - Supplies or Services and Prices/Costs Section C - Description/Specifications/Work Statement Section D - Packaging and Marking Section E - Inspection and Acceptance Terms Section F - Delivery or Performance Section G - Contract Administration Data Section H - Special Contract Requirements Section I - Contract Clauses Section J - List of Documents, Exhibits, and other Attachments Section K - Representations, Certifications, and Other Statements of Offerors Section L - Instructions, Conditions and Notices to Offerors Section M - Evaluation Factors for Award

Listing of Incorporated Purchase Requisitions

Incorporated Purchase Requisition Numbers:

DCO-PR-19-0244

Section B - Supplies or Services and Prices/Costs

Item Number Base Item Number

Supplies/Services Quantity Unit

0001 Deliverables | Lesotho II Data Study

1 EA

Contract Type:Firm Fixed Price Unit Price

Extended Price

Description:

Firm Fixed Prices shall be inclusive of labor, travel and other direct costs to meet the requirements of the deliverables in Section F.

Purchase Requisitions DCO-PR-19-0244

IDC Type: Not Applicable

Clauses incorporated by reference

None

Clauses incorporated by full text

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

SERVICES TO BE PROVIDED

The Millennium Challenge Corporation (MCC) is seeking proposals from U.S., international, African regional, and / or local Lesotho-based organizations to design a facility to implement an evaluation of statistical capacity and data use in Lesotho.

Quotes must submit a proposal that reflects (1) how the facility will be designed and implemented, and (2) demonstrate how and to what extent their strategy and approach will help to inform the Compact data ecosystem investments described in section C – Subsection Statistical Capacity and Data Use.

This requirement is being procured on behalf of the Government of Lesotho utilizing 609g grant funding. MCC headquarters will manage the contract performance and accept deliverables. Deliverables will be shared with the Government of Lesotho and other stakeholders, at MCCs discretion.

MCC expects this study to be completed through a combination of desk research and rapid assessment, including a study mission to Lesotho to obtain primary inputs. This mission may be divided into stages, if required by the detailed work plan. .

It is anticipated that three to five months should be approximately sufficient to fulfill the requirements from award of the contract until completion of the final report. Proposals should include an indication of the level of effort required and anticipated timeline for completion of the study.

The Contractor shall provide all personnel, equipment, tools, materials, supervision, and other items and non-personal services necessary to perform the tasks as defined in Section C of the Statement of Work.

CONTRACT TYPE

MCC anticipates awarding a firm-fixed price type contract. Firm Fixed Prices shall be inclusive of labor, travel and other direct costs to meet the requirements of the statement of work.

Quoters are encouraged to offer discounts to their commercial rates when preparing their fixed prices.

PAYMENT SCHEDULE – FIRM-FIXED PRICE DELIVERABLES

Task Number Deliverable Due Date Percentage Payment Amount

Financial Plan and Draft Schedule/Timetable

(Detailed Workplan)

Two weeks after award and/or in accordance with the work plan 20%

$X.XX

Status Reports Bi-Weekly after award and/or in accordance with the work plan

1 through 5 Assessment Terms of Reference

No later than six weeks after award and/or in accordance with the project schedule

12.5% $X.XX

1 through 5

And

7 through 13

Assessment Mission

No later than twelve weeks after award and/or in accordance with the project schedule

12.5%

$X.XX

1 through 6 Post – Assessment One week after 25% $X.XX

Task Number Deliverable Due Date Percentage Payment Amount

Mission Report return from mission

6 through 13 Assessment Report and Presentation

No later than four weeks after return from mission 30%

$X.XX

Section C - Description/Specifications/Work Statement

Clauses incorporated by reference

None

Clauses incorporated by full text

SECTION C – DESCRIPTION/ SPECIFICATIONS/ STATEMENT OF WORK

SECTION C – DESCRIPTION/ SPECIFICATIONS/ STATEMENT OF WORK

INTRODUCTION

MCC works with developing countries to promote sustainable economic growth to reduce poverty. Since its establishment in 2004, MCC has deployed more than $10 billion in development grants through compact and threshold programs across 40+ countries. Compacts are five-year agreements between MCC and a country to fund specific programs targeted at reducing poverty and stimulating economic growth.

MCC operates under the principle of country ownership: countries identify their own priorities for achieving sustainable economic growth and poverty reduction following broad consultation within their society, and work in partnership with MCC to refine programs. When a country is awarded an MCC compact, it sets up a local accountable entity—called the Millennium Challenge Account (MCA)—to manage and oversee all aspects of implementation. By statute, implementation of any MCC compact must be completed within 5 years; there is no possibility of extension. As a result, thorough project design, feasibility studies and political economy analysis are critical before the compact enters into force.

One of MCC's guiding principles is a focus on measurable results. After a country is selected to begin developing a compact, MCC and its country partners undertake an analysis to identify the binding constraints to economic growth in the local economy. Prior to signing a compact, MCC quantitatively assesses the likely impact of investment proposals on economic growth and poverty reduction, as well as their level of risk. During and after compact implementation, MCC works to measure results by monitoring program execution and conducting rigorous independent evaluations that seek to learn and quantify the projects' actual impact on household welfare. MCC strives for transparency in all of its programs and posts many of these analyses on the agency's public website.

BACKGROUND – MCC LESOTHO COMPACT

Teams working on the Lesotho compact seek to address one primary binding constraint to the economy: Ineffective policy planning, coordination, and execution. This constraint is manifested in two distinct ways:

1. Absence of planning and coordination, i.e. how effectively the government works internally, and interacts with the private sector

2. By inefficient public service delivery, public investment management

Development of the private sector will be considered across four productive sectors: (1) Agriculture, (2) Manufacturing, (3) Tourism, and (4) Creative industries. Inputs to these sectors which will be evaluated for their potential contributions are roads, water and catchment management, land, and information and communication technology.

Inputs to these sectors, (which will be evaluated for their potential contributions) are roads, water and catchment management, land, and information and communication technology. Limited statistical capacity and data use characterize the ineffective policy planning, coordination and execution, and restrict the growth opportunities of these productive sectors.

Health Care

Poor health, a critical economic target primarily related to HIV/AIDS, will be addressed through strengthening the health system in order to reduce new HIV infections and other chronic diseases. Productivity in the private sector is impeded by poor health caused in part by a weak health system unable to address the disease burden. MCC is seeking to create a strengthened health system that effectively and efficiently addresses the health needs of its population. In addition, it will increase human capital and improve the productive capacity of the working age population.

The inability to set budget priorities or align with donor organizations at national and sub-national levels are due to poor use of data for coordination and planning, and the lack of data capacity within health system. Gaps exist in both systems and human skills for the monitoring and evaluation of service and personnel, human resource management and personnel development, staffing allocation, and health care service delivery.

Data Collection

Efficient and responsive government planning and services are built on data assets that are interoperable and shared across ministries, the private sector and citizens. MCC's goal is to create a workforce that is technology and data literate, and citizens that are engaged through data-driven e-government systems that allow more efficient access to data and enable public transactions. Fundamental to the success of the proposed Compact activities is the ability to use and understand data and statistics to drive responsive, evidence-based go vernment planning and service delivery.

Moreover, a key aspect of the MCC model is country ownership – which increasingly requires that partner countries have greater capability to collect, understand and analyze their own data, using powerful but complex tools to support decisions related to development priorities and resource utilization leading to economic growth.

Statistical Capacity and Data Use – Expected Focus of Investments

The data environment in Sub-Saharan Africa (SSA) countries is evolving but remains constrained. Notably on the "demand" or "user" side – and at the subnational and local levels where there is a need for greater capacity to use data for decision making to inform, drive, and measure development impact.

The lack of digital and data literacy, data use and data-driven-decision making results in fewer benefits to people at the local level. The impact is twofold on individuals – first, they could perhaps improve their livelihoods from greater access to, and use of, data, and second as recipients of benefits from service providers, including governments, as well as donors, not-for-profit organizations and the private sector Private sector refers here to that part of the economy which is run by private individuals or groups, usually as a means of enterprise for profit, and is not controlled by the State..

MCC seeks to develop the country's domestic data capabilities - and bring about positive changes in the use of data to drive better service delivery, alignment of budgets and needs, and transparency and mutual accountability between citizens and government. The Lesotho II Compact can improve the broader data ecosystem – data supply and demand, human capacity, and data literacy. Finally, through greater focus on evidence, data skills training, and innovation in processes and methodologies, there is also an opportunity for more inclusive participation in the economy.

MCC Compact Goals

The goals of the MCC Compact projects around data are to:

1. Strengthen government policies and practices related to data, including the capabilities of the Bureau of Statistics.

2. Remove impediments to data interoperability and sharing between ministries and between national and sub-national levels of government.

3. Build the capacity of local government, the private sector, and individual citizens to use data.

OBJECTIVE

Fundamental to designing programs that will catalyze data analysis and increase government and citizen use of data is understanding the current data landscape in Lesotho. An initial strategic assessment of the various aspects of the data ecosystem will be critical to further planning for building statistical capacity in Lesotho. This includes how and where data is created and housed, who holds (or owns) the data, and if and how data is currently utilized. This should focus on the key sectors for the Compact, but also draw inferences and provide guidance for the overall ecosystem.

SCOPE OF WORK

Better data, capable data analysis, and strategic use of information provide connectivity between different activities of the developing plans for the Lesotho II Compact.

MCC requires both the facts of the situation as well as expert recommendations on strategies/approaches to accomplish the goal of improving data usability, data use capacity, data literacy, and using data to support evidence-based decision making, for the overall development of Lesotho and to support the Compact objectives.

As a baseline, strengths and weaknesses of the current process, policy and practices, data requirements and recommend ways to improve the availability, interoperability, and quality of the statistics and analysis for use in supporting MCC Compact activities. There is some level of assumption that the government will be better able to provide services to the following sectors over time due to Compact and other efforts.

TASKS

1. Data Ecosystem Assessment

Undertake a broad data ecosystem assessment, including recommending steps needed to be undertaken to achieve a national statistical roadmap, using a thorough and well-documented methodology. Innovative methods of assessment data collection, analysis and/or presentation are welcomed, but should be clearly described in the project proposal.

The assessment should determine and evaluate the presence and interaction of prototypical constraints (See Appendix 1) on data ecosystems, including: lack of demand, lack of supply, lack of technical capacity, and adverse operating environments.

This assessment, because of its breadth, should provide information and context for the other task items listed below. Listing these individually should not be taken as separate areas of study, but as areas to be evaluated specifically as part of the overall study.

Questions to be addressed:

What is the current operational data use environment within the Government of Lesotho (GOL), specifically in regard to how data is used (or not) to drive better decision making for the use of government funds, resources, personnel, and strategic plans. This necessarily includes the state of data capacity, data use, data collection and interoperability within and among the:

Bureau of Statistics, Ministry of Health, Ministry of Development Planning, Ministry of Finance, Ministry of Public Service, Ministry of Local Government and Chieftainship Affairs, and others to be agreed following the literature review. Which Ministries do or do not have and put to use digital technology and data management?

Evaluate data stored within ministries relevant to compact activity: Are data sets in reusable formats? Are they interoperable?

Who within the Ministries has access (formally and informally)?

2. Assess and provide recommendations to strengthen capacity of the Bureau of Statistics

The Bureau of Statistics (BoS) has the mandate for assembling and certifying official statistics, and are a key source and sink of data capacity, as well as critical to improvements in the ecosystem. An assessment of the Bureau's capabilities, as well as recommendations for improvements, will provide a key viewpoint on the country's statistical capacity.

Questions to be addressed:

What processes around data collection, cleanup, storage, access exist?

What is the current mandate of the BoS, and how can the mandate be improved to strengthen the ecosystem? What portions of its mission is it fulfilling well, and which can be improved?

What obstacles exist to BoS statistics and data sets becoming more functional, and more readily accessible?

Who holds the political capital to champion improved use of data within the Government of Lesotho? Is anyone within the BoS well-positioned to move this kind of initiative forward; or would the drive need to come from another agency?

3. Assessment of and initial engagement on data and statistics policy

According to the Director of the Bureau of Statistics, the Statistics Act is in need of amendment. Some changes have been tabled to SADC for review, but with no responding activity to date. The NSDS expired in 2016/2017, and is awaiting review by

OECD/PARIS21.

Other than the Statistics Act, there is no legislation or guidance on data privacy, and nothing on publishing or opening of data.

There is no FOIA that enables citizens to request information.

Initial communication with the Government of Lesotho to improve data policies should be done as early as possible in order to facilitate later outcomes and to have a clear understanding of political will to make changes favorable for citizens' rights.

Involving international authorities with expertise on forming policies for data sharing and publication standards as well as privacy and data protection is an essential step; a group which has worked in a number of countries and understands best practice for legislative environments would be effective to guide this process. (This may require sub-contracting of an outside international organization.) Initial consultations would inform larger activities to implement a sound policy regimen.

Questions to be addressed:

What is the current policy around data use by ministries (of interest to the Compact)?

What existing, draft or in-process policies exist related to data, open data, data strategy, etc., and what is their status? In which/what ministries are they housed? What is the quality of the draft policy or legislation? How can these policies be improved and moved forward to approval and implementation, or sound enforcement?

What is required to move forward with an updated National Statistical Strategy?

Is there any oversight of data collection methodologies? Is there a process by which citizen, NGO, civil society or other voices can influence what data is collected and how it is used?

4. Review, evaluate and recommend strategies for government monitoring and evaluation

An improved and modernized monitoring and evaluation strategy could position the Government of Lesotho to better collect and analyze data related to its operations, making it better able to offer services to its citizens. A review of the current system and evaluation of the system against international norms and best practices will offer a clear view of current status and possibilities for improvement.

Recommendations for strategies to improve the government M&E, as well as how to successfully implement some or all of the recommendations, will provide a roadmap for improvement.

Questions to be addressed:

What monitoring framework does the government of Lesotho have in place, if any? How can this be improved? What attempts at reform have been made previously, and why were these successful or not? What political or institutional barriers exist that may affect successful implementation of reforms?

What international statistical reporting, such as SDGs, is undertaken and what agency or ministry is responsible?

Particularly in the five key areas of the Compact (Manufacturing, Agriculture, Creative, Tourism, and Health), how could a reformed monitoring framework be implemented as part of "demonstration projects"? (Demonstration projects are Compact-funded projects that will be implemented using improved policies and methods – for procurement, financial management, technical evaluation, and monitoring, among others – in order to shift the working model of government and private-sector coordination.)

What processes determine the data that is collected by ministries, either as administrative or operational data; or for monitoring and evaluation? Is there a process for giving the public or the Bureau of Statistics a voice in what data gets collected and how it's used?

5. Assess potential and strategies for data-driven subnational and community engagement

The BoS indicated that additional capacity is needed at sub-national levels in order to improve data collection and analysis at district and village levels. Further understanding is required of the complexities of bottom-up, community-driven data collection. Country-guided planning for engagement at this level will be essential.

Proposals should provide an evaluation of sub-national data flows on health, economic growth and gender, and potential improvements, including methods available for community engagement, feedback or criticism. Identify areas in which local governments and private-sector interests interact, and those in which interaction could be improved.

As part of this assessment, document data flows between levels of government: National, district, village, etc. How can data move more effectively between levels, and how could beneficial change be implemented and introduced?

Making use of sub-national data assessment, recommend strategies for sub-national engagement and prioritization within districts and communities. These strategies will be aligned to the overall data ecosystem development, but focused on citizen engagement and increasing communication and dialogue between government, private sector, and citizenry.

Questions to be addressed:

What datasets are available at sub-national levels that are used locally, but not nationally; and which are used only for national purposes (such as monitoring, budgeting, international reporting)?

In the health sector, which development partners are collecting data, what data are they collecting and how does the information flow? Are the data sets reported to the government? If yes, how does the government use the data? Who decides what data is being collected?

What barriers to sub-national data use and community engagement exist? How do low technology penetration and low digital literacy affect interactions?

6. Develop a data inventory

As part of the data ecosystem assessment, develop a systematic data inventory and gap analysis. The inventory should primarily target Compact-related sectors (health and productive sectors; but secondarily roads, land and water management) but be as comprehensive as possible. This inventory may be indicative for the purpose of this study, but should be developed so that a more-comprehensive inventory may be undertaken later, making use of the indicative inventory developed by this study. It is anticipated that this inventory will be more complete for the areas of interest described in the Objectives section above, in order to inform Compact development.

Questions to be addressed:

What datasets are available, what are their characteristics and metadata, and which are publicly accessible?

7. Assess data literacy and strategies for improvement

Data literacy is the largest barrier to Lesotho becoming a beneficiary of the data revolution, rather than a country that is left on the wrong side of the "digital divide". But it is also critical, if Lesotho's economy is to fully participate in the modern global economy, that the country develops these skills. Its neighbor, South Africa, is leading Africa in technology solutions, and Lesotho will continue to be left behind if digital literacy is not developed.

The solutions to nearly every development challenge that Lesotho faces will have some digital literacy requirement. Health and HIV care and treatment, for example, is increasingly data-driven as patients and outcomes are tracked and resources re-allocated to address needs. Insights for decision-making and justification for decisions and policies should be data-driven, necessitating improved understanding of analyses for government, private sector and individual citizens.

Lesotho does benefit from a high base literacy rate – which indicates that building digital literacy can be achieved if resources are made available and a digital culture emerges.

Questions to be addressed:

For those universities offering technology-related degrees: what technical infrastructure, degree requirements, practical exposure to digital tools and problems, data analysis training exists already?

How much access to data and digital literacy skills is provided to women and disadvantaged groups such as rural populations and the poor. How can greater access be provided for these groups?

8. Review e-government opportunities

E-government can play an important role in helping to alleviate ineffective policy planning, coordination and execution, particularly in hard-to-reach sub-national areas, where improved communication and transactional systems can exponentially shift coordination and response times. Plans to advance the early-stage activity toward e-government services shows willingness, but lack a clear and technically sound strategy.

This study will review technical aspects (i.e., not political) of e-government opportunities, in coordination with MCC-commissioned and other governance studies. This review, including financial needs analysis, of current and proposed e-government strategies, can show technical weaknesses and services gaps, as well as developing estimates of expenditures required to implement a range of plans. This analysis should also delineate dependencies on infrastructure and other resources to establish well-functioning e-government systems.

As part of e-government considerations, integration of civic technology, including citizen-proposed applications and innovations, would strengthen government's capabilities to better serve its citizenry.

Questions to be addressed:

What framework exists for e-government? Which services are online and usable already? What else is planned and at what stage are other initiatives in planning, implementation or operation? Does an individual office or ministry hold the mandate?

What barriers exist to citizens interacting with e-government, and how can these barriers be removed or their effects mitigated?

What obstacles would be faced by women, girls and other underserved populations in accessing e-government services? Are there gender norms or other issues in use of technology and digital skills, such as time constraints, device affordability or access, or mobility, cultural, or safety constraints to access public facilities?

9. Assess gender data and strategies

Because of the importance of Lesotho's women to its near- and long-term economic success, it is critical to give specific attention to improvement of availability and use of data that describe the role and status of women in society. As examples, having better and more frequently updated information on land ownership and use will lead to better decision-making on this issue; as will measurement of the informal sector in which the work of women is frequently dismissed as "uneconomic".

In studying the overall data, tech and innovation landscape, particular emphasis on data that describes the role of women will improve the overall understanding of required economic development, and highlight particular areas of policy planning and coordination that will improve the status of women in the Lesotho economy.

The assessment of gender data has at least two components:

• Disaggregated data: Capabilities and knowledge to collect and use data that differentiates between sexes as well as age and other key criteria. This is essential for the Bureau of Statistics, but also important for ministries, NGOs and other organizations.

• Data use: Are women and girls able and encouraged to use digital technologies and to make evidence-based decisions? Are there barriers that prevent them from doing so?

Questions to be addressed:

What is the level of understanding of gender data at the BoS, and among the government generally? Are there NGOs or CSOs working on gender data and data driven solutions active in Lesotho?

Does the BoS collect data on gender based violence? To what extent does BoS collect data that could inform issues that particularly affect women (in the health sector, in land, in agriculture, entrepreneurship, asset ownership)? Does BoS work with civil society to gather data to help inform gender-specific research questions?

10. Assess the innovation landscape and recommend enhancements

Catalyzing small changes in ways of providing services and doing business can lead to big changes in an economy.

Understanding where innovation is thriving in Lesotho, and why it has not emerged in other areas, will provide guidance for economic development plans of the Compact and other development programs.

Questions to be addressed:

In what areas is innovation most likely to emerge, and how will this stimulate the economy?

What methods of fomenting innovation would be efficacious in Lesotho?

Are there types or areas of innovation that may help women and youth to participate more frequently and fully in the economy? Are there already-established organizations or champions of this work?

Are there apps, social media or other types of e-health services that are providing information to people or linking/referring/enabling them to access health services? These may be private or public, SA- or Lesotho-based.

11. Identify opportunities for coordination

Review current research and prior or current initiatives around statistical and data capacity building at the local, national, and regional level. Known current initiatives such as the UNDP/EU Lesotho Data Project, and World Bank diagnostics are described in Section III above. Make recommendations as to where MCC efforts can leverage prior development efforts of data-related activities.

Questions to be addressed:

Are there projects underway or planned in Lesotho in the subject areas described in this NOFO? If so, are these convened by government, NGO, outside donor, or other sources?

12. Consult to define a national statistical roadmap

Beyond assessing the data ecosystem, it will be important to understand aspects of what may be acceptable to Lesotho and developing plans to mitigate key areas of need. This must be done in coordination with OECD's PARIS21 (the Partnership in Statistics for the 21st century), which is intended to do an assessment of the Lesotho government's national statistical system. That assessment will lead to development of an updated NSDS.

In alignment with this effort, a national plan for the broader data ecosystem should be developed, including private sector, donors and NGOs, and individual citizens as well as the aforementioned GoL national statistical system. This will establish a national data and data use roadmap, in consultation and cooperation with participants in data generation, analysis, presentation and use.

13. Analyze and recommend alternatives for strategic interventions

If statistical capacity and data use become an area of investment under the MCC compact, what alternatives would be most effective in improving the situation? Provide a list of recommendations with justification and estimated costs.

Questions to be addressed:

Are there projects and/or ministries best suited to pilot and trial interventions around data capacity use and training?

Data labs have been suggested as a practical strategy for distributing data analysis capabilities and digital literacy training to the hot-spot areas under the Compact. Please review possibilities for this strategy, including a site analysis to assess the best strategic location(s) for capacity and innovation 'labs' to serve as centers of data use activity, training, capacity building, and collaboration. This should include considerations of usable and improvable space, digital connectivity and technical infrastructure, and proximity to related target elements such as innovation-oriented projects and health facilities.

CONFLILCT OF INTEREST

The Contractor and its subcontractors would NOT be precluded from bidding on work and services to be procured by the local MCA accountable entity or using funds advanced under a Compact in the relevant country.

The Contractor and its subcontractors would be precluded from bidding on work and services to be procured by MCC using its due diligence funds for the development of this requirement, project appraisal and implementation oversight, unless the Contractor submits a mitigation plan sufficient to ameliorate any conflict of interest pursuant to the rules applicable to the procurement process.

Section D - Packaging and Marking

SECTION D - PACKAGING AND MARKING

SECTION D - PACKAGING AND MARKING

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 Terms

SECTION E - Inspection and Acceptance

SECTION E - Inspection and Acceptance

Incorporated by Reference: FAR 52.212-4 (a) Contract Terms and Conditions-Commercial Terms (October 2018) Inspection/Acceptance

Section F - Delivery or Performance

Line Item: 0001 Period Of Performance Start Date Period Of Performance End Date Period Of Performance Address

9/11/19 9/10/20 MCC Headquarters Millennium Challenge Corporation 1099 Fourteenth Street NW, Suite 700

WASHINGTON

US 20005

SECTION F – DELIVERIES OR PERFORMANCE

SECTION F – DELIVERIES OR PERFORMANCE

PERIOD OF PERFORMANCE

11 September 2019 – 10 September 2020

Deliverables shall be submitted in accordance with the deliverable schedule, the period of performance is extended to allow for any unforeseen delays.

PLACE OF PERFORMANCE

The Contractor shall perform services in Lesotho or at their own offices, as needed by MCC. During missions to Lesotho, the Contractor shall perform at the project sites, as needed by MCC. Significant time in country is anticipated during the period of performance.

While performing services in Lesotho, the Contractor shall be responsible for arranging temporary office space as would be required for work not taking place through site visits or meetings with project stakeholders.

DELIVERABLES AND REPORTING REQUIREMENTS

Table 1 provides an overview of deliverables and reporting requirements for the consultancy.

Table 1

Task Number Deliverable Language Due Date

Financial Plan and Draft Schedule/Timetable

(Detailed Workplan) English

Two weeks after award and/or in accordance with the work plan

Status Reports

English

Bi-Weekly after award and/or in accordance with the work plan

1 through 5 Assessment Terms of Reference

English No later than six weeks after award and/or in accordance with the project schedule

1 through 5

And

7 through 13

Assessment Mission English No later than twelve weeks after award and/or in accordance with the project schedule

1 through 6 Post – Assessment Mission Report

English One week after return from mission

6 through 13 Assessment Report and Presentation

English No later than four weeks after return from mission

DELIVERABLE FORMATS

All such reports are to be submitted in English as requested by MCC electronically using WINDOWS based MS-Office 2007 or later products including WORD for text, data tables in EXCEL, appropriate MS-Office 2003 or later programs for exhibits, schedules using MS-Project, and PowerPoint deck. All summary documents should be submitted suitable for sharing outside MCC. Original drawing files should be submitted in AUTOCAD 2002 (or later), and also in PDF printable version. Digital photo files should be submitted in JPG format. GIS data should be submitted both in ArcView files, and PDF printable files.

Presentations should be prepared with PowerPoint. All work files shall be submitted to MCC along with PDF files.

The Contractor shall establish and maintain a comprehensive reference index of all relevant documents reviewed by the Contractor. Any and all such documents made available and collected by the Contractor, will be compiled in usable form and delivered in an organized fashion to MCC at the end of the contract.

ACCEPTANCE CRITERIA

All documents produced and/or collected by the contractor, electronic and hard copies, shall be the sole property of MCC.

The Contractor shall establish and maintain a comprehensive electronic data base and reference index of all relevant documents reviewed, produced, and/or edited by the Contractor. Any and all such documents will be electronically compiled in usable form and delivered to MCC, in an organized electronic format acceptable to MCC, at the end of the contract, and if requested by MCC also in hard copies.

The Contractor shall provide a document management system acceptable to MCC. MCC, at its sole discretion, may provide such system as SharePoint or similar in addition or in lieu of the Contractor's system. The Contractor shall abide by MCC required communication protocol including sharing information and reports with the MCC team, and/or other MCC consultants for efficient and timely reviews and communications as specifically requested.

Deliverables will be evaluated according to the following criteria:

• Thoroughness and timeliness in complying with all of the elements in the tasks specified.

• Quality and clarity of analyses and work produced.

• Timeliness and efficacy of communications with the Core Team and relevant counterparts at MCC.

All reports are to be submitted in English in hard and electronic copy (in MS Word), with tables, data and calculations in MS Excel.

CONTRACT PERFORMANCE MONITORING

Quality Assurance: The Contractor shall have in place and maintain a Quality Control Plan (QCP) that covers, as a minimum, how the Contractor intends to meet the requirements of all performance objectives, monitor and proactively manage contract requirements. It shall also include the mechanism by which the Government will be notified of performance related incidents that are likely to affect quality of services or impact mission accomplishment. The Contractor shall provide a copy of its QCP to the COR within 10 days of the effective date of contract award. Any proposed changes to the QCP shall be provided to the Contracting Officer for review and comment no later than 10 working days prior to the effective date of the proposed changes.

TIMING AND REPORTING

All formal communication with MCC, including reports, will be submitted to the Contracting Officer's Representative (COR).

The COR for this requirement will be identified via separate correspondence.

The COR will have technical responsibility for monitoring the performance. The COR will review and evaluate the contract's performance, and also will coordinate any communications with relevant counterparts and other donor agencies and organizations.

Any change in the terms of the contract must be made in writing and approved by the Contracting Officer. No representation of the COR shall serve as a basis for an alteration in the general scope of this contract or of the terms and conditions of the contract unless confirmed in writing by the Contracting Officer. The contractor must communicate with the Contracting Officer on all matters that pertain to the contract terms. Proceeding with the work without proper contractual coverage could result in nonpayment for that work.

Section G - Contract Administration Data

Requesting Office Address

MCC-HQ

Millennium Challenge Corporation Contracts and Grants Management Division 1099 Fourteenth St NW, Suite 700 Washington DC 20005-3550 Phone: Fax:

Contact Details:

Property Administration Office Address

Millennium Challenge Corporation Contracts and Grants Management Division 1099 Fourteenth St NW, Suite 700 Washington DC 20005-3550

COTR Office Address

Millennium Challenge Corporation Contracts and Grants Management Division 1099 Fourteenth St NW, Suite 700 Washington DC 20005-3550

Issuing Office Address

Millennium Challenge Corporation Contracts and Grants Management Division 1099 Fourteenth St NW, Suite 700

Washington DC 20005-3550

MCC 52.201-70 CONTRACTING OFFICER'S REPRESENTATIVE (COR) AND/OR PROJECT MONITOR

(PM) (JULY 2012)

(a) The Contracting Officer may designate a Government representative to act as the Contracting Officer's Representative (COR) or Project Monitor (PM) to perform functions under the contract such as review and/or inspection and acceptance of supplies, services, including construction, and other functions of a technical nature. The Contracting Officer will provide a written notice of such designation to the COR and/or PM and the Contractor. The designation letters will set forth the authorities and limitations of the COR and/or PM under the contract.

(b) Modifications to this contract are effective only if reduced to writing and executed by the Contracting Officer. The Contractor is specifically prohibited from performing any work that is outside the scope of this contract without the approval of the Contracting Officer. The Contracting Officer cannot authorize the COR or any other representative to sign documents (i.e., contracts, contract modifications, etc.) that require the signature of the Contracting Officer.

(End of clause)

MCC 52.232-70 INVOICE INSTRUCTIONS (MAY 2017)

Invoices shall be paid in accordance with the Prompt Payment Act, thirty days (30) following receipt of a proper invoice.

The Contractor shall submit each invoice electronically via email or fax to the following:

Fax: 303.969.5151/7281 ATTN: MCC Payments, or

Email: MCC_Accounting_IBCDENVER@ibc.doi.gov, or

As an alternative to electronic submission of invoices, one copy of each invoice may be submitted to the following address:

Interior Business Center

M/S D-2773

7301 West Mansfield Avenue

Lakewood, CO 80235-2230

If it is determined that the amount billed is incorrect, the invoice may be revised by the Government, or the contractor may be required to submit a revised invoice.

To constitute a proper invoice, each invoice must include the following information and/or attached documentation:

(1) Name, address and telephone of the Contractor

(2) Date of invoice and invoice number mailto:MCC_Accounting_IBCDENVER@ibc.doi.gov mailto:MCC_Accounting_IBCDENVER@ibc.doi.gov

(3) Contract number (including task order or call number and contract line item(s)) also modification number, if applicable

(4) Description (quantity, unit of measure, unit price, and extended price) of the supplies/services rendered (including hours incurred and billing rate, as applicable to the contract)

(5) A schedule depicting the following information:

Amount Invoiced

This Period

Cumulative Amount Invoiced Authorized Value of Contract Balance Remaining on Contract

If the contractor is billing for costs incurred over more than a single month, the costs for each month in which the costs were incurred and shall be segregated into the month they were actually incurred.

(6) Name of Contracting Officer's Representative (COR); and

(7) Signature of authorized representative of the firm with the following invoice certification:

"The undersigned hereby certifies to the best of my knowledge and belief that: the sum claimed under this contract is proper and due, and all the costs of contract performance have been paid, or to the extent allowed under the applicable payment clause, will be paid by the Contractor when due in the ordinary course of business; the work reflected by these costs has been performed, and amounts involved are consistent with the requirements of this Contract.

BY:______________________________________

TITLE:___________________________________

DATE: ___________________________________

Inquiries regarding the status of invoices may be directed to NBC Accounting. The email address is:

MCC_Accounting_IBCDENVER@ibc.doi.gov.

Section H - Special Contract Requirements

SECTION H – SPECIAL CONTRACT REQUIREMENTS

SECTION H – SPECIAL CONTRACT REQUIREMENTS

KEY PERSONNEL

The Contractor shall provide a resume for the Key Personnel. Personnel identified as Key Personnel are considered to be essential to the work being performed hereunder. Before changing an individual identified as Key, the Contractor shall notify the Contracting Officer in no less than 15 business days and will submit written justification as to the reason for substitution.

Substitution within the first 90 days will only be considered for reasons of illness, death, or termination of employment. The Justification must include the name and qualifications of the proposed substitute(s). The proposed substitute(s) will possess qualifications equal to or superior to those of the Key Person being replaced. The Contractor shall not substitute Key Personnel without written consent from the Contracting Officer. No change in fixed unit prices may occur as a result of Key Personnel substitution. The Key Personnel may, with the consent of the contracting parties, be amended from time to time during the course of this contract to either add or delete personnel, as appropriate, provided that the contracting officer may ratify, in writing, such diversion and such ratification shall constitute the consent of the Contracting Officer. Substitutions of Key Personnel shall be equal to or have greater qualifications than the personnel being replaced.

Key Personnel

Project Manager

MCC is seeking a Project Manager with the following skills:

• 7 to 10 years of experience of Senior Level Management AND Technical Leadership in the areas of digital capacity assessment and development

• Demonstrated experience in data assessments and international development in Africa

• Team expertise in the use of data and data skills to accelerate development on a Sub-national and national scale

• Demonstrated experience for data training, data visualization, and data communication

• Demonstrated experience in mapping data flows on the sub-national and the national scale

• Experience in measureable impacts, achieving results, and integration of current technologies into recommendations

Preferred skills

• 7 to 10 years of experience of Senior Level Management AND Technical Leadership in the areas of development in the context of emerging economies

• Experience in sub-national data collection and analysis

• Experience and/or knowledge in Lesotho

• Demonstrated innovation in data assessment and/or statistical capacity building

• Expertise in social and gender aspects of digital literacy and data skills

Non - Key Personnel

A small team (3 to 5 individuals) comprised of local, regional and/or international experts to leverage disparate capabilities is expected to complete the diverse aspects of the study. The ideal team would have specific knowledge and prior experience around data, data landscapes, and data function, and generalized or generalizable experience across the sectors of interest.

Collaboration with in-country personnel would be appropriate to help gather data and to fully contextualize the study's results

Quoters must complete the table below comprised of the small team that would be needed to complete the study.

Contract Labor Category Description of Role Qualifications

MCC 52.203-70 CONTRACTOR NON-DISCLOSURE AGREEMENT (MAY 2017)

All contractor employees or independent contractors engaged in this contract shall provide a non-disclosure agreement as follows signed by the individual contractor/consultant and, if a contractor employee, by the contractor's contract administrator:

NON-DISCLOSURE AGREEMENT

I, _________ do solemnly swear (or affirm) that I will not divulge any information, whether obtained orally or in writing from, or data maintained by the Millennium Challenge Corporation (MCC) to any unauthorized person for any purpose.