05 - 95332423Q0050 FE.pdf

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 CODE 17a. 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

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.

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)

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

OFFER

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

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

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: % FOR:

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

WOMEN-OWNED SMALL

BUSINESS (WOSB)

ECONOMICALLY

DISADVANTAGED

WOMEN-OWNED SMALL

BUSINESS (EDWOSB)

8 (A)

NAICS:

SIZE STANDARD:

STANDARD FORM 1449 (REV. 3/2005) BACK

19.

ITEM NO.

20.

SCHEDULE OF SUPPLIES/SERVICES

21.

QUANTITY

22.

UNIT

23.

UNIT PRICE

24.

AMOUNT

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE

41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42a. RECEIVED BY (Print)

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

40. PAID BY

32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f. TELPHONE NUMBER OF AUTHORZED GOVERNMENT REPRESENTATIVE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

33. SHIP NUMBER 34. VOUCHER NUMBER 35. AMOUNT VERIFIED

CORRECT FOR

PARTIAL FINAL

37. CHECK NUMBER

38. S/R ACCOUNT NO. 39. S/R VOUCHER NUMBER

36. PAYMENT

COMPLETE PARTIAL FINAL

95332423Q0050

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:

Section B - Supplies or Services and Prices/Costs

Item Number Base Item Number

Supplies/Services Quantity Unit

0001 Zambia Technical Support Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

BASE PERIOD

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

IDC Type: Not Applicable

Item Number Base Item Number

Supplies/Services Quantity Unit

1001 Zambia Technical Support Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD ONE

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 1 Option Time Date: 8/25/24 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Item Number Base Item Number

Supplies/Services Quantity Unit

2001 Zambia Technical Support Services 1 LT

Contract Type:Time and Materials Unit Price

Other Direct Costs Extended Price

Description:

OPTION PERIOD TWO

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 2 Option Time Date: 8/25/25 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Item Number Base Item Number

Supplies/Services Quantity Unit

3001 Zambia Technical Support Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD THREE

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 3 Option Time Date: 8/25/26 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable

Item Number Base Item Number

Supplies/Services Quantity Unit

4001 Zambia Technical Support Services 1 LT Contract Type:Time and Materials

Unit Price Other Direct Costs

Extended Price

Description:

OPTION PERIOD FOUR

LABOR AND OTHER DIRECT COSTS

Purchase Requisitions

Option: 4 Option Time Date: 8/25/27

Option Time Duration: 365 Option Time Units: Days IDC Type: Not Applicable

Clauses incorporated by reference

None

Clauses incorporated by full text

Section B

B.1 PURPOSE & INTRODUCTION

MCC is seeking a Contractor for Technical Advisory Services (TAS) related to various infrastructure sectors in support of MCC in the further development and oversight of implementation of a second compact with the Republic of Zambia.

B.2 SERVICES TO BE PROVIDED

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.

The COVID-19 pandemic is impacting MCC's operations and as of this solicitation posting, the extent of the impacts are still evolving. Due to this uncertainty, various aspects of the requirement terms may change (e.g., period of performance). Should changes be necessary, the Government will determine whether they are material and whether to engage in communications. This may lead to revisions in certain terms of this requirement to ensure tasks can proceed safely.

Activities involving international and/or domestic travel may be delayed and/or modified. MCC will only approve the start of fieldwork under this requirement once the target country relaxes social distancing and removes travel-related restrictions.

When in-country work begins, the contractor will be expected to take precautions to protect their staff, enumerators, respondents, and other stakeholders from COVID-19 exposure. This can include using face masks, checking enumerator temperatures daily before going out in the field, and considering the possibility of phone interviews rather than in-person interviews. Should any delays be necessary due to COVID-19, the contractor shall inform MCC as soon as possible to discuss the best course of action.

Please refer to the following resources for up-to-date information regarding COVID-19:

https://www.cdc.gov/coronavirus/2019-ncov/index.html https://www.cdc.gov/coronavirus/2019-ncov/travelers/index.html https://travel.state.gov/content/travel/en/traveladvisories/traveladvisories.html/

B.3 CONTRACT TYPE

MCC anticipates awarding a single Time & Materials Contract Type, with Contract Line Item Number(s) that have Firm Fixed Price (FFP) hourly labor rates and: Cost Reimbursable Other Direct Cost (ODCs).

B.4 DIRECT LABOR MIX & DIRECT LABOR COSTS

https://www.cdc.gov/coronavirus/2019-ncov/travelers/index.html https://travel.state.gov/content/travel/en/traveladvisories/traveladvisories.html/

Tables one (1) through three (3) below are provided as the following attachment to the RFQ in Section J: J.1 "Request for Quote (RFQ) Price Template, Excel File".

Table 1. Direct Labor Mix quoted labor rates categories Base OY 1 OY 2 OY 3 OY 4

Lead Engineer

Project Director

Transportation Planner/Modeler

Intermodal Transport Specialist

Transport Logistics Specialist

Highway/Toll Road Specialist

Vertical Structures/Facilities Specialist

General Civil Engineer

Cost Engineer/Estimator

Transport Section Public-Private Partnership Specialist

Transport Section Economist/Economic Analyst Modeler

Financial Modeler/Analyst

Institutional Legal Regulatory Expert

Project Development Expert

Public-Private Partnership Legal Expert (International)

Public-Private Partnership Legal Expert (Local)

Public Investment Advisor

Accounting/Tax Expert

Geospatial Information Systems Specialist

Climate Change Specialist

Energy Engineer/Specialist

Water Engineer/Specialist

Environment and Social Management Specialist

Health and Safety Specialist

Gender and Social Inclusion Specialist

Resettlement Specialist

Monitoring and Evaluation Specialist

Project Support Specialist

Other Specialists quoted labor hours level of effort Base OY 1 OY 2 OY 3 OY 4 TOTAL

Lead Engineer

Project Director

Transportation Planner/Modeler

Intermodal Transport Specialist

Transport Logistics Specialist

Highway/Toll Road Specialist

Vertical Structures/Facilities Specialist

General Civil Engineer

Cost Engineer/Estimator

Transport Section Public-Private Partnership Specialist

Transport Section Economist/Economic Analyst Modeler

Financial Modeler/Analyst

Institutional Legal Regulatory Expert

Project Development Expert

Public-Private Partnership Legal Expert (International)

Public-Private Partnership Legal Expert (Local)

Public Investment Advisor

Accounting/Tax Expert

Geospatial Information Systems Specialist

Climate Change Specialist

Energy Engineer/Specialist

Water Engineer/Specialist

Environment and Social Management Specialist

Health and Safety Specialist

Gender and Social Inclusion Specialist

Resettlement Specialist

Monitoring and Evaluation Specialist

Project Support Specialist

Other Specialists

TOTAL 4,420 4,390 3,716 2,884 2,705 18,115

quoted labor cost

*labor / CLIN 0001 1001 2001 3001 4001 TOTAL

Lead Engineer

Project Director

Transportation Planner/Modeler

Intermodal Transport Specialist

Transport Logistics Specialist

Highway/Toll Road Specialist

Vertical Structures/Facilities Specialist

General Civil Engineer

Cost Engineer/Estimator

Transport Section Public-Private Partnership Specialist

Transport Section Economist/Economic Analyst Modeler

Financial Modeler/Analyst

Institutional Legal Regulatory Expert

Project Development Expert

Public-Private Partnership Legal Expert (International)

Public-Private Partnership Legal Expert (Local)

Public Investment Advisor

Accounting/Tax Expert

Geospatial Information Systems Specialist

Climate Change Specialist

Energy Engineer/Specialist

Water Engineer/Specialist

Environment and Social Management Specialist

Health and Safety Specialist

Gender and Social Inclusion Specialist

Resettlement Specialist

Monitoring and Evaluation Specialist

Project Support Specialist

Other Specialists

TOTAL

Labor Categories and Labor Rates: Table 1 above depicts the Government's request for at least twenty-nine (29) different labor categories over the life of the contract. The vendor will quote fully burdened labor rates inclusive of all direct and indirect cost loaders.

Labor Level of Effort (LOE) Hours: This is a technical assistance, Time and Materials requirement. The number of estimated labor hours are an illustration of the government's depiction of the requirement by contract year; The total # of hours specified for each year is fixed and shall remain unchanged by Quoters'; Quoters will choose how to allocate estimated labor LOE Hours, according to their own unique quoted technical methodology, approach and labor categories.

Labor / CLIN: This is where the Quoters' labor rates, multiplied by the quoter's labor hours, will yield the Quoter's fully burdened labor costs for each respective labor category.

Table 2. Other Direct Costs

ODC /

CLIN

0001 1001 2001 3001 4001 TOTAL

ODCs $199,800 $145,028 $147,504 $155,217 $133,713 $781,262

G&A; etc.

TOTAL $199,800 $145,028 $147,504 $155,217 $133,713 $781,262

ODCs are estimates only and will be on a cost reimbursable basis and definitized when requirement(s) are identified & defined. Indirect costs include but are not limited to: domestic and international airfare, domestic and international per diems, domestic travel, car rentals (drivers, gas, tolls), equipment rentals, sub-contractors, data collection, hotels, communications (internet, phone, etc.) ODCs are set & established as fixed by the Government for the purposes of soliciting and evaluating Quotes and thus: are to remain unchanged by Quoter(s). Quoter(s) are permitted to markup ODCs with General

& administrative and or Material Handing cost loaders if applicable.

Table 3. Labor & ODCs

CLIN 0001 1001 2001 3001 4001 TOTAL

*labor totals

*ODC sub-total $199,800 $145,028 $147,504 $155,217 $133,713 $781,262

G&A; etc.

*ODC total $199,800 $145,028 $147,504 $155,217 $133,713 $781,262

*CLIN total costs

Table 3 above is a summary Table of Tables 1 and 2 above.

B.5 LIMITATION OF FUNDS - INCREMENTALLY FUNDED CONTRACTS

In accordance with clause 52.232-72 MCC 52.232-72 LIMITATION OF FUNDS - INCREMENTALLY FUNDED CONTRACTS (NOV 2006) MCC 52.232-72 Limitation of Funds - Incrementally Funded Contracts funds in the amount of $_________ have been allotted to this contract. It is contemplated that funds now obligated under this contract will cover the work to be performed until _________. The Contractor shall not perform work on the contract which exceeds the total amount actually allotted by the Government to the contract. The Government is not obligated to reimburse the Contractor for costs incurred in excess of the total amount allotted by the Government to this contract. The contractor assumes the risk for any increased costs beyond what the Government obligates.

UNCLASSIFIED

UNCLASSIFIED

Section C - Description/Specifications/Work Statement

Clauses incorporated by reference

None

Clauses incorporated by full text

Section C

Transport and Logistics Technical Advisory Services for Second Compact with Republic of Zambia

STATEMENT OF WORK

1. INTRODUCTION

The Millennium Challenge Corporation (MCC) is an independent U.S. government agency working to reduce global poverty through economic growth. MCC was created by the U.S. Congress in January 2004 with strong bipartisan support and has changed the conversation on how best to deliver smart U.S. foreign assistance by focusing on good policies, country ownership, and results. MCC provides time-limited grants promoting economic growth, reducing poverty, and strengthening institutions. MCC grants are designed to complement other U.S. and international development programs and create an enabling environment for private sector investment. MCC offers three (3) types of grants:

• Compacts—large, five-year grants for selected countries that meet MCC's eligibility criteria

• Concurrent Compacts for Regional Investments—grants that promote cross-border economic integration, and increase regional trade and collaboration

• Threshold Programs—smaller grants focused on policy and institutional reform in selected countries that come close to passing MCC's eligibility criteria and show a firm commitment to improving their policy performance

MCC programs tackle some of the most pressing challenges people face in developing countries, like supplying electricity so businesses can operate and students can study after dark; providing clean drinking water so women don't have to walk long distances—sometimes at great personal risk—to get water for their families; and building roads so farmers can get their goods to market and children can get to school. To date, MCC has invested more than $14 billion in compact and threshold programs worldwide that support country-led projects in the following areas:

• Agriculture and irrigation

• Anti-corruption

• Education (including the renovation, rehabilitation and new construction of schools)

• Energy and power (including generation, distribution, and transmission)

• Finance and enterprise development

• Health

• Land rights and access to land

• Transportation infrastructure (including roads, bridges, ports, border crossing facilities and logistics)

• Water supply and sanitation

In 2022, MCC established two corporate strategic priorities: climate change and inclusion and gender.

MCC recognizes that climate change, poverty, and economic growth are inextricably linked. Climate change poses the greatest risk to developing countries, whose people, economies, and institutions are less able to adapt or afford its consequences. MCC's strategy to integrate climate change considerations more fully into its core business comprises six objectives, each supported by a set of specific activities. This strategy will guide MCC's work across all programs, whether under development, in implementation, or post-implementation. MCC's Climate Change Strategy is published online at https://www.mcc.gov/resources/doc/climate-change-strategy.

MCC also recognizes that growth alone will not meet its poverty reduction mandate if its programs are not inclusive and sustainable. Promoting social inclusion and gender is at the core of MCC's mission to reduce global poverty and promote economic growth. MCC's strategy to integrate inclusion and gender will expand the ability of excluded groups to access, participate in, and derive benefits from MCC programs. This strategy will expand the ability of excluded groups to access, participate in, and derive benefits from MCC programs through routine and systemic integration of inclusion and gender into program design. MCC's Inclusion and Gender Strategy is published online at https://www.mcc.gov/about/priority/inclusion-and-gender.

Country ownership of compacts is a core part of MCC's model and influences a great deal of MCC's work. MCC supports this through the country partners in their assembly of a local, in-country team of professionals for each compact known as an "Accountable Entity" and often referred to as "Millennium Challenge Account" or MCA. An MCA exists solely to implement a compact. Each MCA is overseen locally by a Board of Directors comprised of representatives within the partner country. Due to a compact's five-year term limit, the MCA essentially functions as program management entity as most compact consist of two or more projects.

2. BACKGROUND

2.1 Compact Development Process (Up to Compact Entry into Force)

The table below provides a general outline of MCC's current compact development process by phase. Certain activities are conducted by representatives of partner government normally organized into, and functioning as, members of a Compact Development Team (CDT) and later a Millennium Challenge Account (MCA). Other activities are conducted by MCC representatives typically organized into and functioning as a Country Team (CT).

https://www.mcc.gov/resources/doc/climate-change-strategy https://www.mcc.gov/about/priority/inclusion-and-gender

Partner Country Activities MCC Activities

Phase 1: Startup and Preliminary Analysis (Typically 12 months)

• Names Compact Development Team National Coordinator

• Establishes Core Team responsible for developing the compact

• Conducts analyses of:

o constraints to economic growth o social and gender inequality o investment opportunity assessment

• Commences initial public consultations

• Assists with and provides feedback on preliminary analyses

• Provides guidance on public consultations and results-focused project design principles and tools

Phase 2: Project Definition (Typically 6 months)

• Consults stakeholders on potential projects

• Provides a Concept Note for each potential project

• On the basis of MCC technical guidance, develops more detailed Concept Papers

• Reviews Concept Notes, provides initial technical assessment

• Provides formal approval of Project Concepts Notes, identifying suitable projects and needed studies

• Can provide compact development 609(g) funding if needed for project development of approved concepts

Phase 3: Further Project Development and Appraisal (Typically 6 months)

• Prepares detailed project proposals jointly with MCC staff

• Consults stakeholders on project design and sustainability

• Prepares detailed project proposals jointly with country partner compact development staff

• May disburse 609(g) funding for and assist with required feasibility studies, environmental impact assessments, resettlement plans, preliminary designs, etc.

• Conducts full appraisal of projects

• Provides investment recommendation to MCC senior management

• Once agreed, MCC notifies Congress of its intent to enter into compact negotiations

Phase 4: Compact Negotiations and Signing (Typically 3 months)

• Conduct negotiations on technical and legal content of compact

• MCC Board considers compact for approval

• If approved, MCC and the country sign the compact

Phase 5: Pre-Entry Into Force (Typically 12-24 months)

• Establishes the Millennium Challenge Account (MCA) Accountable Entity

• Completes Implementing Entity agreements

• Completes annual budgets and implementation plans

• Completes Terms of Reference/bidding documents as applicable and work plans

• Pre-qualifies consultants and contractors for early procurements

• Assists with and provides feedback on the process

• Provides guidance on formation of Accountable

Entity, staffing, budgets, and work plans

• Reviews, provides input to, and approves Terms of

Reference, bidding documents, and pre-qualification documents

2.2 Country Context of the Republic of Zambia

The Republic of Zambia is a landlocked or "land-linked" country in south-central, sub-Saharan Africa. It gained independence from the United Kingdom in 1964 and has since maintained relative political stability. The country has a wealth of natural resources and was one of the fastest growing economies in Africa from 1994 to 2014. Despite this growth, widespread rural poverty, high unemployment level and severe income inequality persist. These factors are made worse by a high birth rate, a relatively high HIV/AIDS burden, the persistence of market-distorting agricultural and energy policies, an overreliance on copper extraction, a high cost of capital, significant corruption and growing national debt currently at 120% GDP-to-debt ratio and recent default on a Eurobond in 2020.

Following the election of President Hakainde Hichilema in 2021, the GRZ has prioritized private sector-led growth, more market-friendly policies, and a decentralization of responsibilities and budgets to local authorities. Parallel to this, the GRZ has initiated new budget disciplines as part of a debt restructuring agreement with the IMF, a consequence of the country's earlier heavy public borrowing that pushed debt-to-GDP levels above 120 percent. The GRZ's proposed reforms aim to rationalize scarce budget resources and supply more credit to the private sector. In a complementary vein, the GRZ has also signaled in its Eighth National Development Plan a renewed emphasis on economic diversification led by investments in the country's underperforming farm and food processing sectors. This attention to agriculture acknowledges both the economic locus of Zambia's poverty, particularly among its majority rural population, and its potential for kickstarting economic growth.

2.3 First Compact with the Government of the Republic of Zambia

MCC's first engagement with Zambia, a landlocked country in south-central Africa, began in 2004 when the MCC Board of Directors selected the country for a threshold program. Throughout that three-year program, the trajectory of the country's scorecard performance improved, leading the Board to select Zambia as eligible for a compact in December 2008. MCC and the GOZ then conducted a nationwide analysis to identify the main factors that were limiting inclusive growth in the country. The analysis of binding constraints in Zambia was completed in 2011, before MCC had established current constraints analysis guidance and standards. For this analysis, the GOZ proposed and MCC assented to applying an "Inclusive Growth Diagnostics" framework. Operationally, this analysis aimed to identify constraints to more inclusive growth and poverty reduction and attempted to answer the question of why Zambia's growth rate had not accelerated in recent years. The analysis identified three binding constraints: 1) the low quality of human capital; 2) poor infrastructure services, including electricity, rail transportation and rural and peri-urban water; and 3) coordination failures where the country fails to provide sufficient complementary goods and services to help private investors be profitable and competitive, such as lack of investment in infrastructure in high return areas. In consultation with the Government of Zambia, MCC ultimately selected the binding constraint of water and sanitation in rural and peri-urban areas to underpin the compact. MCC then signed a $354.8 million compact with the Government of the Republic of Zambia (GRZ) in 2012 which entered into force on November 15, 2013 and ended on November 15, 2018.

2.4 Development of the Second Compact with the Government of the Republic of Zambia

In December 2021, MCC's Board of Directors selected the Republic of Zambia as eligible to develop a second compact, following successful closure of the first compact in November 2018. MCC, in consultation with GRZ, prioritized agriculture and agro-processing (AAP) as a growth path for constraints analysis. The MCC Country Team focus on the AAP growth path follows the findings of a vast scholarly literature that points to agricultural productivity's outsized impact on poverty reduction as well as its role in driving structural transformation, i.e. the transition of economies from subsistence agriculture to modern manufacturing and services. Agricultural productivity growth raises food supplies, lowers food prices, increases food security, and gradually releases farm labor to work in nascent manufacturing and service sectors.

Partly on this basis, MCC and the GRZ identified in March 2022 the following binding constraints:

1. Inadequate Agricultural Inputs and Policies: Low yields and limited growing season owing to inadequate irrigation and distortive and uncertain policy environment for inputs, outputs, and exports.

2. Poor Roads and Transport: Secondary and tertiary roads are poor or non-existent, reducing market access, and poor regional connectivity with border countries. (economy-wide constraint).

3. Low Access to and Reliability of Electrical Power: The rural population is almost entirely unconnected to the grid, and climate change increases risks to the country's current hydropower dependence for generation.

(economy-wide constraint).

4. Low Access to Credit: Prohibitively high interest rates discourage borrowing, a lack of working capital and long-term growth capital (3+ years), a very low share of firms obtain bank loans, and bank lending to Small-and-Medium Enterprises (SMEs) is very limited. (economy-wide constraint).

5. Lack of Skilled Labor in Agriculture and Agro-Processing: There is a mismatch between workers' skills and firm needs in the agriculture processing space; a weak Technical and Vocational Education Training curriculum does not address employers' demands.

In June 2022, MCC and the GRZ identified three constraints to growth along the AAP value chain: inadequate agriculture inputs and policies, poor roads and transport, and low access and reliability of electric power.

The MCC Zambia Country Team presented the results of the constraints analysis to the MCC management on April 7, 2022. On April 15, 2022, the MCC CEO sent a letter informing the GRZ of the five identified constraints and requested that the government choose two to three constraints for root cause analysis. On May 5, 2022, MCC received a letter from GRZ Minister of Finance and National Planning that the government had selected Inadequate Agricultural Inputs and Policies, Poor Roads and Transport, and Low Access to and Reliability of Electrical Power as the binding constraints for further development through root cause analysis.

The GRZ formally submitted three Concept Notes to MCC in December 2022 related to the AAP Growth Path in areas of infrastructure, finance and policy reform. MCC evaluated and refined these concepts to focus on the following three objectives:

1. Decrease transportation costs on domestic and regional (i.e., connecting to one bordering country) road segments targeted by a Transportation and Logistics for AAP Project.

2. Increase production of crops and processing for AAP high-value chains targeted by an Access to Finance for AAP Project; and

3. Increase the share of agricultural input supply and the purchase, marketing, and storage of grain reserves provided by the private sector targeted by a Policy and Institutional Reform for AAP Project.

MCC and the GRZ chose to focus mostly on transportation and logistics aspects of infrastructure to support growth along the AAP value chain for multiples reasons. The absence and poor conditions of roads and transport infrastructure in Zambia create costly barriers to domestic and regional market access, reduce the distance goods can profitably travel, and consequently discourage investments in the AAP value chain. About 7.5 million rural Zambians, comprising most of the country's agricultural labor force, lack access to good roads. The share of Zambia's population that lives within two kilometers of an all-season road is half the African average. Zambia's road network has the lowest density in sub- Saharan Africa, and 85 percent of it is unpaved. Most agricultural activities rely on approximately 14,300 km of unpaved Primary Feeder Roads, more than 80 percent of which are classified as in "poor" condition according to the GRZ Road Development Agency. Zambia's poor road and transport infrastructure constraint manifests in two forms: (1) inadequate rural access, and (2) poor regional connectivity, including major roads and border crossings. Within (1), MCC and GRZ has thus far identified several root causes, including poor maintenance of the existing rural road network, planning that fails to account for current and emerging demands, and weak linkages to other transportation modes, e.g., rail. Under (2), root causes include bottlenecks at border crossings, due to inefficient administrative processes, including 17 different GRZ offices responsible for agricultural exports, and poor physical infrastructure, e.g., checkpoints, storage, as well as costly logistics services. In the case of the border with the Democratic Republic of the Congo border, a history of political border disputes and inadequate infrastructure contribute to truck queues of up to 60 kilometers.

The MCC CEO approved the Concept Definition Memo on March 29, 2023, to authorize joint design of three projects:

a) Transport and Logistics Project: The objective is to decrease transportation costs on domestic and regional road segments. MCC will explore opportunities to improve transportation and logistics infrastructure, maintenance and services that reduce costly barriers to market access and facilitate greater production, diversification, and job growth in AAP.

b) Access to Finance Project: The objective is to increase production of crops and processing for AAP high-value chains.

Farmers and processors are unable to invest in key inputs for production, including irrigation, off-grid power generation, and machinery for factories to enhance productivity because of limited access to finance. MCC will explore approaches that can match investment capital for productive activities in AAP, including public-private partnerships, leveraged grant facilities, and project preparation for finance.

c) Policy and Institutional Reform Project: The objective is to increase the share of agricultural input supply and the purchase, marketing, and storage of grain reserves provided by the private sector. MCC will explore opportunities to implement policy and institutional reform to enhance appropriate roles of the public and private sectors to allow for more efficient markets for inputs, production, and trade to boost incomes and employment to reduce poverty for men and women. Through further due diligence, the CT will gain a better understanding of challenges to reforming two key programs, the Farmer Input Support Program and the Food Reserve Agency and develop a compact reform approach jointly with the GRZ.

Given the above approval, the MCC Zambia Country Team and the GRZ Compact Development Team entered the next phase (e.g., Phase 2) of compact development. MCC staff, with assistance of various consultants (including the Contractor) will conduct due diligence and joint design activities through June 2024. MCC currently projects to make a formal investment decision around July 2024, followed by compact negotiations with the GRZ in August 2024, and culminating with signing of a compact perhaps by December 2024.

3. SCOPE

The scope of this contract includes Technical Advisory Services (TAS) related to various infrastructure sectors in support of MCC in the further development and oversight of implementation of a second compact with the GRZ. The infrastructure sectors include, but may not be limited to, transportation, logistics, vertical structures (i.e., buildings and facilities); water, sanitation and irrigation; electrical power; and miscellaneous infrastructure incidental to agricultural production, processing, storage and distribution activities.

The scope of TAS includes aspects of infrastructure planning and analyses, design and construction; project and program design and management related to scope, quality, cost, and schedule; and infrastructure policy analysis and institutional reform assessments. As of April 2023, MCC anticipates most of the scope will be pre-feasibility studies and to provide peer review of feasibility studies and engineering designs produced by others.

The Contractor shall provide MCC with general technical advisory support summarized below, in the following section, and through subsequent TDs. MCC will define the specific tasks, deliverables and delivery schedule and authorize Level of Effort of each engagement during a period of performance through Technical Directives (TDs).

• Providing Program or Project Management Support, specifically by developing and updating cost tracking tools, schedules, risk registers and similar tools;

• Providing guidance and oversight to MCA counterparts in Program Management, QA/QC, Road Safety, FIDIC Contracting and other similar topics;

• Providing appropriate guidance consistent with the IFC Performance Standards and EHS Guidelines, tools, and assistance and, where necessary, help to strengthen institutional capacity and policies to integrate internationally accepted principles of environmental and social sustainability and social and gender equity into the design and implementation of MCC-funded projects;

• Provide appropriate guidance in integrating cost-effective, climate resilient designs and greenhouse gas emission reductions and other climate change mitigations into the project;

• Assisting in drafting and reviewing Terms of Reference for consultants to work on various compact issues;

• Providing advisory services consistent with MCC's Gender Policy, MCC's Combatting Trafficking in Persons (C-

TIP) Policy, MCC's Social and Gender Inclusion Policy (SGIP) and MCC's Inclusion and Gender Strategy. Such services would generally help strengthen policy, guidance and approaches to social and gender integration into the design and implementation of MCC-funded projects through a focus on both risk mitigation(e.g., TIP, sexual harassment) and opportunities (e.g., female employment in construction); and

• Reviewing Terms of Reference for consultants to be retained by the MCA-Zambia to provide services, good and construction works that may be funded through a compact.

4. APPLICABLE DIRECTIVES

MCC will provide the Contractor with any applicable directives after contract award. Generally applicable directives include MCC policies, including those publicly available on MCC's website, as well as internal policies that are not publicly available. Below are the directives that are the most relevant to the scope of services and tasks that the Contractor provide and perform under this contract.

a. MCC Program Procurement Guidelines (public)

b. MCC Program Grant Guidelines (public)

c. MCC Compact Development Guidance (public/under revision), including General Infrastructure Guidance

d. MCC Procurement Handbook (internal)

e. MCC-ESP Environmental Guidelines (internal)

f. MCC Climate Strategy (public)

g. MCC Inclusion and Gender Strategy (public)

h. MCC-TVS Road Development and Implementation Guidelines (internal)

i. MCC-TVS Vertical Structures Development and Implementation Guidelines (internal)

j. MCC-EPG Power Sector Guidance (internal)

k. MCC-WSI Water Sector Guidance (internal)

5. TASKS

The Contractor will perform a variety of tasks that generally align with the phases of compact development. Tasks during the early compact development phase typically involve analyses and recommendations to MCC intended to inform decision-making and risk management. Tasks during the period after Compact Signing and Entry Into Force typically involve review of data, information and deliverables produced by others (e.g. engineering consultants to the Government of Zambia), additional risk management, and advising MCC on various aspects of overseeing the implementation of a compact.

5.1 Tasks by Compact Phase

MCC requires the Contractor to provide TAS in support of a combination of due diligence, pre-feasibility, feasibility, project definition, project development and appraisal, compact negotiations, and the compact implementation phases of compact lifecycle. MCC may require the Contractor to perform a variety of tasks to evaluate, incorporate and/or expand on analyses conducted by MCC or others. As stated above, MCC will define the specific tasks, deliverables and delivery schedule, and authorize a Level of Effort, for each engagement during a period of performance. The nature of the tasks by phase of compact development and implementation is described below.

Due Diligence. This phase identifies and evaluates the context of infrastructure sector within a particular country.

Generally, due diligence activities and tasks focus on answering questions posed by MCC that are relevant to a particular sector to inform the compact development process. Typical outputs of the due diligence phase are analyses and recommendations related to sector policy, stakeholders, institutional capacity, regulatory framework, and other aspects the sector within a particular country. The sector assessment represents an initial review of the technical (infrastructure), institutional, regulatory, and policy environment of the sector (e.g., transportation, energy, water supply) in Zambia. Some outputs of due diligence may relate to potential project alternatives and assessment of risks intended to broadly inform MCC's subsequent investment decisions later in compact development.

This phase may also include initial concepts and definitions of policy and institutional reform interventions, as well as capacity building and technical assistance, of the type that MCC often includes within transport projects in compacts.

Such policy and institutional reform analyses typically include (i) advancing sector reform, and restructuring, to improve sector performance; (ii) ensuring financial sustainability of investments within the infrastructure sector (iii); catalyzing private sector investment necessary to meet the country's sustainable growth ambitions and (iv) promoting development that is sustainable in terms of economy, environment and equity, (v) and aspects related to climate change adaptation and mitigation, and (vi) aspects related to inclusion and gender.

During this phase, the Contractor will typically assess the identification and viability of infrastructure investments proposed as concepts to MCC, primarily related to agriculture, transport and border crossings. MCC may task the Contractor to undertake an overall transport and logistics sector analysis, inclusive of primary data collection, to ascertain and/or confirm constraints to reductions in transport cost in the sector and the possible mitigation measures to those constraints and to ascertain if there are any legal, political, policy, or institutional/regulatory issues that would prevent MCC from working successfully in the sector. MCC may also task the Contractor to conduct or review an analysis to see whether potential projects address root cause problems identified in the constraints analysis and subsequent root cause and problem tree evaluations.

Pre-Feasibility. This phase defines preliminary project candidates or alternatives with respect to technical (e.g., scope, quality, capacity, output) and economic (costs incurred and benefits provided) characteristics that determine potential viability. The typical scope of an infrastructure pre-feasibility study may include a set of potential capital investments of various sizes and locations within a country which together would exceed the capacity of a single compact in terms of budget envelop and five-year implementation period, or may otherwise not be feasible. Such a study would generally adhere to MCC's standards for such studies with respect to rigor, content, organization and format. Findings of a pre-feasibility phase would assist the MCC Zambia CT and GRZ Zambia CDT investment screening and indicate which project alternatives may be feasible and warrant additional analyses during the feasibility stage. This phase often includes refinements to policy and institutional reform interventions and capacity building of the type that MCC often includes within transport projects in compacts.

During this phase, the Contractor will typically review relevant information produced by others (e.g., studies and designs produced by others made available by the GRZ), lead or assist in the preliminary definition of project candidates for appraisal and evaluation by MCC and GRZ, perform preliminary cost-benefit analyses of project candidates in close collaboration with MCC economists, Feasibility. This phase more precisely defines project candidates or project alternatives with respect to technical (e.g., scope, quality, capacity, output) and economic (costs incurred and benefits provided) characteristics that confirm overall viability. During this phase, representatives from a country's compact development team collaborate with MCC staff and consultants to translate broad concepts into project alternatives. The typical scope of an infrastructure feasibility study may include a sub-set of candidate capital investments identified as viable during the pre-feasibility phase that warrant further elaboration and study with respect to costs, benefits and risks. The outputs of the feasibility phase confirm of technical feasibility and economic viability and inform the prioritization and final selection among project candidates. This phase may also consider infrastructure procurement strategies and project delivery methods, such as design-bid-build, design-build, design-build-operate-transfer, and public-private partnerships consistent with MCC's Program Procurement Guidelines. This phase often includes refinements to policy and institutional reform interventions and capacity building of the type that MCC often includes within transport projects in compacts.

During this phase, the Contractor will typically review feasibility studies and other technical studies and designs and make recommendations to MCC with regards to the quality, accuracy, and adequacy of those document prior to finalization of packages for construction bidding.

Project Definition, Development and Appraisal – Joint Design. This phase refines preliminary concepts for projects with respect to objectives, scope, quality, capacity, cost and schedule prior to a formal investment decision by MCC into project candidates. This phase also elaborates of project objectives, scope, quality, capacity, cost and schedule into activities and possibly sub-activities. This phase typically incorporates key findings from feasibility studies, environmental assessments, risk assessments, and analyses of beneficiaries. This phase also addresses operational and financial sustainability and overall risks of compact projects against MCC investment criteria and other standards. This phase may confirm infrastructure procurement strategies and project delivery methods, such as design-bid-build, design-build, design-build-operate-transfer, and public-private partnerships consistent with MCC's Program Procurement Guidelines.

During this phase, representatives from a country's compact development team continue collaboration with MCC staff and consultants to increase the readiness for a formal MCC investment decision prior to entering into compact negotiations.

During this phase, representatives from a country's CDT collaborate with MCC staff and consultants to refine one or more project proposals. Each project proposal serves to clarify, organize, and prioritize potential investment ideas and to establish a coherent logic for the proposed compact program. A project proposal includes specific proposed investments and activities (in most cases, a combination of training, skills development and capacity building; capital investments such as infrastructure; institutional strengthening measures; and critical regulatory, legal, and policy reforms); estimates their costs and benefits; identifies specific beneficiary populations and explains how benefits will accrue to the poor, women, and disadvantaged social groups; and describes the logical cause-and-effect relationships that lead from each of the proposed investments and activities to changes in behaviors and improved outcomes. This phase will identify preferred infrastructure procurement strategies and project delivery methods, such as design-bid-build, design-build, design-build-operate-transfer, and public-private partnerships consistent with MCC's Program Procurement Guidelines. This phase often includes refinements to policy and institutional reform interventions and capacity building of the type that MCC often includes within transport projects in compacts.

During this phase, the Contractor will typically assist MCC to develop and/or refine one or more preliminary project concepts and make recommendations with regards to optimal project definition and design. For a second compact with Zambia, this phase will yield an investment-grade definition in terms of scope, quality, cost and schedule of a Transportation and Logistics for AAP Project. The justification will likely include ranges of costs and benefits and a preliminary range of economic rates of return.

Efforts by the MCC Zambia CT, GRZ Zambia CDT, and MCC's consultants during this and the preceding phases culminate in a formal decision by MCC's Investment Management Committee and MCC CEO on the overall scope, budget and duration of a second compact with GRZ prior to compact negotiations.

Compact Negotiations, Signing and Pre-Entry Into Force. The term "compact negotiations" means the activities and duration of time when MCC and representatives of a partner country (i.e., Zambia) negotiate the scope, terms, conditions and budgetary aspects of a compact. Compact negotiations are typically hosted by MCC in the headquarters office premises that is physically located in Washington, DC. MCC may require the Contractor to provide TAS prior to, during and after formal compact negotiations. Such services may include communication of previous analyses, revision of previous analyses in "real time" to reflect changes in assumption and/or input parameters to cost models and planning schedules. The term "Entry into Force," or EIF, means the milestone of a compact period of implementation begins under the terms and conditions of the compact.

Pre-EIF Period. This phase begins after compact signing and ends at EIF). This phase typically involves constituting the Millennium Challenge Account (MCA) in the partner country through hiring of staff and establishing work premises. This phase may also include the completion of feasibility studies and preliminary or final designs. MCC prohibits MCA from commencing construction and certain other activities prior to EIF.

Compact Implementation. This phase begins at EIF and ends at Compact End Date (CED). The CED is 5 years after EIF and is the period of time when an MCA implements all compact-funded activities and often related activities funded by the partner government as "country contributions" to the compact.

5.2 Tasks by Type

Within the context of typical tasks by phase described above, the Contractor may be directed to provide TAS to MCC and perform the following tasks:

a. Provide overall program or project management support, specifically by developing and updating cost tracking tools, planning schedules, review of schedules prepared by others, assess risks in terms of probabilities and consequences, preparation of and/or review of Responsible, Accountable, Consulted and Informed (RACI) matrix, and similar program/program management tools;

b. Conduct an overall transport and logistics sector analysis, inclusive of primary data collection, to ascertain the constraints in the sector and the possible mitigants to those constraints and to ascertain if there are any legal, policy, or institutional/regulatory issues that would prevent MCC from working successfully in the sector.

Additionally, the Contractor may be…