RFQ 95332423Q0058 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

95332423Q0058

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 Technical Advisory 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 FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Item Number Base Item Number

Supplies/Services Quantity Unit

1001 Technical Advisory 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: 9/18/24 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Item Number Base Item Number

Supplies/Services Quantity Unit

2001 Technical Advisory 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: 9/18/25 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Item Number Base Item Number

Supplies/Services Quantity Unit

3001 Technical Advisory 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: 9/18/26 Option Time Duration: 364 Option Time Units: Days IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

Item Number Base Item Number

Supplies/Services Quantity Unit

4001 Technical Advisory 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: 9/18/27 Option Time Duration: 365 Option Time Units: Days IDC Type: Not Applicable FSC Codes: R499 SUPPORT- PROFESSIONAL: OTHER NAICS Code: 541990 All Other Professional, Scientific, and Technical S...

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 the areas of transportation and vertical structures.

Transportation infrastructure may include roadway, urban mass transport, aviation, railroads, pipelines, ports, and waterways.

Vertical infrastructure may include school building, hospitals, and cross border facilities.

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.

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

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

Program Manager (Key Personnel) Junior Engineer

Mid Engineer Senior Engineer Junior Specialist Mid Specialist Senior Specialist Construction Engineer Cost Estimator Finance Expert -PPP Finance Modeler Transport Economist Geotechnical Engineer Legal/Contracts Organizational/Institution Dev. Specialist Sector Regulatory Expert QA/QC Specialist

SCADA Expert – Data Management Contracts Manager Administrative Assistant/Project Assistant quoted labor hours level of effort Base OY 1 OY 2 OY 3 OY 4 TOTAL

Program Manager (Key Personnel) Junior Engineer Mid Engineer Senior Engineer Junior Specialist Mid Specialist Senior Specialist Construction Engineer Cost Estimator Finance Expert -PPP Finance Modeler Transport Economist Geotechnical Engineer Legal/Contracts Organizational/Institution Dev. Specialist Sector Regulatory Expert QA/QC Specialist

SCADA Expert – Data Management Contracts Manager Administrative Assistant/Project Assistant

TOTAL 4,180 4,305 2,730 2,075 1,410 14,700

quoted labor cost

*labor / CLIN 0001 1001 2001 3001 4001 TOTAL Program Manager (Key Personnel)

Junior Engineer Mid Engineer Senior Engineer Junior Specialist Mid Specialist Senior Specialist Construction Engineer Cost Estimator Finance Expert -PPP Finance Modeler Transport Economist Geotechnical Engineer Legal/Contracts Organizational/Institution Dev. Specialist Sector Regulatory Expert QA/QC Specialist

SCADA Expert – Data Management Contracts Manager Administrative Assistant/Project Assistant

TOTAL

Labor Categories and Labor Rates: Table 1 above depicts the Government's request for at least twenty (20) 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 $200,000 $220,000 $240,000 $260,000 $250,000 $1,170,000 G&A; etc.

TOTAL $200,000 $220,000 $240,000 $260,000 $250,000 $1,170,000

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 $200,000 $220,000 $240,000 $260,000 $250,000 $1,170,000 G&A; etc.

*ODC total $200,000 $220,000 $240,000 $260,000 $250,000 $1,170,000 *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.

Section C - Description/Specifications/Work Statement

Clauses incorporated by reference

None

Clauses incorporated by full text

Section C

Infrastructure Compact Development Technical Support Consulting Services

TRANSPORTATION AND VERTICAL STRUCTURES

I. INTRODUCTION

The Millennium Challenge Corporation (MCC) is a Federal Corporation created under Title VI of the Foreign Operations, Export Financing, and Related Programs Appropriations Act, 2004. It is tasked with managing and implementing the Millennium Challenge Act (MCA), which Congress approved to provide United States assistance for economic development. The MCA is an innovative foreign assistance program designed to "reduce poverty through sustainable economic growth" in some of the poorest countries in the world. MCA provides incentive for policy reforms by rewarding countries with additional resources that complement those of other bilateral U.S. development programs, other donors and their own investments.

MCC is managed by a Chief Executive Officer and a public-private Board of Directors comprised of the CEO, the Secretary of State, Secretary of the Treasury, U.S. Trade Representative, USAID Administrator and four individuals from the private sector appointed by the President with the advice and consent of the Senate. It draws its diverse staff from other government agencies, the private sector, universities, international development agencies and non-government organizations. MCC has invested more than $13 billion in compact programs worldwide that support country-determined sectors such as agriculture and irrigation;

energy (sector reform, generation, transmission, and distribution systems; electricity access); transportation (roads, bridges, ports), water supply and sanitation, access to health, finance and enterprise development, land rights and access, and access to education.

To be selected as eligible for an MCC assistance program, a country must demonstrate a commitment to policies that promote political and economic freedom, investments in education and health, the sustainable use of natural resources, control of corruption, and respect for civil liberties and the rule of law, as measured by independent and transparent policy indicators.

These indicators measure how well countries perform in three broad policy categories: ruling justly, investing in people, and encouraging economic freedom. In determining eligibility, MCC's Board selects MCA eligible countries that are above the median of its income peer group (low income or lower middle income) on at least half of the indicators in each of the three categories and above the median on the corruption indicator. The Board may consider additional information and consider factors such as data gaps or lags to select the countries that will be eligible for MCA assistance. Recognizing that development is achieved by a country's own efforts, policies, and people, MCC gives selected countries the opportunity to identify their own priorities for achieving sustainable economic growth and poverty reduction. Countries develop their MCA proposals in broad consultation with their own civil society. MCC teams then work in partnership to help countries develop an MCA program which will reduce poverty and sustain economic growth. The MCA program is reflected in a compact that defines responsibilities and includes measurable objectives and targets to assess progress. The compact also describes how the country will manage and implement its MCA program, including how it will ensure financial accountability, transparency, and fair and open procurement.

II. BACKGROUND

MCC has two investment modalities – Thresholds and Compacts. Earlier Threshold Programs were strictly focused on addressing (improving or fixing) specific compact eligibility criteria and were implemented by USAID. Current Threshold Programs are implemented through contracts managed by MCC and are focused on specific sector policy deficiencies that establish a link between the Threshold Program and potential future Compact programs. These programs are heavily focused on testing the host government's commitment for policy and sector reforms. These programs are typically two to three years long and have ranged $7-$55 million and have averaged approximately $20 million. Compacts are five-year programs and focus on both policy reforms and infrastructure investments. Compacts have ranged from $66 million to $698 million and have averaged approximately $350 million. Compacts are implemented by the host government entities (typically called Millennium Challenge Accounts or MCAs). MCC provides guidance and operational policies for implementation.

MCC closely monitors the program through regular reporting from the MCAs, regular communication with the MCA professional staff and periodic site inspections.

Threshold Program

The objective of the Threshold Program is to assist countries in their efforts to become Compact-eligible by supporting targeted policy and institutional reforms, thereby providing countries with an opportunity to demonstrate their commitment to the broad policy areas underlying the MCC eligibility indicators and improve the environment for economic growth and poverty reduction investments. Instead of seeking to assist a country directly in improving its performance on a specific eligibility indicator, which was the goal of first generation of Threshold Programs, the second generation of Threshold Programs seeks to affect the indicators by focusing on policy and institutional impediments to economic growth and to improve the environment for sustainable economic development facilitated through an eventual Compact. Sectors that are targeted for policy and institutional reforms are identified through constraint to economic growth studies jointly undertaken by MCC sector experts and economists in conjunction with host country experts. With the assistance of MCC and its technical and sector advisors, countries identify root causes of sectoral problems and develop a prioritized list of policy and program interventions.

Compact Development Process

The process for compact development adopted by MCC, in general terms, is outlined below. For a complete set of MCC Compact Development Guidelines, updated February 2017, refer to: https://www.mcc.gov/resources/pub-full/guidance- compact-development-guidance.

Phase I: Start-up and Preliminary Assessment and Analysis https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance https://www.mcc.gov/resources/pub-full/guidance-compact-development-guidance

After selection by MCC's Board as eligible for a compact, the country and MCC each form their Compact Development teams (core team and country team, respectively). The two teams work together on a Constraints Analysis to determine which issues and sector(s) represent a binding constraint to economic growth. In parallel, the teams conduct an investment opportunity assessment and social and gender assessment to fully flesh out the existing situation in the host country.

Increasingly the Energy Practice Group (EPG) Team is joining the compact development process at this very early stage, supporting the constraint analysis process with an assessment of energy sector needs and opportunities that may be important for economic growth in the country.

Sector Assessment and Investment Opportunity Analysis: MCC (assisted by expert consultants, as necessary) provides a background of the existing institutional and legal arrangements, as well as a survey of any sector planning and development tools available so that MCC has a full picture of the existing situation in the host country. This can be accomplished through a combination of field visits, meetings with stakeholders (e.g. USG agencies, donors, investors, and civil society) and desk reviews. Depending on which sectors have emerged and which private-sector opportunities are identified in this stage if energy is identified as one of the constrains for economic development, then EPG may tailor and deepen its analysis and understanding of the energy sector to overcome the hurdle.

Phase II: Project Definition

Based on the constraints analysis and initial public consultations, the MCC transaction team analyzes more thoroughly specific problems and opportunities to identify possible projects for MCC funding. Once the country selects its initial pool of potential projects for MCC investment, it prepares and submits a Concept Paper for each, describing the (i) project rationale, activities, and costs; (ii) sector context and regulatory environment; (iii) existing preparatory work, including sector investment plans; (iv) expected benefits and beneficiaries; (v) environmental and social risks; (vi) mechanisms in place or contemplated to ensure sustainability; and (vii) proposed implementation arrangements.

Upon receipt of Concept Papers, the MCC country team undertakes the following steps: (i) initial assessment and draft Concept Assessment Memorandum (CAM); (ii) formal internal peer review; (iii) informal external peer review; and (iv) preparation of the final CAM, which is cleared by department management, and transmitted to government of the compact eligible country.

Initial Concept Paper Assessment: This step is conducted primarily by the MCC transaction team and concludes with a recommendation to proceed to full project development, postpone a decision pending receipt of further information from the country or further investigation by the transaction team, or reject the project concept outright. The assessment focuses on all types of project risk, including rationale, expected impact, sustainability, safeguards, implementation risk, and level of preparation.

In conducting this initial assessment, the MCC country team is expected to be familiar with concept projects from their earlier upstream engagement with the core team. Country team findings are summarized for each project for circulation to the peer review panel. These findings, together with additional recommendations and issues provided through peer review, for the basis of the CAM, are discussed in sections below.

Internal Peer Review: The purpose of the internal peer review is to confirm the country teams' initial concept assessment and specifically to ensure that lessons and best practices from compact implementation are considered both in the selection of projects, and the strategy for further development. The internal peer review is particularly useful in identifying implementation risks and developing a detailed checklist of outstanding issues that need further clarification by the country core team, and studies required for project development.

External Peer Review: MCC believes collaboration with stakeholders including existing donor agencies step in addressing the concept assessment questions. Specific project concepts provide an opportunity to explore further past or ongoing experience in sectors of interest, particularly around issues of policy environment, sustainability, implementation capacity, and timeline risk.

Recommendation: On the basis of the work described above, the MCC country team prepares for departmental approval a final communication from MCC to the government. This communication, addressed to a senior government official charged with overseeing the relationship with MCC, outlines MCC's decisions and next steps, and included as an attachment the final

CAM.

Phase III: Project Development and Appraisal

Project Development: The project development phase entails completion of requisite project preparatory studies, inter alia feasibility and preliminary design studies, environmental and social assessments, and economic and beneficiary analyses.

It may not be possible to complete all of the planned studies for all projects prior to submission of the overall program for Board approval and compact signing. (See Compact Implementation Process below) The objective of conducting extensive studies prior to the commitment of funds is to minimize investment risk by attaining as much certainty as possible about the scope, activities, costs, mitigation measures and implementation arrangements; this process may also reduce the time between Compact signing and when the Compact's fixed implementation period (five years) starts.

Compact Development Funding: When countries require financial assistance to undertake preparatory studies, MCC can provide limited financial support using "Compact Development or 609g Funds." These funds are not available for Threshold Programs. The recipient country can either procure Consultants using MCC Program Procurement Guidelines or MCC can launch and manage the work on their behalf these Compact Development Funds. The contractor under this engagement would not be eligible to bid on such work.

When MCC contracts these studies directly, MCC agrees, through a memorandum of understanding (MOU) with the country, on the roles and responsibilities of each party. The objectives of the MOU are to ensure that:

• MCC counterparts are fully involved in and own the further development of their projects by assigning counterpart experts to work with all key contractors.

• Arrangements for joint management and supervision of studies have been agreed with the country to promote country ownership of results, while retaining MCC's rights as contract manager.

• CDF/609(g) financed consultants receive the support they need from the country core team and all relevant government agencies to maximize their productivity and the quality of their work. Support typically includes counterpart experts, logistics (meeting arrangements, when needed), data, and access to project sites and stakeholders.

• MCC, the country core team and the potential country beneficiary institution consider and assess the financed consultants' work product together.

Project Appraisal: Based on the draft or final reports of project development studies, the country team assesses the viability of the proposed projects. The country team may choose to verify independently the quality of technical assessments financed and managed by the country, using MCC contractors including this contractor. At this stage MCC and the country core team may need to agree to adjustments in project scope and approach, or make design modifications, to enhance impact, quality, feasibility, and/or reduce costs. Where detailed assessments identify fatal flaws that cannot be mitigated through such modifications, the country team will recommend to department management to remove the proposed project from further consideration.

Phase IV: Investment Committee, Compact Negotiation and Signing

Based on study findings, technical negotiations and agreed implementation arrangements, the country team prepares an Investment Memo (IM) summarizing the scope, timeline, costs, organizational structure, and any requisite conditions precedent (CPs). During this phase, MCC and the country conduct negotiations on the legal documents that codify the technical content and administrative and implementation arrangements of the Compact. Typically, MCC identifies several Condition Precedents that the country must fulfill before Compact funding begins. The IM is submitted to MCC's Investment Committee (IC) for consideration and, if approved, the text of the Compact legal document is then negotiated. Thereafter, the compact is submitted to the MCC Board of Directors for approval and MCC and the country sign the approved compact.

Phase V: Pre-Entry Into Force (EIF)

Upon signature of the compact by the host country and MCC, there are certain conditions that need to be satisfied before the compact Enters into Force (EIF) and the fixed term (five year) implementation timeline begins. This phase of compact development essentially serves as the transition between compact development and compact implementation. Activities include developing position descriptions and a functional organogram for the MCA, drafting terms of reference for studies and other foundational work that will draw on funding available before EIF (known as CIF funding), procuring and managing CIF-funded contracts, updating project management tools (schedules, scoping documents, budgets, resource and quality assurance plans), developing detailed Implementing Entity Agreements (IEAs) and on-boarding MCA staff. CIF funds and other activities in this stage can support preparation but may not be allocated for implementation activities.

Phase VI: Compact Implementation

Each compact country sets up an Accountable Entity (usually in the form of 'MCAs' or other 'Development Authorities') that is responsible for implementation of the compact. Often, the MCA develops agreement with other entities called Implementing Entities (IEs) that will be responsible for day-to-day implementation, execution and eventual asset ownership and maintenance of some portion of the compact program. MCC is responsible for the oversight of the successful implementation of the compact. This oversight includes the periodic review and approval of project schedules, budgets, human resource plans, procurement plans, and contract documentation, any other documents submitted by the MCA.

As noted previously, it may not be possible to complete all the studies required for successful construction of infrastructure during the compact development period. If such studies are not complete both MCC and MCA are responsible for ensuring that all studies necessary for the successful and safe implementation of the program are completed before MCC disburses funds. If the studies discover higher risks, costs, environmental health and safety issues than previously anticipated projects may need to be re-designed or re-scoped to meet MCC standards and time frames.

After the completion of the implementation period (five years after EIF), MCA has a limited period of time (approximately four months and known as the closeout period) to complete compact closeout-related activities. These activities are limited to approving and paying invoices for work that was completed prior to end of the five years, closing out contracts, disposing and transferring compact assets, managing defect notification periods for goods/services/works delivered prior to the Compact End Date (CED), and other activities as deemed appropriate in the approved Closeout Plan. MCC and its consultants provide a limited engagement after the CED, including oversight of closeout plan implementation and approved monitoring and evaluation activities.

MCC Climate Change Strategy

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 Inclusion and Gender 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.

III. Scope MCC requires infrastructure consulting services in the areas of transportation and vertical structures to assist MCC in the early development of MCC's Threshold Programs and Compacts, and tasks in support of MCC's global practice groups for Transportation and Vertical Structures. Transportation infrastructure may include roadway, urban mass transport, aviation, railroads, pipelines, ports, and waterways. Vertical infrastructure may include school building, hospitals, and cross border facilities. These services include a wide range of technical assistance tasks to support MCC's program objectives during early development of MCC's Threshold Programs and Compacts. It is important to note that MCC engages in a multidisciplinary approach to program development, and as such, the services required could include cross-cutting tasks related to the integration of key priorities (e.g. climate, gender and inclusion).

MCC's current transport and vertical structures portfolio of countries at various stages of project development is provided below:

Africa Benin – Niger Regional Implementation Roadway & Boarder Crossing facility, PIR&TA*

Africa Cote d'Ivoire Implementation Urban roadway, truck parking, schools and PIR

Africa Zambia Development Rural Road, Boarder Crossing, TA&PIR

Africa Niger Implementation Road Construction and

PIR+TA,

Africa Mozambique Development Bridge and Roadway, PIR+TA

Africa Morocco Post Compact School rehab and TVET Africa Gambia Threshold Port and River Transport Africa Kenya Threshold Urban Transport policy & planning, & minor works South America Belize Development TVET and schools design and construction East Asia Timor Leste Implementation Design and construction of educational facility East Asia Nepal Implementation Road Maintenance, TA and

Region Country Stage Activity http://www.mcc.gov/resources/doc/climate-change-strategy http://www.mcc.gov/about/priority/inclusion-and-gender construction South East Asia Indonesia Development Transport & Logistics infrastructure, PIR and TA

Additional countries will be selected by the MCC Board of Directors each December where the Contractor may need to travel.

IV. Services

Infrastructure Consulting Services are required for tasks related to assisting MCC in the early development of MCC's Threshold Programs and Compacts, and tasks in support of MCC's global practice groups for Transportation and Vertical Structures. MCC has consulting services contracts in the Environmental and Social Performance (ESP) specialty. However, selected tasks in ESP that are directly linked to an infrastructure project, as specified in Section V, may be required under these services to ensure that key environmental, social and resettlement elements and climate resilience are incorporated into design. Similarly, MCC has dedicated consulting services support for Gender and Social Inclusion (GSI). However, specific tasks may be required under these services as outlined in Section V. Firms that perform services for MCC during early development of MCC's Threshold Programs and Compacts are prohibited from contracting for the host government MCA on the subsequent projects.

The services required under this scope do not include Architect-Engineer services as defined in the Brooks Act and do not include certification of designs or construction services as defined in the Federal Acquisition Regulations Part 36 and Part 2.

Some terminology used, such as professional engineer and design review, have multiple meanings in the engineering profession. Under no circumstances should those terms be interpreted to include performance of Brooks Act services Section 1102 of 40 U.S.C. Chapter 11.

V. Tasks

A. Regional Compact Scoping

In April 2018, the United States Congress passed legislation that was signed into law by the President which provided MCC increased flexibility for the purpose of regional economic integration, increased regional trade, or cross boarder collaborations, by authorizing MCC to enter into an additional concurrent compact with a country partner specifically to promote regional integration. In line with this authority, MCC is in the process of developing a regional compact focused on supporting increased power trade in West Africa.

MCC will need due diligence and support in the development of regional power sector compacts. MCC will require technical expertise to identify the highest impact investment opportunities to deliver improved outcomes in various markets in the power sector in selected countries through a regional project that can be implemented in the 5-year Compact period, while satisfying MCC requirements for economic rates of return. These investments will likely include a combination of physical infrastructure as well as support for capacity building and institutional strengthening, planning and operations, and strengthening legal/regulatory and commercial framework.

MCC's approach to developing a regional Compact will follow in many ways the guidelines that are provided in MCC Compact Development Guidelines (refer to: Compact Development Guidance | Millennium Challenge Corporation (mcc.gov)). However, there are some changes to these guidelines and approach for the regional Compact; this is described in MCC's draft Concurrent Compact Guidance (to be provided after award).

MCC requires Contractor support to assess existing project proposals and provide guidance to MCC regarding the viability of these projects for investment under a Compact, subject to MCC's investment criteria. The Contractor will be required to gather and analyze data to establish the project context, potential benefits, and risks. The contractor will provide MCC with recommendations on continuing with additional project development, including the need for potential enabling investments and additional data-gathering or project development activities.

B. Program Development – Tasks

Threshold Programs: During the development of Threshold Programs, MCC requires advisory support services in performing sector and institutional analyses of concerned sector(s). Such analyses cover an assessment of the relevance and adequacy of existing sector policies, applicable laws and regulations, and evaluate roles, responsibilities and capabilities of various sector institutions. The sector and institutional assessments help inform or expand upon problem tree and root cause analyses, thereby identifying gaps and problems within the sectors and institutions. This will lead to a tailored set of interventions in the form of technical assistance activities and condition precedents that will test the governments' commitment for policy and institutional reforms.

Compact Programs: MCC typically requires a team of consultants to provide input to and/or review a variety of documents, which vary over the course of compact development. TVS engagement typically begins early in the process, during the Constraints Analysis or the Root Cause Analysis and continues through Compact Closure. Consultants may contribute to the development of products at each stage. These may include analysis of binding constrains, the root cause analysis, concept notes, conceptual studies, pre-feasibility, feasibility and other technical studies with the broad objective of providing recommendations to MCC on the quality, adequacy and accuracy of the technical assessments, including cost estimates (for the purposes of approving investment projects by MCC), and acceptability (go/no-go decisions, based on identification of "fatal flaws"). Specifically, technical experts shall review and advise on:

a. Constraint Analysis (CA), which "what" questions: (what constraints most bind economic growth?). The consultant may assist MCC in assessing whether transport or vertical structures represent binding constraints.

b. Root Cause Analysis, which builds on the CA, asking "why" questions (why has that constraint emerged?).

Technical areas related to TVS may form part of this analysis.

c. Concept Note Development. The consultant may assess the identification and viability of TVS investments proposed as concepts to MCC. Specifically, the Contractor may be asked to undertake an overall sector analysis, inclusive of primary data collection, to ascertain the constraints 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. Additionally, the Contractor could be asked 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.

d. Project justification, whether the project is placed within a national development context (or sector strategy or investment master plan) and is deemed a priority, whether the proposed project is a good "value for money" (against other alternatives), and whether the project has a high potential to promote poverty reduction through economic growth and address MCC current strategic priorities such as climate change and inclusion and gender. Specific tasks could include but not limited to:

o Advising MCC on the state of the sector through review of master plans and other sector studies, and through an analysis of other ongoing/planned investment in the sector;

o Advise MCC whether the proposed concept or project addresses sector priorities such as climate resilience;

o Advise on the extent to which sectoral planning and processes are inclusive of gender and inclusion concerns, and potential to strengthen on this front, in support the MCC inclusion and gender strategy and any related national goals.

e. Project description, with sufficient detail regarding exact project site, the geographic areas to be served, preliminary identification of targeted beneficiaries (with potential disaggregations by key categories such as gender or income, as feasible), intended outcomes, products or services to be delivered, and methods of delivery. Specific tasks could include but not be limited to assisting MCC in the following:

o Identifying any potential fatal flaws;

o Identifying any critical analyses needed to give an adequate project description;

o Providing an early environmental and social screening to identify potential environmental and social risks and opportunities, and to ascertain what types of assessments or analyses will be required in line with MCC Environmental Guidelines and IFC Performance Standards;

o Carrying out social and gender assessments to assess key risks and opportunities, advising on any necessary additional studies, and integrating inclusivity-oriented language into Terms of Reference for additional studies;

o Providing an early assessment of potential land acquisition or involuntary resettlement requirements, including physical and/or economic displacement, in line with MCC Environmental Guidelines and IFC Performance Standards;

o Providing an early assessment of potential climate change risks, vulnerabilities, opportunities and attribution, and to ascertain what types of assessments or analyses will be required, including project designs to enhance climate resilience and mitigation of greenhouse gas emissions;

o Provide an assessment of health and safety risks associated with the project, including in the case of road infrastructure, policy and institutional gaps, road geometry/design and safety enforcement/social campaigns.

o Drafting Terms of Reference for various studies; and undertaking additional technical analyses, including gender inclusivity and Trafficking in Persons (TIP) risk assessments, as requested.

f. Existing Feasibility Study/Technical Report Review, technical review to assess the quality of the study, identify gaps and further studies (for the purpose of an investment decision). Specific tasks could include but not be limited to assisting MCC in the following:

o Assessing the feasibility of the proposed project;

o Reviewing and making recommendations with regards to appropriate design standards, including climate resilience;

o Reviewing cost estimates;

o Updating/revising the cost estimates, as necessary;

o Assessing the constructability within the compact term; and o Assessing the risks to the proposed concept/project, including procurement risks, political risks, environmental, resettlement and other social risks (e.g. road safety) and assess the potential impacts on timeline and budget.

o Preliminary economic and financial analysis, with an indication of economic and financial impact. Specific tasks could include but not be limited to assisting MCC in identifying potential project beneficiaries/benefit streams (including an understanding of beneficiaries by categories such as gender, income or other appropriate disaggregations);

o Calculating the estimated Economic Rate of Return (ERR) using a methodology that is acceptable to MCC and is in accordance with MCC's economic analysis policies and principles including avoided losses (see climate change section below); and o As appropriate, developing a financial model (income statement, balance sheet, and cashflow statement) and conducting a financial analysis of the owner or operator of the assets, or the project to be funded by

MCC.

g. Institutional Assessment, assessment of the performance of the relevant governmental agencies/departments in the transport and facilities sectors, owner, operator, and regulator of the assets, specifically focusing on the ongoing operations and maintenance of the proposed assets. Specific tasks could include but not be limited to assisting MCC in the following:

o Undertaking a policy and institutional assessment of the sector based on a political economy analysis of the sector;

o Developing a framework for and assess cost of service, including policy and institutional reform as appropriate;

o Proposing improvements in maintenance planning, operations and resources, including those related to environmental, social, resettlement, climate change, and road and occupational health and safety;

o Developing a program to improve maintenance practices and capabilities;

o Based on these improvements, as well as the additional cost of operations and maintenance based on short and medium term capital expenditure program, estimating an annual budget requirement for a 10 year period; and o Reviewing current tariffs and tariff structure, and propose revisions to achieve full or meaningful cost recovery while maintaining a focus on service provision and equity.

o Carry out social and gender institutional assessments, such as gender audits of agencies/departments in transport and facilities sectors; propose approaches for ensuring operations and maintenance are gender inclusive (e.g. through employing women in maintenance); assess opportunities for equitable tariff reform, etc.

h. Assessments of climate risks and opportunities. This includes but is not limited to:

o Climate Risk and Vulnerability Assessment (per the TVS due diligence guidance) o Scenario planning, including options related to:

o Repair and Maintain (example: no increase in resilience, repair after failure, include reconstruction costs after failure event) o Improve Redundancy (example: add capacity and/or network elements in parallel to reduce overall probability of failure with increase of X and that will reduce probability of failure by a factor of Y ) o Strengthen (example: increase resilience of elements to localized flooding hazards; assumption is increase cost of X will reduce probability of failure by a factor of Y) o TVS contributions to cost benefit analysis, including the value of avoided losses associated with investments in resilience.

o Opportunities to integrate nature based solutions, where a combination of built (grey) and natural (green) infrastructure solutions provides the best results.

C. Transportation and Vertical Structures Practice Group – Tasks

From time to time, MCC may require assistance that does not fall completely within or Compact and Threshold Development and Technical Assistance. The Contractor may be required to assist the Transport Global Practice Group with sector related efforts to improve MCC program design and implementation.

Such efforts may include activities spanning many issues that are outlined in the February 2017 General Infrastructure Guidance. The Contractor shall assist MCC in revising, advising and preparing reports on issues including but not limited to:

1. Sector background, including political economy of the sector; policy, legal, regulatory and institutional arrangements and set up;

2. Private sector participation opportunities in the sector value chain;

3. Demand drivers;

4. Resource base, supply options and alternatives;

5. Sustainability – operations, maintenance, expansion, tariffs and pricing;

6. Investment master plan and financing gap;

7. International best practice, benchmarking, new technologies and academic research

8. Cross cutting issues including economic, environmental, climate change, social, inclusion and gender impact evaluation;

9. Road and occupational safety as it relates to design, operations, and maintenance of infrastructure;

10. Procurement strategies (Red Book versus Yellow Book versus Silver Book); and

11. Other, as deemed necessary for investment analyses and decisions.

12. Review condition assessment and compilation of basic information pertaining to inventory survey asset management systems, etc.) for transportation and vertical structures facilities prepared by others, and if requested conduct physical inspection;

13. Review geological, seismic, hydrological, rainfall, and climatic data for the locations of the proposed project;

14. Review travel/traffic demand forecasting models prepared by others for transport projects including trip generation, modal split, assignment, and traffic operations analyses;

15. Provide early environmental and social screening to ascertain if there are any obvious environmental and/or social risks (e.g., determine whether proposed project passes through a reserve, traverses a wetland, disturbs biodiversity or a natural habitat, passes through dense urban areas, results in resettlement and optimization of routing to…