Attachment J.13 - Activity Manual Annotated Outline.pdf

SWIFT 6 – Attachment J.13 1

Attachment J.13 – Activity Manual Annotated Outline

1.0 Introduction

2.0 Sections Common to All Types of Activities

2.1 OTI Database

2.2 OTI’s Activity Approval Processes

2.3 Contractor’s Roles

2.4 OTI’s Roles

2.5 Monitoring and Evaluation

2.6 Financial Processes and Documentation

2.7 Certifications, Assurances, and Approvals

2.8 Property/Equipment

2.9 Branding/Marking

2.10 Information Security

2.11 Activity Modifications / Termination

2.12 Activity Close-Out

2.13 Activity Documentation

3.0 Grants Under Contract

3.1 Types of Grants and Grantees

4.0 Short Term Technical Assistance

5.0 Procurement Policies and Procedures

6.0 Property Management

7.0 References

8.0 Document Templates and Instructions

SWIFT 6 – Attachment J.13 2

1.0 Introduction

As described in the SWIFT 6 Statement of Work (Section C) for the unrestricted SWIFT- Programs component, all program resources will be channeled into a Transition Activities Pool (TAP) from which there are three (3) vehicles for programming: (1) grants under contract (GUCs), which is generally the predominant mechanism on most OTI country or regional programs; (2) program-related short term technical assistance (STTA) normally limited to a few months of expert services and only when the technical assistance cannot be part of a grant;

and, (3) direct distribution of goods and services (DDGS) in situations where suitable grantees may not be readily identifiable but that urgent procurement and distribution actions need to take place.

Potential Offerors for the unrestricted SWIFT-Programs component of SWIFT 6 are required to submit a draft Activity Manual as part of their Phase Two proposal. This manual1 will be the basis of the post-award manual that SWIFT 6 partners are required to submit, for COR concurrence and CO approval. CO approval2 of the Activity Manual is required before any Task Orders can be awarded. The manual must be updated to remain compliant with relevant laws, regulations, and policies as needed over the course of the IDIQ, to account for lessons learned and changes in rules and guidance. NOTE: Activity Manual document templates are NOT REQUIRED for the SWIFT 6 proposal stage but will be required post-award for any successful Offeror awarded the IDIQ.

The annotated outline presented below provides a framework regarding what OTI sees as critical components of the Activity Manual. It is not intended to represent a fixed order or outline of an Offeror’s manual. OTI recognizes that Implementing Partners (IPs) will differ in their individual approaches, needs, and implementation of required rules, policies, and procedures.

Likewise, country and regional programs differ and not all aspects will be applicable. Therefore, Activity Manuals for the SWIFT 6 IDIQ do not have to be in the order presented in this outline and will include more than described in this outline (including corporate procedures, policies, and templates).

This annotated outline is divided into the following primary sections:

● Sections common to all types of activities;

● Grants Under Contract;

● Short Term Technical Assistance; and

● Procurement.

While Direct Distribution of Goods and Services is part of the TAP and the SWIFT 6 Statement of Work and may be required for country or regional programs as described in individual Task Orders, the processes for DDGS activities should be addressed with regard to the “Procurement” section below.

1 The Activity Manual outlined here is intended to serve as the IDIQ-level manual presenting the full range of procedures, policies and templates that may be utilized under SWIFT-Programs Task Orders. For each awarded Task Order, the Contractor will create an “Activity Manual Addendum”, which is a more stream-lined, tailored manual, specific to the Task Order and country/regional program, which may reference the IDIQ-level Activity Manual.

2 Or conditional approval of the draft Activity Manual submitted as part of the Offeror’s proposal in response to the SWIFT 6 RFP.

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2.0 Sections Common to All Types of Activities

2.1 OTI Database

OTI uses a standardized Database worldwide to help generate, develop, manage, monitor, evaluate, and report on program activities. The OTI Database (“Database”), housed on OTI’s knowledge-sharing and learning platform, OTI Anywhere, incorporates lessons learned over almost thirty (30) years of programming experience in transition environments and complex political crises and continues to evolve. It has proven to be a highly effective tool for communicating and reinforcing an activity development methodology that adheres closely to program objectives, program management, reporting, and available funds. Although the exact content will vary somewhat from country to country or regional context depending on local variables and the exact nature of program design, most data elements are constant and provide the core framework of the database.

In accordance with protocols established by OTI, the Contractor will be responsible for the day-to-day input of data into the Database to ensure that it contains accurate, complete, and up-to-date information that accurately reflects the status of the program at any one time. The Database serves as a window on the program for OTI/Washington and other key stakeholders, and it ensures that OTI headquarters staff and field staff as well as the Contractor headquarters staff and field staff are on the same page. When properly used and maintained, the system becomes a knowledge base of the lessons learned from the collective action research achieved through continually refined and targeted activities.

The grants manual included as part of this Activity Manual (see Section 3 below) and Contractor staff training should address the continuous interaction of the Database and the Contractor’s processes. It should also address how the Contractor will upload grant templates and other approvals to the Database. The Activity Manual should include procedures for assuring data quality of information entered into the Database.

Documents and templates (for example, the Contractor’s Simplified Grant agreement template) as presented in the annexes to the final Activity Manual (submitted after award) will be loaded into the Database after award of a Task Order. The Contractor is expected to use the Database to generate all documents. Use of the Database ensures that all OTI and IP staff are accessing the same document templates.

2.2 OTI’s Activity Approval Processes

Although each OTI country or regional program may have specific customized processes for approving activities, certain approval processes apply across all OTI programs. The Contractor’s Activity Manual should reflect an understanding of the OTI methodology for activity approval in the various sections, including the roles and responsibilities, processes, and document templates.

● OTI concurrence on an activity concept is needed before spending time developing an activity (i.e., before entering it in the Database as a pending activity)

● OTI approval of each activity by OTI is sought only through the OTI Database. This involves signing3 the activity clearance form and activity budget before changing the

3 Specific procedures for signing are specified at the Task Order level. OTI may opt to provide an e-clearance or electronic signature.

SWIFT 6 – Attachment J.13 4 activity status from “pending” to “cleared” in the Database. Therefore, the Database must be used for detailed activity development.

● The M&E processes and reporting requirements included in an activity may, based on specific processes identified in the Task Order, require approval by OTI to change the status of an activity in the Database from cleared to completed, and/or from completed to closed.

Modifications/Amendments

● Clearance is required for all modifications/amendments to an activity that change the time, budget or significantly alter the purpose of the activity. Amendments are approved by the OTI Country Representative or designee, COR or CO, depending on the total budget of the activity, inclusive of the proposed amendment.

● Formal modifications would only be needed (and thus official OTI or OAA approvals would only be needed) if any of the following apply:

o A change is made that significantly alters the purpose of the activity o The activity budget increases by more than 10% or $10,000, whichever is less (cumulative)4 o The activity end date increases by more than 30 days (cumulative).

● Below these thresholds Contractors are required to notify OTI (the Country Representative) of changes, but no approvals would be needed.

● In addition, if a budget decreases by more than 10% or $10,000, whichever is less, Contractors are required to notify OTI (the Country Representative) of changes, but no approvals would be needed (unless OTI determines that the decrease was a result of a significant alteration to the purpose of the activity, in which case the original threshold approver would have to approve the modification/amendment).

2.3 Contractor’s Roles

OTI’s programs may have differences between them due to the regional or field offices characteristics, country situations, OTI’s regional team preferences, and differences based on individuals. The actual Task Order will define the Contractor’s role, and the roles are further refined at the Start-Up Conference and in-country. However, the Contractor will always be required to complete certain activity management functions in the process of managing activity implementation. OTI recommends that Contractors demonstrate an understanding of the following activity management functions in their Activity Manuals so that the in-country staff— particularly those staff tasked with activity development and implementation—are familiar with the functions. The functions may include, but are not limited to:

Activity Development Process

● Why: Assurance that activity development appropriately corresponds/responds to the political situation and to OTI’s objectives;

● Why: Evaluation of activities: individual activity objectives and an activity’s relation to the program’s larger political objectives;

● Who: The various ways that an activity can be identified/proposed - by OTI, by IP, community meeting, etc.;

4 This requirement is cumulative. In other words, an initial amendment might fall below 10% or $10,000;

however, a subsequent amendment(s) that exceeds this threshold for the initial activity amount would require approval.

SWIFT 6 – Attachment J.13 5

● Who: Analysis of possible modalities for implementing the activity (e.g., through a grantee, direct STTA provided by the Contractor, DDGS, etc.) and conclusions/recommendations regarding same;

● Who: Analysis of inclusion considerations (including gender, geographic, ethnic, religious, and linguistic diversity) considerations for activity ideas and potential beneficiaries;

● How: Use of the OTI Database for activity development and approvals.

● How: Ensure consistency with USAID policies and procedures (e.g. competition requirements, environmental compliance, etc.) and other contractual requirements.

Activity Implementation Process

● How: Activity review processes to monitor implementation and to evaluate impact on USG country strategic objectives;

● How: Mechanisms to ensure compliance with USAID policies and procedures, to track inventory, and to establish plans for disposition of property;

● How: Methods for the provision of guidance to grantees in project development, if applicable (see Section 3 below);

● How: Methods for activity documentation minimum standards including certifications;

● How: Procedures for activity monitoring: quality assurance, controls, inspections, etc.;

● How: Tracking of financial disbursements (see Section 2.6 below), and when necessary, grantee accounting for grants (see Section 3 below);

● How: Methods for tracking subcontractor performance;

● How: Processes for ensuring environmental compliance and to reduce the environmental impact of the activity;

● How: Methods for construction monitoring, quality, etc;

● How: Procurement tracking including tendering, award procedures, and post-award administration;

● How: Methods for conducting audits for cash grants, when triggered by 2 CFR 200 Part

F or ADS 591.3.2 thresholds;

● How: Use of the OTI Database for documenting activity modifications (including approvals if required) and for activity monitoring and evaluation (see Section 2.5 below).

2.4 OTI’s Roles

OTI maintains overall control of the technical direction and strategy of OTI programs and plays a role in the program’s management and operations. In order to successfully implement OTI programs the Contractor must understand OTI’s role, and it is suggested that Contractor Activity Manuals provide guidance to field staff about the unique role that OTI plays.

Guidance may include and is not limited to:

● OTI’s role in the identification and/or vetting of potential grantees/STTA/beneficiaries with the Contractor;

● OTI’s representation of US Foreign Policy as it relates in-country, via the USAID Mission and/or Embassy;

● OTI’s role to assure activity development appropriately corresponds/responds to the political situation;

● OTI’s direct contact with IP’s Chief of Party (COP) and Program Development Officers (PDOs);

● OTI’s assistance in training PDOs on activity development and use of the Database;

SWIFT 6 – Attachment J.13 6

● OTI’s role in monitoring and evaluation of activities in relation to the program’s larger political objectives (with the Contractor);

● Guidance and General Counsel clearance (and other clearances) for special activities (e.g., community policing; demobilization, disarmament, and reintegration [DDR];

restrictions around designated terrorist organizations [DTOs]; restricted commodities;

etc.), and;

● Provision of contract technical guidance and OFAC guidance for activity development.

The following table summarizes at the broad level, the partnership and roles. The exact roles and responsibilities for a particular program may vary and will be based on the Task Order, start-up conference, and in-country strategy sessions.

Figure 1 – The “One Team”

2.5 Monitoring and Evaluation

OTI’s programs require constant assessment and feedback and therefore, M&E is critical to inform ongoing strategic management decisions, reporting, impact assessment, and oversight.

M&E is an integral component of the OTI’s overall Managing for Effectiveness (M4E) adaptive management approach, and OTI and the Contractor will jointly develop, manage, and implement a system of processes and tools for monitoring and evaluating the program.

M&E is not some exercise extraneous to activity development, implementation, close-out, or activity and program success. While the M&E system contributes to reporting, reporting is not its principal purpose or its principal use. Rather, ongoing monitoring and evaluation is a key contributor to learning and adaptation through the provision of critical evidence and knowledge -it feeds into rolling assessments of OTI programs that inform adjustments at the activity, program and/or strategic level of analysis, including changes to OTI program objectives.

SWIFT 6 – Attachment J.13 7

The Contractor’s Activity Manual should address how M&E is part of the program, and outline M&E processes (methods and procedures, M&E considerations in design/development phase, forms, relationships to the OTI Database and other Information Management systems) as customized for the Contractor while capturing OTI’s needs. Further details on M&E are presented in the SWIFT 6 SOW, and will be clarified in Task Orders, at start-up conferences, and in-country.

2.6 Financial Processes and Documentation

OTI recommends that the Contractor’s Activity Manual document necessary steps in the financial management of OTI activities. The manual should demonstrate the Contractor’s knowledge of financial administration and include templates that demonstrate that understanding, when applicable. Contractors should be able to outline in their manuals for their staff the processes for the following examples of important financial information or milestones:

● Activity’s estimated budget (before activity approval);

● Activity budget;

● Detailed budget for OTI approval;

● Summary of budget in OTI Database Budget Builder;

● Process for tracking activity cost amendments;

● Use of the Program Funds Control Sheet in the Database for all contractual modifications, budget re-alignments, and to check on the availability of funds before activity approval;

● Tracking of income, if applicable;

● Tracking of financial disbursements;

● Accounting of all expenses by activity number so that the COR can review them in the invoice / voucher review;

● Tracking, if applicable, different types of funds in both the Database as well as in the accounting systems to be reflected in the voucher/invoice;

● Allowable and Unallowable Costs (may depend on Contractor’s policies, federal regulations, as well as USAID’s standard provisions);

● Profit or fee;

● Payment to host government employees (including policies for recurring costs, salaries, salary supplements, per diem, transportation, and honoraria);

● Short Term Technical Assistance (STTA) as part of grant; and,

● De-commitment procedures in the OTI Database (important to release funds for re-use).

2.7 Certifications, Assurances, and Approvals

The Contractor is responsible for ensuring that all certifications, assurances, and approvals are secured. OTI suggests that Contractor Activity Manuals specify which certifications, assurances, and approvals are required for each type of situation and the processes involved. Some of these are listed below, although this list is not exclusive.

● Environmental Compliance – All activities must comply with the environmental requirements set forth in OTI’s Global-Initial Environmental Examination (G-IEE) and any additional specifications found in the program’s Country Initial Environmental Examination (C-IEE).

● Competition / application processes or exceptions to restrict eligibility for grants under contract (authority, options, and documentation as described in ADS 303.3.6.5).

SWIFT 6 – Attachment J.13 8

● Grantee SAM registration and obtaining a Unique Entity Identifier (UEI).

● Pre-award documentation (for grants), including grantee certification and assurances, as required by ADS 303.3.8.

● Restricted Goods – ADS 312 references special approvals and/or waivers required for the procurement of restricted goods (such as certain kinds of agricultural commodities, motor vehicles, fertilizer).

● Subcontractor consent as required by FAR 52.244-2.

● Others as needed.

Note in accordance with 2 CFR 200.11, English versions of documentation are the controlling versions, but grant documentation and certificates may be required in local languages. The Task Order may state whether translations are necessary. Alternatively, start-up or in-country sessions may determine that these are necessary.

2.8 Property/Equipment

OTI suggests that Activity Manuals address the different scenarios listed below.

Title to and disposition of tangible property and equipment

● purchased by Contractor for grantees (by threshold/type as applicable)

● purchased by Contractor for a DDGS activity

● purchased by Contractor for STTA if part of an STTA activity

● purchased by grantee under a cash grant

● purchased by Contractor for OTI if part of “Support to Program-Funded USAID

Personnel”

● purchased by Contractor for Contractor administrative/operations use

Intellectual property rights (e.g., copyright and re-use) for material

● developed by grantee for grant activity

● developed by STTA for grantee/beneficiary

● developed by Contractor for other activity

2.9 Branding/Marking

The Contractor manual should incorporate general processes for branding and marking as required by ADS 320, assuming no waivers or exceptions. There may be exceptions or waivers to marking requirements for a specific country or regional program. Therefore, the details will be determined and customized at the Task Order level.

2.10 Information Security

Information regarding activities, awardees, vendors, and staff (including personally identifiable information [PII]) must be protected by the Contractor. The Contractor manual should include protocols that appropriately safeguard information to protect program implementation and local partners and appropriate systems and processes to mitigate risks.

2.11 Activity Modifications / Termination

SWIFT 6 – Attachment J.13 9

Contractors should be able to demonstrate knowledge of typical OTI activity amendments and termination procedures in their Activity Manual. Any modification to an activity must be clearly documented in the OTI Database.

Formal modifications/amendments would only be needed (and thus official OTI or OAA approvals would only be needed) if any of the following apply:

● A change is made that significantly alters the purpose of the activity

● The activity budget increases by more than 10% or $10,000, whichever is less

(cumulative)5

● The activity end date increases by more than 30 days (cumulative). 6

Below these thresholds Contractors are required to notify OTI (the Country Representative) of changes, but no approvals would be needed.

In addition, if a budget decreases by more than 10% or $10,000, Contractors are required to notify (the Country Representative) of changes, but no approvals would be needed (unless OTI determines that the decrease was a result of a significant alteration to the purpose of the activity, in which case the original threshold approver would have to approve the modification).

USAID may unilaterally terminate or suspend activities. Therefore, required clauses shall be inserted into the activity agreement. A Termination or Suspension must be discussed with, documented, and approved by the OTI Country Representative (or OTI designee), TOCOR, or TOCO (depending on the approval thresholds contained in the Task Order) and captured in the Database and Activity Files.

2.12 Activity Close-Out

As with all grant management procedures, Contractors will have their own close-out processes.

However, it is suggested that Contractor Activity Manuals include the following:

● Processes and templates for activity final evaluation reports (FERs), grantee/STTA/beneficiary reports, success stories and anecdotes, and for application of these lessons into new activities;

● Procedures for obtaining activity close-out approval from OTI;

● Procedures for grantee compliance with grant terms and conditions, including but not limited to OMB Circular A-133 for U.S. grantees and ADS 591 for non-U.S. grantees (where applicable), property disposition, and financial settlement;

● Procedures for updating the Database to mark each activity as closed and to de-commit funds as appropriate; and,

● A process for activity close-out, including all appropriate paperwork and payments, within six (6) weeks of activity completion (or as specified in the Task Order).

2.13 Activity Documentation

5 This requirement is cumulative. In other words, an initial amendment might fall below 10% or $10,000;

however, a subsequent amendment(s) that exceeds this threshold for the initial activity amount would require approval.

6 The delegation is not based on the specific modification but rather the cumulative number of days beyond the initial end date.

SWIFT 6 – Attachment J.13 10

Although all OTI country or regional programs are unique, there are a number of documents that customarily make up an official activity file. The Contractor is responsible for maintenance of these documents in accordance with USAID requirements. It is suggested that the Contractor’s Activity Manual demonstrates an understanding of the minimum necessary documents for activity development, approval, and implementation, and contain templates of such. Some of the documents are listed below, but Contractors are encouraged to include templates of additional activity management documents that are useful to successful activity development, approval, and implementation.

● OTI Signed7 Clearance(s)/Approvals (activity and any modifications);

● Exceptions to Restrict Eligibility documentation (as appropriate);

● Pre-Award Documentation (as appropriate);

● Grant provisions as appropriate for different types of grants (see Section 3 below).

Include clear indication of authorities (who is allowed to add clauses and what, if any, CO approval is required);

● Audit requirements per 2 CFR 200 and USAID’s standard provisions for grantees (as appropriate for cash grants);

● Grant/STTA agreement / memorandum / amendments and provisions (in English as controlling language and in other language as appropriate);

● Activity budgets and budget amendments;

● Activity correspondence;

● Environmental Compliance;

● Certifications, Assurances, and Approvals (see Section 2.7 above);

● Waivers, if applicable, e.g. source/origin, restricted commodities;

● Procurement documents (including guidance on and clauses for various types of subcontracts);

● Inventory of goods and equipment;

● Site visit reports / Monitoring reports;

● Final report(s) from grantee/STTA/beneficiary (or documentation if waived);

● Impact assessments from Contractor;

● Completion certificates (in English and local languages as appropriate);

● Products and documentation (photographs with metadata, tapes/videos, newspaper clippings or other material produced under the activity);

● Financial documentation (see Section 2.6 above); and

● Disposition of property (see Section 2.8 above).

Note on Information Management and Electronic Files OTI recommends that Contractors establish early in the program an Information Management plan to accommodate the organization and archiving of electronic working files and program products throughout the life of the program. OTI utilizes a web-based knowledge management system as a means of establishing a shared file management system between OTI and the Contractor. The following are examples of important electronic files and information that Contractors should take into account in their Information Management plan.

● Working Files

● Forms templates

● Scanned hand-written letters of appreciation

● Scans of signed documents

● Photos

● Videos

7 Signature may include e-clearance via email or e-signature.

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● Recorded Radio/TV spots

● Pamphlets/newspaper ads/Billboards

● Electronic formats of other media products generated by the program

3.0 Grants Under Contract

OTI’s predominant programming approach relies on the Grants Under Contract (GUC) mechanism whereby OTI’s Contractors award and manage grants (mostly to local groups and organizations) as a means of implementing an activity (i.e., the grantee will actually implement the activity). USAID regulations stipulate that the requirements that apply to USAID-executed grants will also apply to grants that a USAID Contractor executes. Recognizing the importance of GUCs, OTI strives to increase the understanding of its in-country staff, field advisors, Washington-based staff, and Contractors regarding grant management. To accomplish this, OTI presents below what it considers as critical components of grant management, and therefore components that it hopes to see in the Activity Manual.

These suggestions do not replace Contractor methods, policies or procedures, or the core components of a Contractor’s Activity Manual. Rather, they are meant to contribute to an enhanced shared understanding of the critical components of grant management within and between OTI and its partners. OTI appreciates that the Contractor’s grants manual is an official document for use by the Contractor, and that each partner has their own grants manual. OTI hopes that Contractors consider incorporating OTI suggestions in their processes, manuals and annexes, and that Contractors demonstrate a comprehension of the differences between traditional non-OTI GUCs and how OTI uses GUCs to accomplish program objectives.

Furthermore, OTI recognizes that every grant’s management is unique. These suggestions are not meant to replace flexibility or innovation in the management of grants under contract. Nor is it meant to be a one-size fits all approach; country/regional programs differ and not all aspects in the grants manual will be applicable.

A grant may be for money (cash grant), or may be in the form of goods or services provided by the Contractor to the grantee (in-kind grant). In-kind grants may require the Contractor to procure the goods and services which are provided to the grantee under in-kind grants. In-kind grants are the predominant type of grants awarded to local groups and organizations in OTI programs because they reduce the risk associated with cash grants to local groups and organizations, and because the Contractor is often better positioned to procure the goods or services in short timeframes than a local grantee would be if the local group or organization was procuring the goods and services under a cash grant. Whatever the type of grant (cash or in-kind) or grant activity (e.g., training, STTA, etc.), the same grant management processes apply:

i.e., OTI approves the grantee (as part of approving the activity, as discussed in Section 2.2 above), the activity, and modifications; the Database is used to develop and manage the grant;

in-kind grants generally involve some form of procurement; rolling assessments are critical and include evaluation of the grant impacts. This also applies to in-kind grants.

The Contractor’s grant manual should address the items below. This list is not meant to be exhaustive; some situations may not always apply, and others that are not listed below may become relevant only in specific situations.

● Identification of Potential Grantees: The various ways that a potential grantee/STTA/beneficiary can be identified – by OTI, by Contractor, community meeting, self-identification.

● Identification of Grant Type (cash or in-kind). Approval of grantee selection (by OTI County Representative or designee) including signing the activity clearance form and

SWIFT 6 – Attachment J.13 12 activity budget before changing the grant status from pending to cleared in the Database. This approval is required as part of the ADS 303 requirements for GUCs.

Therefore, the Database must be used for grant management.

● Authority delegated to the Contractor (via the COP) to award and implement grants under contract as defined in the ADS.

● Satisfaction of USAID’s Competition Requirements

● Certifications and Assurances of Grantee

● Financial and Program Management Systems

● Determination of Grantee Responsibility

● Cost-Sharing

● Program Income

● Allowability of Costs

● Payment/Financial Reporting

● Access to Records, Audits, and Record-Keeping

● Property Management

● Procurement

● Reporting

● Termination/Suspension/Enforcement

● Closeout Procedures

● Dispute Resolution.

● Branding and Marking

3.1 Types of Grants and Grantees

OTI acknowledges that managing grant activities is complex, and understands that a thorough understanding of the grant and grantee types is necessary. Since GUCs are the predominant means of implementing activities, the contract (e.g., SWIFT 6) requires that Contractors submit a grant manual with grant formats for each type of proposed grants (as a special supplement to this Activity Manual). Therefore, each Contractor’s grants manual should demonstrate knowledge of grants management and include templates for the various types of grants and traditional grantees of OTI programs.

Types of Grants

● In-Kind Grant

● Fixed Amount Award (FAA)

● Simplified Grant (Note optional provisions for international travel and indirect costs)

● Standard Grant (Long Format)

● Grants to Public International Organizations (define in the manual)

● Grants to Host Government Entities

● Other

Types of OTI Grantees The list of potential grantees is broad to enable flexibility in finding the right grantee for activity implementation.

● Non-Governmental Organizations (NGOs)

● Government entities (local, regional, national, and parastatal)

● International Organizations (IOs)

● Communities and Community Based Organizations (CBOs) (formal and informal)

● Student organizations, associations

● Private sector

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● Public Voluntary Organizations

● Faith Based Organizations

● U.S. Organizations

● Coalitions of these entities

● Individuals

4.0 Short Term Technical Assistance

In addition to internal IP procedures and policies, which should be described in the manual, Contractor Activity Manuals should pay attention to:

● International (US, TCN) vs. Cooperating Country National consultants (including processes);

● Compensation;

● Travel policies;

● Activity documentation including capturing the activity in the Database;

● OTI approval processes;

● Supervision and Reporting;

● Monitoring and Evaluation; and

● Payment processes.

5.0 Procurement Policies and Procedures

In addition to internal Contractor procedures and policies, which should be described in the manual, Contractor Activity Manuals should pay attention to:

● Source and Nationality (and process for waivers and special approvals)

● Eligible commodities, restricted goods and services (ADS 312), and process for waivers and special approvals

● Travel and Transportation

● Salaries, Per Diem, Stipends, etc.

● Local and international STTA

The procurement section should describe the basic procurement processes that apply to each country or regional situation, including thresholds (both Contractor and USAID).

6.0 Property Management

Because all property procured by the Contractor is US property, the Contractor must comply with the “Government Property” clause in FAR 52.245-1. Accordingly, the Activity Manual should also cover the Contractor property management responsibilities.

7.0 References

This is not an exhaustive list. It is suggested that Contractors make reference to the following in the relevant sections of their Activity Manuals.

● OTI Documentation/Manuals (included with the RFP)

● SWIFT 6 Basic Indefinite Delivery Indefinite Quantity (IDIQ) Contract and Task Orders

● ADS 302 – Direct Contracting

● ADS 303 – Grants and Cooperative Agreements to Non-Governmental Organizations

● ADS 308 – Grants and Cooperative Agreements with PIOs

SWIFT 6 – Attachment J.13 14

● ADS 310 – Source and Nationality Requirements for Procurement of Commodities and Services Financed by USAID

● ADS 312 – Eligibility of Commodities

● ADS 313 – Eligibility of Suppliers, Contractors, and Recipients

● ADS 320 – Branding and Marking

● ADS 350 – Grants to Foreign Governments

● Acquisition regulations, including the FAR (48 CFR Chapter 1) and AIDAR (48 CFR

Chapter 7)

● 2 CFR 200 - Uniform Administrative Requirements, Cost Principles, and Audit

Requirements for Federal Awards

● Other ADS chapters, AAPDs/CIBs, etc., 22 CFR 226, 22 CFR 228,

● 2 CFR 230, OMB Circular A-133, and ADS 591.

8.0 Document Templates and Instructions

The Activity Manual should contain relevant templates and instructions as well as generic flow charts (e.g., grant cycle, procurement cycle) that can be applied to any OTI country or regional program. Contractor’s templates will be loaded into the Database post-Task Order award.

NOTE: Activity Manual document templates are NOT REQUIRED for the SWIFT 6 proposal stage but will be required post-award for any successful Offeror awarded the

IDIQ.