Heshimu Bahari Solicitation No. 72062122R00010__Final.pdf

Leslie-Ann NWokora

Digitally signed by Leslie-Ann NWokora Date: 2022.04.11 16:31:08 +03'00' mailto:usaidtzco@usaid.gov mailto:rselemani@usaid.gov https://sam.gov/ mailto:usaidtzco@usaid.gov mailto:rselemani@usaid.gov

TABLE OF CONTENTS

SECTION B – SERVICES/PRICES

B.1 PURPOSE

B.2 CONTRACT TYPE

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

B.4 COST PLUS FIXED FEE BUDGET

B.5 REIMBURSEMENT OF COSTS

B.6 PAYMENT OF FIXED FEE

B.7 INDIRECT COSTS

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

SECTION D – PACKAGING AND MARKING

D.1 AIDAR 752.7009 MARKING (JAN 1993)

D.2 BRANDING POLICY

D.3 BRANDING STRATEGY

SECTION E – INSPECTION AND ACCEPTANCE

E.1 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

E.2 INSPECTION AND ACCEPTANCE

SECTION F – DELIVERIES OR PERFORMANCE

F.1 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

F.2 PERIOD OF PERFORMANCE

F.3. PLACE OF PERFORMANCE

F.4 REPORTS, DELIVERABLES, AND OUTPUTS

SECTION G – CONTRACT ADMINISTRATION DATA

G.1 AIDAR 752.7003 DOCUMENTATION FOR PAYMENT (NOV 1998)

G.2 CONTRACTING OFFICER’S AUTHORITY

G.3 CONTRACTING OFFICER’S REPRESENTATIVE

G.4 ADMINISTRATIVE CONTRACTING OFFICE

G.5 PAYING OFFICE

G.6 ACCOUNTING AND APPROPRIATION DATA

G.7 TECHNICAL DIRECTIONS/RELATIONSHIP WITH USAID

SECTION H - SPECIAL CONTRACT REQUIREMENTS

H.1 AUTHORIZED GEOGRAPHIC CODE

H.2 KEY PERSONNEL

H.3 INSURANCE AND SERVICES

H.4 ADS 302.3.5.19 USAID-FINANCED THIRD-PARTY WEB SITES (NOV 2017)

H.5 ADS 302.3.5.21 SUBMISSION OF DATASETS TO THE DEVELOPMENT DATA

LIBRARY (DDL) (OCT 2014)

H.6 AAPD 16-02-REVISED ELECTRONIC AND INFORMATION TECHNOLOGY

ACCESSIBILITY (APR 2018) (Class Deviations M/Oaa-Dev-Far-18-2c, And M/Oaa-Dev- Aidar-18-2c)

H.7 LIMITATION ON ACQUISITION OF INFORMATION TECHNOLOGY (APRIL 2018)

(DEVIATION NOs. M/OAA-DEV-FAR-20-3c and M/OAA-DEV-AIDAR-20-2c) (APRIL 2020)

H.8 NON-EXPENDABLE PROPERTY PURCHASES AND INFORMATION

TECHNOLOGY RESOURCES

H.9 AIDAR 752.222-70 USAID DISABILITY POLICY (DEC 2004)

H.10 GRANTS UNDER CONTRACT

H.11 SALARY APPROVALS FOR LONG-TERM AND SHORT-TERM TECHNICAL

ASSISTANCE

H.12 FOREIGN GOVERNMENT DELEGATIONS TO INTERNATIONAL CONFERENCES

(JUNE 2012)

H.13 LOGISTICAL SUPPORT

H.14 CONSENT TO SUBCONTRACT

H.15 ENVIRONMENTAL COMPLIANCE AND CLIMATE RISK MANAGEMENT

H.16 ACTIVITY INTEGRATION

H.17 PEB NO. 2014-06 ELECTRONIC PAYMENTS SYSTEM……………...……..59

H.18 PRESS RELEASES, MEDIA ENGAGEMENTS, AND PUBLIC EVENTS

H.19 LEAHY VETTING

H.20 GOVERNMENT FURNISHED FACILITIES OR PROPERTY……… .............….……61

H.21 VALUE ADDED TAX (VAT) REIMBURSEMENT………………… ...............………61

H.22 TANZANIA TRAFFICKING IN PERSONS NOTICE……………… ..............………..61

SECTION I – CONTRACT CLAUSES

I.1 FAR 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

I.2 752.252-2 AIDAR SOLICITATION CLAUSES INCORPORATED BY REFERENCE

(MAR 2015)

I.3 FAR 52.204-1 APPROVAL OF CONTRACT (DEC 1989)

I.4 FAR52.204-21 BASIC SAFEGUARDING OF COVERED CONTRACTOR

INFORMATION SYSTEMS (NOV 2021)

I.6 FAR52.222-35 EQUAL OPPORTUNITY FOR VETERANS (JUN 2020)

1.7 FAR 52.222-36 EQUAL OPPORTUNITY FOR WORKERS WITH DISABILITIES (JUN

2020)…………………………………………………………

I.8 FAR52.223-99 ENSURING ADEQUATE COVID-19 SAFETY PROTOCOLS FOR

FEDERAL CONTRACTORS (OCT 2021) (DEVIATION #M/OAA-DEV-FAR-22-01c)

I.9AIDAR 752.245-70 GOVERNMENT PROPERTY—USAID REPORTING

REQUIREMENTS (OCT 2017)

I.10 AIDAR 752.225-70 SOURCE AND NATIONALITY REQUIREMENTS (FEB

2012)…………………………………………………………………………… ..............…….85

I.11 AIDAR 752.229-71 REPORTING OF FOREIGN TAXES (JULY 2007)

I.12 AIDAR 752.231-72 CONFERENCE PLANNING AND REQUIRED APPROVALS

(AUG 2013)

I.13 AIDAR 752.245-71 TITLE TO AND CARE OF PROPERTY (APR 1984)

I.14 AIDAR 752.7004 EMERGENCY LOCATOR INFORMATION (JUL 1997)

I.15 AIDAR 752.7005 SUBMISSION REQUIREMENTS FOR DEVELOPMENT

EXPERIENCE DOCUMENTS (SEP 2013)

I.16 AIDAR 752.7013 CONTRACTOR-MISSION RELATIONSHIPS (OCT 1989)

[DEVIATION (JUN 2020)]

I.17 AIDAR 752.7034 ACKNOWLEDGEMENT AND DISCLAIMER (DEC 1991)

SECTION J – LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

SECTION K – REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS

K.1 ...................... NOTICE LISTING SOLICITATION PROVISIONS INCORPORATED BY

REFERENCE

K.2 FAR 52.204-8 ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2022) 95

K.3 FAR 52.204-24 REPRESENTATION REGARDING CERTAIN

TELECOMMUNICATIONS AND VIDEO SURVEILLANCE SERVICES OR EQUIPMENT

(NOV 2021)

K.4 FAR 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT

2018)

K.5 FAR 52.209-13 VIOLATION OF ARMS CONTROL TREATIES OR AGREEMENTS-

CERTIFICATION (NOV 2021)

K.6 FAR 52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION

(JUN 2020)

K.7 FAR 52.230-7 PROPOSAL DISCLOSURE-COST ACCOUNTING PRACTICE

CHANGES (APR 2005)…………………………… ............... ………………………………110

K.8 AUTHORIZED NEGOTIATORS……………………… ............... ……………………..110

K.9 SIGNATURE……………………………………………………………………

SECTION L – INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 FAR 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE

(FEB 1998)

L.2 FAR 52.216-1 TYPE OF CONTRACT (APR 1984)

L.3 FAR 52.233-2 SERVICE OF PROTEST (SEP 2006)

L.4 GENERAL INSTRUCTIONS TO OFFERORS

L.5 DELIVERY INSTRUCTIONS

L.6 INSTRUCTIONS FOR THE PREPARATION OF TECHNICAL PROPOSAL

L.6.1 General Technical Proposal Instructions

L.6.2 Technical Proposal Format

L.7 COST PROPOSAL INSTRUCTIONS

L.8 INSTRUCTIONS FOR PREPARATION OF BRANDING IMPLEMENTATION PLAN

AND MARKING PLAN (BIP AND MP)

SECTION M - EVALUATION FACTORS FOR AWARD

M.1 GENERAL INFORMATION

M.2 TECHNICAL EVALUATION FACTORS

M.3 COST EVALUATION

M.4 DETERMINATION OF THE COMPETITIVE RANGE AND CONTRACT AWARD 131

M.5 SOURCE SELECTION

SECTION B – SERVICES/PRICES

B.1 PURPOSE

The purpose of the USAID Heshimu Bahari activity is to enhance the ecological resilience and productivity of high marine biodiversity areas in Tanzania by strengthening marine protected areas and wild-caught fisheries management, as detailed in Section C.

B.2 CONTRACT TYPE

This is a Cost-Plus-Fixed-Fee (CPFF) completion type contract. For the consideration set forth below, the contractor must perform the tasks required in Section C (Statement of Work) and provide all deliverables and/or outputs as described in Section F.

B.3 ESTIMATED COST, FIXED FEE AND OBLIGATED AMOUNT

(a) The estimated cost for the performance of the work required hereunder, exclusive of fixed fee, if any, is to be determined [$TBD]. The fixed fee, if any, is [$TBD]. The estimated cost-plus-fixed-fee, if any, is [$TBD].

(b) Within the estimated cost-plus fixed fee (if any) specified in paragraph B.3(a) above, the amount currently obligated and available for reimbursement of allowable costs incurred by the Contractor (and payment of fee, if any) for performance hereunder is [$TBD]. The Contractor must not exceed the aforesaid obligated amount in accordance with the Limitation of Funds Clause, FAR 52.232.22.

(c) Funds obligated hereunder are anticipated to be enough through [TBD].

B.4 COST PLUS FIXED FEE BUDGET

The following budget table captures the final negotiated budget for the performance of the work required to achieve the objectives in the SOW:

COST ELEMENT AMOUNT

Direct Labor $ Fringe and Allowances $ Travel and Transportation $ Equipment and Supplies $ Subcontracts $ Other Direct Costs $ Indirect Costs $ Grants Under Contract* $3,000,000 Total Estimated Cost $ Fixed Fee $ Total Estimated Cost-Plus Fixed Fee $

*The amount of $3,000,000 is a lump sum exclusively reserved for GUCs. This amount does not include any relevant management or administrative expenses incurred by the contractor.

The contractor will not be paid any sum in excess of the Total Estimated Cost-Plus Fixed Fee.

B.5 REIMBURSEMENT OF COSTS

Allowable costs shall be limited to reasonable, allocable, and necessary costs determined in accordance with FAR clause 52.216-7, Allowable Costs and Payment and AIDAR clause 752.7003, Documentation for Payment.

B.6 PAYMENT OF FIXED FEE

Payment of fixed fee, subject to FAR 52.216-8, may be made upon receipt of a proper invoice and the following:

(a) The total amount of fee payable upon completion of all contract requirements will be set at the time of award and does not vary with actual cost. The overall total fee for this contract is _________. The current amount of fixed fee eligible to be paid is ______ per the requirements of this section (B.6).

(b) Definite goals or targets must be achieved, and end products must be completed, delivered, and accepted by USAID during the period of performance and within the total estimated cost as a condition for payment of the entire fixed fee.

(c) The Contracting Officer must approve a Fee Distribution Schedule before any portion of the fee is paid. Within each year’s Work Plan submission, the Contractor must also submit a proposed Fee Distribution Schedule for the upcoming year. The Fee Distribution Schedule must identify expected results/tasks which have fee associated with their completion/delivery and must be referred to as Fee Bearing Results or Tasks. Each year’s negotiated Fee Distribution schedule will be formally reflected in the contract via a modification to sections B.4 and B.6(a).

(d) Appropriate Fee Bearing Results/Tasks are items which are directly related to the expected results in Section C. Each Fee Bearing Result/Task must be associated with an appropriate level of fee given the importance and complexity of Result/Task.

(e) As a condition for the payment of the portion of the overall total fixed fee associated with a specific result/task, the Contractor must complete the result/task. When a Fee Bearing result/task is not completed or achieved, the portion of the total fixed fee allocated to the result/task in the Fee Distribution Plan will not be paid. If the CO determines a fee bearing result/task is not achieved based on a factor outside of the manageable control of the Contractor, unpaid fee can be reallocated among deliverables within the current or future work plan(s).

(f) When a Fee Bearing result/task is not completed on time, the portion of the total fixed fee allocated to the result/task in the Fee Distribution Schedule will be subject to adjustment, by the Contracting Officer, regarding when and/or how much fee is paid. If the CO determines a fee bearing result/task is not achieved based on a factor outside of the manageable control of the Contractor, unpaid fee can be reallocated among deliverables within the current or future work plan(s).

(g) If a result/task cannot be accomplished within the estimated cost, the Government may require more effort from the Contractor without an increase in fee, provided USAID increases the total estimated cost.

B.7 INDIRECT COSTS

For the Prime Contractor:

Pending establishment of revised provisional or final indirect cost rates, allowable indirect costs will be reimbursed on the basis of the following negotiated provisional or predetermined rates and the appropriate bases:

Description Rate Base Type Period

TBD TBD 1/ 1/ 1/

TBD TBD 2/ 2/ 2/

1/ Base of Application:

Type of Rate:

Period:

2/ Base of Application:

For Each of the Major Subcontractor(s)*

Description Rate Base Type Period

TBD TBD 1/ 1/ 1/

TBD TBD 2/ 2/ 2/

1/ Base of Application:

2/ Base of Application:

*“Major Subcontractors” are those subcontractors whose proposed cost exceeds 20% of the total estimated contract cost.

The Contractor is allowed to recover applicable indirect costs (i.e., overhead, G&A, etc.)

on other direct costs (ODCs), if it is part of the Contractor’s usual accounting procedures, consistent with FAR Part 31, and the Negotiated Indirect Cost Rate Agreement (NICRA).

[END OF SECTION B]

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK

STATEMENT OF WORK

C.1 TITLE OF ACTIVITY

Heshimu Bahari (Respect the Ocean)

C.2 INTRODUCTION

The USAID Heshimu Bahari activity is part of the U.S. government’s biodiversity conservation portfolio in Tanzania. This will incorporate a series of interventions that support and strengthen the capacity for biodiversity conservation in a manner that i) reduces the use of illegal and unsustainable fishing; ii) improves the governance and management of coastal land and seascapes; and iii) improves policy development and capacity to implement policies. These interventions together will reduce threats to marine and coastal biodiversity in Tanzania while moving Tanzanian institutions further on their journey to self-reliance.

C.3 BACKGROUND

USAID supports its partner countries to create more resilient societies. To accomplish this, USAID invests across sectors, helping partners across sectors to plan, finance, and implement solutions to development challenges. Prosperity depends on the sustainable use of natural resources and an equitable sharing of benefits derived from ecosystem goods and services. A country must both commit to protecting its resources and have the capacity to manage them in an inclusive and equitable manner.

Though often overlooked in national strategies, the link between wild fisheries and food security is well established in Tanzania and other countries in east and southern Africa. To protect reefs and mangroves from further degradation, stakeholders from government, civil society, communities, and the private sector must cooperate to reap the benefits of a network of Marine Protected Areas (MPAs). Tanzania has prioritized marine conservation as part of its Blue Economy policy, administered through the Zanzibar Ministry of Blue Economy and the mainland Ministry of Livestock and Fisheries, each of which has departments focused on sustainable fisheries and marine conservation.

Context Analysis of Marine Biodiversity Conservation and Fisheries Management:

USAID developed a context analysis for marine biodiversity conservation and fisheries management in Tanzania based on key informant interviews, site visits to Mafia and Zanzibar, a literature review, and a Request for Information. The results of this analysis are the basis for the Scope and Objectives of this Statement of Work and are summarized here as a narrative and a visual graphic called a situation model.

The situation model identifies coastal-marine ecosystems and species in Tanzania (green) (Attachment J.1), which are the focus for this Activity. This context analysis illustrates how effective conservation of these biodiversity focal interests are expected to provide https://biodiversitylinks.org/projects/completed-projects/measuring-impact/resources/fishing-for-food-security-041316_508.pdf https://biodiversitylinks.org/projects/completed-projects/measuring-impact/resources/fishing-for-food-security-041316_508.pdf https://usaidlearninglab.org/sites/default/files/resource/files/biodiversity_howtoguide1_508.pdf benefits to human well-being (brown), and the key threats to these biodiversity assets (pink). The model also provides a hypothesis about the main drivers (orange) that lead to these threats

Threats and Drivers of Marine Biodiversity Loss:

The greatest threats to biodiversity focal interests are overfishing, including the use of destructive fishing practices; climate change; and large, poorly planned infrastructure projects, such as dams and ports. While the practice of fishing using explosives (i.e., “blast fishing”) has been significantly reduced, other practices that are indiscriminate and destroy habitats are still used. Infrastructure projects were ranked as threats to biodiversity using the precautionary principle; it is likely the resulting changes in water flow and habitat alteration could have profound impacts on key coastal fisheries as well as the tourism potential in the country, but little science is publicly available to predict or mitigate these impacts. Threats from oil and gas exploration and extraction and cutting of mangroves were ranked high, acknowledging these impacts vary along the coast. Harvesting of turtle eggs and unsustainable tourism were ranked as moderate to high threats to biodiversity.

The key driver behind overfishing and the use of destructive fishing practices is that current management arrangements are not delivering sustainability or optimizing the profitability of fisheries. Currently, there are few fishing restrictions in Tanzania and those that are in place are weakly implemented. However, the ongoing work to revise the fishing regulations to enable co-management and the government’s decision to deny permits to foreign trawlers are positive moves toward managing and sustaining these resources for Tanzanians.

The model also identifies that habitat damage has reduced the productivity of fisheries and that implementation of the country’s commitment to establishing Marine Protected Areas (MPAs) would benefit fisheries, tourism, and resilience to climate change. The model notes there are already successful examples of MPAs including Mafia Island Marine Park and the Chumbe Island private reserve.

Behind these proximate drivers, the situation model identifies other factors that influence high priority threats to Tanzania's marine biodiversity, including: the effective, but limited role NGOs have played in supporting co-management; lack of widespread community engagement in fisheries management, especially among women; limited scientific information and influence; political disincentives to effective fisheries reform; strong demand for fishery livelihoods and a lack of other livelihood options; seafood supply chains that do not incentivize sustainability and involve poor post-processing and high product loss; growing national interest in promoting a “blue economy,” and ineffective implementation of environmental safeguards and tourism codes of conduct.

C.4 THEORY OF CHANGE:

If Enabled policy frameworks and government capacities to implement diverse pathways for marine conservation and fisheries management exist and Communities are empowered in MPA and Fisheries management and Barriers to private sector investment are lowered and Scientific capacity, information, and influence is strengthened then A diverse MPA network can be created and sustained to conserve biodiversity, enhance ecological resilience to climate change, and improve livelihoods and food security by strengthening the protected area and wild-caught fisheries management.

C.5 OBJECTIVES:

Based on USAID’s assessment of the current context and leverage points for change, the Contractor must make significant contributions toward the following objectives and intermediate results. To achieve the four objectives, the contractor must integrate its implementation with communities, civil society, the private sector, and government, and build their capacity in marine biodiversity conservation, sustainable livelihoods, improving the business enabling environment, and monitoring and oversight of institutions and projects. The contractor must deliver interventions to improve the capacity of the partners to function and perform their stated purpose.

OBJECTIVE 1: Establish an enabling framework for a Marine Protected Area (MPA) network for resilient biodiversity conservation and enhanced wild-caught fisheries production:

A well-designed network of functioning MPAs would facilitate both marine ecosystem resilience and fishery productivity. MPAs will be a key tool to achieving ambitious biodiversity conservation goals, but the MPAs must be operational and well managed on the ground, with no one MPA management model being a total solution. Objective 1 addresses the lack of adequate policies, formal agreements, and the need for harvesting lessons learned and replicating a variety of approaches to achieve positive outcomes for biodiversity, ecosystems, and wild capture fisheries. While the activity does not have the scope to address larger coastal zone planning, the reinforcement and/or establishment of an MPA network that integrates core MPA areas with surrounding and adjacent management areas can strengthen the localized marine resource management framework and reduce use conflicts. The Objective also addresses the fragmented authorities over coastal and marine resources in Tanzania, and thus responds to the need to improve coordination and collaboration between government departments as well as the village, district, and national-level government.

INTERMEDIATE RESULTS:

● I.R. 1.1. A network of no-take and multiple-use Marine Protected Areas developed that includes community, government, and private sector/civil society led models

● I.R. 1.2. Government capacity to manage MPAs strengthened

● I.R. 1.3. Protection of endangered, threatened, and protected (ETP) habitats and species improved

● I.R. 1.4. Policy and legal frameworks that enable co-management, sustainable financing, and appropriate expansion of the marine protected area system strengthened

Objective 2: Empower communities and community management structures to engage in co-management of MPAs for biodiversity conservation and wild-caught fishery productivity:

Community managed marine areas will comprise a critical piece to the MPA network and contribute benefits to marine conservation and small-scale fisheries. An important fisheries governance framework in nearshore waters in Tanzania, and a central focus of this activity, is centered around the establishment and strengthening of community-based natural resource management (CBNRM) models in the marine sector. Community-led conservation and sustainable use of natural resources is an important complement and diversification from government-led MPAs and should be part of the larger MPA network.

Without strong and committed village-level or other local leaders, management of inshore marine resources is often ineffective or non-existing leading to increased illegal, unreported, and unregulated (IUU) fishing.

For the MPA network in Tanzania, CBNRM structures can include, but are not limited to:

Collaborative Fisheries Management Areas (CFMAs), Collaborative Management Areas (CMAs), Beach Management Units (BMUs), District fisheries authorities, Locally Managed Marine Areas (LMMAs), and Shahia Fishing Committees. CBNRM structures can play a key role in supporting the community-level inshore fisheries governance bodies that represent the needs and interests of fishing households and their wider communities.

Resources can be jointly mobilized by communities and MPAs for the implementation of conservation and fisheries development activities within the MPA network.

Community management platforms will be supported by the Activity for sustainable long-term engagement in management; and fishing communities, including their women and youth members, will have improved capacities, structures, and incentives to actively engage in MPA and fisheries co-management, reducing IUU.

INTERMEDIATE RESULTS:

● I.R. 2.1. Capacity and incentives for fishing communities to actively engage and co-manage MPAs and fisheries improved.

● I.R. 2.2. Durable, accountable extension systems that support Community Management Structures to monitor, resolve conflict, and enforce co-management are established and/or strengthened.

● I.R. 2.3. Women and youth are empowered to be involved in fisheries and MPA management.

Objective 3: Incentivize private sector investment in MPAs and wild-caught fisheries through a strengthened enabling environment:

Significant policy barriers exist to private sector investment in fisheries and tourism, including taxation, bureaucracy, infrastructure, and education. These barriers result in unfavorable outcomes for Tanzania’s people and biodiversity. Increased private sector investment and engagement in MPA and fisheries management would provide much needed capital, efficiency, and diversification to the MPA network and goals of biodiversity conservation and sustainable fisheries productivity. The Contractor will nest its approaches within the framework of existing policies, such as the Zanzibar Blue Economy Policy, which identifies the private sector as a key institutional mechanism for advocating investor needs and supporting processing, market diversification and product value addition among local business and enterprises.

INTERMEDIATE RESULTS:

● I.R. 3.1. Private sector actors and business associations are engaged and actively advocate for fair, environmentally sound, business-friendly regulations that incentivize investment in, and sustainable management of, marine resources.

● I.R. 3.2. Private sector/civil society led MPA and fisheries management models strengthened and replicated.

Objective 4: Increase the scientific community engagement with policymakers and managers of MPAs and wild-caught fisheries:

The limited scientific capacity, information, and influence of researchers and scientists reduce the accountability of public authorities to their poorly informed public constituents and degrades the ecological integrity of open access fisheries. Therefore, Objective 4 emphasizes the need to require the inclusion of sound science into policy and management.

By building or improving the sources of raw data and channels for sharing data, including biological and ecosystem monitoring, data can be turned into usable information affecting policy, decision-making, and management.

Climate information services should be strengthened to inform decision makers and communities about their options for preparing and responding to climate impacts and mainstream adaptation into broader decision making resulting in community-led adaptation. Many marine and coastal focused tools exist that can help guide the process of integration of climate change adaptation measures into management plans.1 In addition, given the 50 reefs study, conserving the most climate resilient coral reefs is as much a priority as helping climate vulnerable ones adapt. As such, a Tanzanian coral reef biodiversity and climate change vulnerability and resiliency study should be undertaken as a foundational decision support tool for the MPA network.

1 Some examples include: https://awsassets.panda.org/downloads/wwf_campa_2016_english_1.pdf;

https://www.coris.noaa.gov/activities/CCAP_design/; https://www.cakex.org/MPAToolkit http://planningznz.go.tz/doc/new/BE%20Policy-2020.pdf http://planningznz.go.tz/doc/new/BE%20Policy-2020.pdf https://awsassets.panda.org/downloads/wwf_campa_2016_english_1.pdf https://www.coris.noaa.gov/activities/CCAP_design/ https://www.cakex.org/MPAToolkit

Intermediate Results

● I.R. 4.1. Sustainable dialogues and pathways are created between the MPA scientific community, policymakers, and managers to ensure relevant science is created and integrated.

● I.R. 4.2. Fisheries and marine protected area management decision-making is based on quality scientific data and analyses.

● I.R. 4.3. An evidence-based learning approach to establish diverse, appropriate, and innovative management regimes developed.

C.6 GRANTS UNDER CONTRACT:

In order to enable the contractor to support the objectives, a grants under contract program is required. These grants will build the technical and administrative capacity of smaller institutions through the implementation of this contract, resulting in demonstrable improvement in the performance of the organizations supported. These grants will support a wide range of community-based conservation efforts around areas important for marine biodiversity across Tanzania. The contractor will need to engage many different organizations, including new, local and/or underutilized partners to achieve the results.

To achieve the Activity’s development goals, the contractor will integrate its implementation across communities, civil society, and the private sector by implementing a GUC mechanism to reach local organizations. The grants will enable local leaders to implement innovative approaches across the Activity’s geographic focus area. Local groups will be financially empowered to model successful approaches that can be scaled by the USAID Heshimu Bahari activity in concert with its partners including the URT and the private sector.

Under grants under contract (GUCs) mechanism, the contractor:

1. Must award grants to partners which further their respective principal purpose in achieving Objective 1. Specifically, local partners, private sector, and communities must be supported by the GUC mechanism to model various approaches for successful MPAs, so that can be replicated and scaled up to other areas and new partners (I.R.

1.1). Through Grants Under Contract, the Contractor will support a diverse set of partners to model successful approaches for community MPAs throughout the proposed area(s).

2. Must award grants to partners which further their respective principal purpose in achieving Objective 2. The Contractor will support local partners and communities via the GUC mechanism to support community co-management of MPAs, establish sustainable livelihoods, and strengthen community fisheries management regimes so that successes can be replicated and scaled up in other coastal regions of Tanzania.

3. Must award grants to partners which further their respective principal purpose in achieving Objective 3. Existing and new private sector and civil society led MPAs will be supported and strengthened as partners with mutual benefits and goals, who can often come to the table with ample resources to match GUCs, to be used as examples for replication throughout Tanzania.

4. Must award grants to partners which further their respective principal purpose under

Objective 4, and specifically 4.1 and 4.2. Through GUCs, the Contractor may support a diverse set of scientific partners to model successful approaches that support applied scientific marine research and the integration of this research into policy and management processes.

C.7 GEOGRAPHIC SCOPE:

While Objective 1 will necessarily engage governmental agencies at a national scale, the contractor must propose a focus for site specific interventions of the Activity in particular regions or sets of communities within mainland Tanzania and the Zanzibar archipelago where a network of MPAs (that includes 1) formal government parks or protected areas;

2) de facto and/or formal community sanctuaries, and 3) private sector concessions) can be established and/or enhanced.

C.8 MONITORING, EVALUATION, AND LEARNING:

C.8.1 Monitoring, Evaluation, and Learning Plan:

The contractor must track and evaluate progress toward achieving program outcomes throughout the life of the program. The program’s monitoring and evaluation approach will be articulated in a Monitoring, Evaluation, and Learning (MEL) Plan approved by USAID (see Section F, Reporting). The MEL Plan will be based on the program’s theory of change, depicted as a Results Chain.2 It will identify key results the program will achieve and measure progress toward these results with outcome-oriented indicators. The program will also report on a set of relevant indicators under the Foreign Assistance Framework Standard Indicators. Additionally, the MEL Plan will identify learning and evaluation questions that will be assessed during program implementation.

To align with Agency and Mission priorities, the activity must include the CBLD-9 Performance Indicator in its MEL Plan to measure local capacity-building under the GUC scheme and general implementation of the three Objectives. The contractor will submit specific indicators, benchmarks, and targets, and establish baseline data against which subsequent performance can be measured. A final list of indicators, including mandatory Foreign Assistance Framework Standard Indicators, will be confirmed in collaboration with USAID after the award. See section F for more information.

2 Further information on the use of results chains for biodiversity programming at USAID can be found at:https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaidbiodiversity-Programming).

https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaidbiodiversity-Programming https://rmportal.net/biodiversityconservation-gateway/resources/projects/measuring-impact/how-to-guides-for-usaidbiodiversity-Programming

C.8.2 Inception Phase:

A critical initial phase of the Contract will be a three month Inception Phase based upon the Open Standards for the Practice of Conservation. The Open Standards approach will enable the Contractor to better understand where the Activity may best intervene to create systemic change. Interventions under subsequent Deliverables will be informed by the findings of the Inception Phase, including the studies to be carried out.

Specifically, the Contractor must organize a start-up workshop with all partners to include Key Personnel and Thematic Leads (e.g., biodiversity, gender, livelihoods) taking place by the end of month two of the Activity to refine the existing situation model, collaboratively develop initial results chains, identify additional analyses needed, and develop a draft monitoring, evaluation, and learning plan. Results chains should be finalized during the workshop, and Outcome Statements, Indicators, and a list of needed Baseline Assessments will be presented to USAID by the Contractor prior to the end of month three for final approval along with a Workplan that covers the rest of the Year 1. The Workplan for Year 1, organized by strategic approaches and results, may include necessary analyses and early actions covering the remainder of Year 1.

C.8.3 Collaborating, Learning, and Adapting:

Collaborating, Learning, and Adapting (CLA) is a set of practices that help us improve our development effectiveness. USAID/Tanzania is committed to obtaining stakeholder input to our activities, coordinating all implementing partners’ efforts for greater efficiency and effectiveness, and measuring high-level indicators in an effort to apply the following Monitoring, Evaluation and Learning objectives:

● Evaluate the level of collaboration with other USAID programs and improve synergies.

● Use lessons learned to strengthen management systems and activity implementation.

● Provide recommendations and improvements to adapt current activities and follow-on programs.

To facilitate coordination, USAID/Tanzania or one of the implementing partners (on a rotating basis) may convene semi-annual meetings that may include sharing of summary annual work-plans, bi-annual summary reports, best practices, and challenges. The contractor is required to attend the above-mentioned meetings unless directed otherwise by the COR. The contractor may be required to convene and organize one of the above-mentioned meetings. The implementor will be required to collaborate with USAID to conduct an Annual Pause and Reflect exercise to better align implementation of the Activity with its Theory of Change and to ensure contextual changes and lessons learned throughout the year are integrated into work planning processes (See section F).

The implementor will collaborate with the U.S. Department of Interior International Technical Assistance Program (DOI ITAP) and the U.S. Department of Agriculture Forest Service International Programs (USFS IP) in the provision of specialized technical https://conservationstandards.org/ https://usaidlearninglab.org/sites/default/files/resource/files/htg3_summary_508.pdf https://biodiversitylinks.org/projects/completed-projects/measuring-impact/how-to-guides-for-usaid-biodiversity-programming/biodiversity-how-to-guide-3-defining-outcomes-and-indicators-for-monitoring-evaluation-and-learning-in-usaid-biodiversity-programming/view https://biodiversitylinks.org/projects/completed-projects/measuring-impact/how-to-guides-for-usaid-biodiversity-programming/biodiversity-how-to-guide-3-defining-outcomes-and-indicators-for-monitoring-evaluation-and-learning-in-usaid-biodiversity-programming/view expertise to the Activity. DOI ITAP and USFS IP, via direction and separate funding from USAID/Tanzania, will provide recurring short-term technical expertise on natural resource management issues with an emphasis on government-to-government technical capacity building (e.g. working directly with the Marine Parks and Reserve Unit and Marine Conservation Unit), as well as select USAID/Tanzania program coordination technical topics (e.g. Counter Wildlife Trafficking and Mangrove Restoration)

USAID recognizes that given the complexity of the current development landscape, the theory of change will need to be periodically revisited through implementing partner and USAID concerted efforts, and potentially adjusted in accordance with an ongoing, iterative analytical approach. It will be essential for monitoring, evaluation, and learning actions, underpinned by staff skills and processes, to periodically examine ongoing progress with respect to the key drivers for transformative and sustainable development.

The contractor must contribute to USAID/Tanzania’s commitment to a multifaceted CLA approach to development. The CLA approach is based on the understanding that development efforts yield more effective results if they are coordinated and collaborative;

test promising, new approaches in a continuous yet also rapid, targeted search for generating improvements and efficiencies; and build on what works and eliminate what does not. It is also understood that CLA takes into account programmatic learning and shifts generated by the activity (outward generating) as well as those adopted by the activity from external learning sources. USAID/Tanzania also anticipates that a strong focus on adaptive management techniques as expressed through staffing skills, structure and culture, business processes, and stakeholder engagement will be particularly important in the implementation of this activity, in order to track and adjust to the opportunities to operationally integrate with other activities working in related efforts. Thus, USAID/Tanzania anticipates a CLA approach that tailors CLA to the needs and opportunities of this activity, while leaving open options for future evolution in its interpretation and application.

Collaborating: Engage in active collaboration with other key in-country partners to share knowledge around assessments, emerging research, lessons learned, and evaluations, and jointly develop action plans for integrating learning resulting from these activities into improved program implementation.

Learning: Identify learning questions to guide the gathering of information to better understand or challenge key programmatic assumptions.

Adapting: Engage in periodic reflection activities using approaches such as after action reviews to identify, capture, and act upon lessons learned in technical, cross-cutting, and management activities.

The offeror will demonstrate adaptability that is informed by knowledge gained through learning and recognize behaviors and incentives necessary to create change. Knowledge gained through learning will influence decision making, resource allocation, and adaptation to contextual shifts. Application of new knowledge to implementation decisions will be reflected in the Semi-annual work plan, and the Activity Monitoring, Evaluation, and Learning Plan (Activity MEL Plan).

Decisions to adapt may be based on, but not limited to the following:

● Extraneous changes in the operating environment (i.e., emergency, or natural disaster, policy changes);

● Financial and human resource constraints; and

● Emerging evidence that interventions are not working or could work better if adapted.

Lastly, integration is a key component of USAID/Tanzania’s Country Development Cooperation Strategy (CDCS). The CDCS advances USAID’s core values of empowerment and inclusion and key principles of engagement which include partnership, capacity building, integration, and learning. The Mission recognizes the complexity of Tanzania’s development challenges and the value of addressing them using multiple tools and perspectives that cross sectors. Integration is defined broadly as ‘partnering to apply sound development principles and practices to address political, economic, social, and governance factors across sectors to improve the sustainability of development investments and results.’ The contractor must be prepared to link beneficiaries to other USAID activities operating in the chosen geography as well as coordinate with other USAID implementing partners operating in the geographic focal areas. Beyond USAID activities, the contractor must identify and work closely with local government, civil society organizations, and other donors that provide training, opportunities, and/or other services relevant to this Activity. In short, this Activity should seek opportunities to partner and collaborate across sectors to improve the sustainability and impact of planned outcomes and results.

The contractor will be responsible for including an Integration and Sustainability Reporting section in their quarterly and annual reports that demonstrates how the contractor and its sub-partners have incorporated integrated development approaches into their work and contributed to existing platforms or established new platforms of coordination and collaboration among other development partners and local stakeholders in the country to maximize impact and sustainability of the Activity objectives. Additionally, the Mission has developed integration indicators in its Performance Management Plan that must be applied to this Activity as it contributes towards the achievement of USAID/Tanzania’s CDCS 2020-2025 Development Objective 3: Capacity of State and Non-State Actors Strengthened to Benefit Future Generations, and will most directly support Intermediate Result (IR) 3.1: Capacity of sub-national governments to lead sustainable development improved, and IR 3.2: Enabling environment for private sector and CSOs enhanced.

C.9 ENVIRONMENTAL COMPLIANCE AND CLIMATE RISK MANAGEMENT:

C.9.1 Regulation 216:

The Foreign Assistance Act of 1961, as amended, Section 117 requires that the impact of USAID’s activities on the environment be considered, and that USAID include https://www.usaid.gov/sites/default/files/documents/Tanzania_CDCS_2020-2025_Public_1.pdf environmental sustainability as a central consideration in designing and carrying out its development programs. This mandate is codified in Federal Regulations (22 CFR 216) and in USAID’s Automated Directives System (ADS) Parts 201.5.10g and 204 (http://www.usaid.gov/who-we-are/agency-policy/series-200), which, in part, require that the potential environmental impacts of USAID-financed activities are identified prior to a final decision to proceed and that appropriate environmental safeguards are adopted for all activities. The Contractor’s environmental compliance obligations under these regulations and procedures are specified in the following paragraphs of this contract.

In addition, the Contractor must comply with host country environmental regulations unless otherwise directed in writing by USAID. In case of conflict between the host country and USAID regulations, the latter shall govern. No activity funded under this contract will be implemented unless an environmental threshold determination, as defined by 22 CFR 216, has been reached for that activity, as documented in a Request for Categorical Exclusion (RCE), Initial Environmental Examination (IEE) duly signed by the Bureau Environmental Officer (BEO). (Hereinafter, such documents are described as “approved Regulation 216 environmental documentation.”).

USAID has determined that a Negative Determination with Conditions applies to one or more of the proposed activities. The Contractor shall be responsible for implementing all IEE conditions pertaining to activities to be funded under this award. As part of its initial Work Plan, and all annual work plans thereafter, the Contractor, in collaboration with the USAID Contracting Officer’s Representative and Mission Environmental Officer, Regional Environment Advisor or BEO, as appropriate, shall review all ongoing and planned activities under this contract to determine if they are within the scope of the approved Regulation 216 environmental documentation.

If the Contractor plans any new activities outside the scope of the approved Regulation 216 environmental documentation, if the life of activity funding ceiling will be eclipsed, or if a time extension is required, it shall prepare an amendment to the documentation for USAID review and approval. No such new activities shall be undertaken prior to receiving written USAID approval of environmental documentation amendments. Any ongoing activities found to be outside the scope of the approved Regulation 216 environmental documentation shall be halted until an amendment to the documentation is submitted and written approval is received from USAID.

This proposed activity is covered by the current Natural Resource Management and Biodiversity Project Initial Environmental Examination (IEE), with an implementation period of April 2021 – October 1, 2026 and approved on June 11, 2021 (https://ecd.usaid.gov/document.php?doc_id=53179). This IEE covers all of the biodiversity related activities that are expected to be implemented under the mission’s biodiversity programming. The marine activity will involve interventions on:

● Evidence-based MPA network that includes government parks, community sanctuaries, and private sector concessions for resilient biodiversity conservation and enhanced wild-caught fisheries production.

https://www.usaid.gov/who-we-are/agency-policy/series-200 https://ecd.usaid.gov/document.php?doc_id=53179

● Community management structures to support sustainable, long-term engagement in management of MPAs and wild-caught fisheries.

● Science to inform MPA policy and practice and wild-capture fisheries management

The interventions may have direct or foreseeable indirect negative impacts on natural resources, or environmental health and safety and are therefore eligible for a negative determination. With this case, a negative determination with conditions is recommended for all interventions under this activity.

However, if the contractor proposes any new activities outside the scope of the approved Regulation 216 environmental documentation, they shall prepare an amendment to the documentation for USAID to review and approve. Any activities that will be determined to be outside the scope of the approved Regulation 216 environmental documentation shall be halted until an amendment to the documentation is submitted and written approval is received from USAID.

C.9.2 Climate Change and Climate Risk Management:

The Climate Links Tanzania Climate Risk Profile (https://www.climatelinks.org/resources/climate-risk-profile-tanzania) identified Tanzania as a moderate risk country. This profile indicates that Tanzania is facing rising temperatures, longer dry spells, more intense rainfall, and sea level rise, all of which make Tanzania the 26th most vulnerable country to climate risks. Tanzania’s temperatures have been rising steadily since the 1950s and are projected to continue to rise by 1-2 degrees centigrade over the next 50 years and perhaps up to 4 degrees centigrade by 2100. Changes in climatic conditions can exacerbate degradation of habitats and loss of native species as well as threaten important ecosystem services and tourism revenue. Climatic change can also cause decreased productivity of freshwater and coastal fisheries and increased severity of wildfires.

The climate change risk analysis for Tanzania relies on the Tanzania Climate Risk Profile prepared for USAID under the Climate Change Adaptation, Thought Leadership, and Assessments Task Order. This profile indicates that Tanzania is facing rising temperatures, longer dry spells, more intense rainfall, and sea level rise, all of which make Tanzania the “26th most vulnerable country to climate risks.” Changes in climatic conditions such as higher temperatures and heavier rainfall events can cause drought and flood. This award is therefore expected to be significantly impacted by changing climatic conditions and is therefore considered to be at a high risk.

Therefore, due to the high risk rating of the marine activity, the Contractor must take the following measures to comply with the IEE’s Climate Risk Management (CRM) analysis (a complete summary of the CRM recommendations and mitigation actions is found in the

IEE):

Further Actions for Activity Implementation:

https://www.climatelinks.org/resources/climate-risk-profile-tanzania

● Incorporate changing climate conditions into updated policy framework for biodiversity conservation, fisheries management, and spatial planning.

● Consider climate change stressors, such as sea level rise and coastal flooding, when choosing. marine project locations.

● Promote engagement of climate change researchers to raise awareness and understanding of climate change impacts on management and policy decisions.

Opportunities to Strengthen Climate Resilience, to achieve development objectives by integrating climate resilience or mitigation measures:

● Promote alternative livelihoods to protect and conserve marine habitats and support incomes.

● Support scholarships, research grants, entrepreneurship programs, and sustainable livelihood development targeting women and youth.

● Recognize and plan to take advantage of new species in certain areas due to changing habitat preferences, temperatures, etc.

● Identification and protection of climatic refugia.

● Promote development and diversification of the economy through support to small and medium-sized businesses, focusing especially on green businesses.

● Involve women and youth in enterprise, in an effort to maintain livelihoods and create new opportunities.

● Develop projects such as coral reef restoration, coral gardens, artificial reefs, reef rehabilitation, etc. that serve as commercial and ecological opportunities.

● Investigate scholarship programs, grants, that promote youth and gender inclusiveness.

● Develop apprenticeship/internship/professional development opportunities for students, particularly in the hospitality/ecotourism sector.

● Increase support for financing and sustainable business and management practices for ecotourism.

● Consider climate information and local knowledge during research process (e.g., coral bleaching science)

C.10 GENDER AND YOUTH: