Industry_Day_Presentation.pptx

Solomon Islands Threshold Program Procurement Industry Day February 24, 2021

Opening Remarks Introduction to MCC and the Solomon Islands Threshold Program (~30 min) Discussion of Cross-Cutting Program Support (CCPS) procurement (~1 hour) Overview Procurement details Explanation of main activities in Terms of Reference Questions Discussion of Community Engagement Partner procurement (~1 hour) Overview Procurement details Explanation of main activities in Terms of Reference Questions Closing Remarks/Next Steps

Agenda

For those only interested in the community engagement procurement only, you may drop off after the 30-min introduction segment and reconnect in an hour. If the CCPS discussion runs short, we'll plan on taking a break and resuming at the 1.5 hour mark from the start of the presentation.

This is an open exchange for market research and information sharing purposes – no information provided in this forum should be considered final or binding.

MCC will record the webinar for internal use/reference; the spoken content of the event will not be transcribed. No unauthorized recording is permitted.

Event materials – including this presentation, the attendee list and Q&A document – will be posted on the Industry Day announcement page on beta.SAM.gov by next week.

Q&As will be held at the end of each procurement-specific segment.

Please mute your phones while MCC is presenting. Unmute yourself or use the chat feature to ask a question.

Housekeeping Items

At its discretion, MCC may transcribe important questions/issues that arise during the webinar as part of the Question & Answer amendment, which is expected to be issued the week after the webinar.

Attendee list will include an indication of which procurement the individual/organization expressed interest in.

Reminder to let us know by Friday, 2/26 if you don't want your name/organization on the attendee list.

MCC will run through questions submitted through the chat box first, and will then open up the line for real-time Q&As at the end of each session.

Cross-Cutting Program Support (CCPS) Procurement Jacqueline Naranjo – Contracting Officer Cindy Guo/Dave Fuller – Contract Specialist Grace Morgan – Solomon Islands Country Team Lead (CTL) Emily Schultz – Policy Officer Brad Cunningham – ALTIF Co-Lead Matt Kuniholm – FoVEP Lead

Community Engagement Procurement Regina Maxwell – Contracting/ Agreement Officer Yembeka Kapakasa – Contract/ Agreement Specialist Grace Morgan – Solomon Islands Country Team Lead (CTL) Steve Dobrilovic – ALTIF Co-Lead Ryan Johnson – Senior Director, Strategic Partnerships

Team Introductions

Overview of MCC and Solomon Islands Threshold Program

MCC is a U.S. Government agency that assists foreign countries in reducing poverty through economic growth.

MCC has successfully partnered with nearly 30 countries on 38 hundred-million-dollar grants totaling nearly $13.5 billion. Investments from these grants have lifted millions from poverty.

For more information, please visit: https://www.mcc.gov/

What is MCC?

What is MCC?

MCC is an innovative foreign aid agency leading the U.S. fight against global poverty.

We are a grant provider to countries committed to good governance, economic freedom and investment in their citizens.

MCC was created by the U.S. Congress in 2004 with strong bipartisan support. Our funding is appropriated by Congress for each fiscal year.

We were created to be a new, different approach to foreign assistance, taking best practices from every existing agency and applying those to MCC’s model.

Resources about select MCC programs:

MCC is committed to objective, transparent, and independent reporting on program results. Evaluation Briefs summarize the key results and learning from MCC’s independent evaluations.

Cabo Verde: https://www.mcc.gov/our-impact/evaluation-briefs?fwp_resource_country=6172 Indonesia: https://www.mcc.gov/our-impact/evaluation-briefs?fwp_resource_country=6159 Mongolia: https://www.mcc.gov/our-impact/evaluation-briefs?fwp_resource_country=6151 Namibia: https://www.mcc.gov/our-impact/evaluation-briefs?fwp_resource_country=6149 Vanuatu: https://www.mcc.gov/our-impact/evaluation-briefs?fwp_resource_country=6136

Blog posts about relevant MCC Programs:

Cabo Verde: https://www.mcc.gov/blog?fwp_blog_country=6172 Indonesia: https://www.mcc.gov/blog?fwp_blog_country=6159 Mongolia: https://www.mcc.gov/blog?fwp_blog_country=6151 Namibia: https://www.mcc.gov/blog?fwp_blog_country=6149 Vanuatu: https://www.mcc.gov/blog?fwp_blog_country=6136

Videos about MCC:

Annie’s Story (Malawi): https://www.mcc.gov/news-and-events/video/video-102918-malawi-compact-annies-story Replanting Trees One Seedling at a Time (Malawi): https://www.mcc.gov/news-and-events/video/video-102918-malawi-compact-plant-nursery

MCC identified two constraints to economic growth in Solomon Islands: insecure land access and unsustainable natural resource management. MCC saw both the tourism and NRM sectors as opportunities for growth and seeks to address these constraints through the following two projects:

Accessing Land for Tourism Investment Facilitation Project (ALTIF)

ALTIF aims to improve access to land to increase tourism investment in Solomon Islands, which is expected to deliver jobs and productivity gains, increased purchases of local products and services, and foreign exchange benefits.

Forest Value Enhancement Project (FoVEP)

FoVEP aims to generate more reliable and sustainable benefits from Solomon Islands’ forest resources, providing an alternative to current environmentally damaging logging practices.

Solomon Islands Threshold Program Objectives

ALTIF Project Activity 1: Land Identification Activity 2: Investment Facilitation Activity 3: Facilitated Governance Reform (FGR) Identify the location of land parcels with potential for tourism investment Educate and support investor and community on social license issues Facilitate and assist investor and landowner in agreeing on and maintaining social license Assist selected communities to formalize land as needed to facilitate social license Facilitate investment process for all registered land parcels marketed to investors Build capacity of SIG institutions to facilitate and realize new investments in tourism Establish a Tourism Investment Task Force to improve coordination, capacity, and decision-making among SIG institutions Support to the Tourism Investment Task Force to identify and prioritize activities and efforts to streamline the investment process Provide support to working teams to address issues as they arise Make technical assistance available as needed

Includes Community Engagement Procurement CCPS Procurement

FoVEP Project Activity 1: Payment for Ecosystem Services (PES) Activity 2: Facilitated Governance Reform (FGR) Facilitate preparatory tasks for implementing PES.

Use the Nakau Framework Methodology to facilitate tasks necessary to meet PES requirements.

Implement market facilitation tasks to increase potential return from the sale of PES credits while managing risks associated with market fluctuations.

Continually monitor PES projects.

Build community capacity to utilize PES program benefits long-term to diversify livelihoods in the community.

Convene three reform teams at both national and sub-national levels to facilitate incremental policy and institutional reform in participating project areas.

CCPS Procurement

Procurement Strategy ALTIF Project FoVEP Project Other (M&E, Program Admin)

Activity 1: Land Identification

Activity 2: Investment Facilitation

Activity 3: Facilitated Governance Reform (FGR)

Activity 1: Payment for Ecosystem Services

Activity 2: Facilitated Governance Reform (FGR)

- Public International Organization*

- International Non-Governmental Organization*

- Community Engagement Partner

- Public International Organization* Data Quality Review** Independent Evaluator** The procurements in red are the focus of this presentation

* Note: These opportunities are not open for competitive bid ** These procurements will be competitively bid under MCC’s M&E BPA in 2022 or later

Cross-Cutting Program Support (CCPS) Contractor

Cross-Cutting Program Support (CCPS) Procurement

Overview of CCPS Activities Objective: Execute four cross-cutting programmatic activities: FGR, Active Program Monitoring Hub, Communications, Meeting and Admin Support. There is expected to be a degree of synergy across the four activities, meaning that none of the four activities will be fully independent. These activities support both ALTIF and FoVEP Projects.

A. Facilitated Governance Reform – ALTIF and FoVEP

B. Active Program Monitoring Hub

C. Communications

D. Administrative Support

Overview of CCPS Role of Partner Need For Coordination With Other Implementing Partner CCPS Contractor will play the lead role in executing the cross-cutting activities of the program, this means those activities that relate to both the ALTIF and FOVEP project and MCC’s overall programmatic engagement in Solomon Islands. The execution role of each of the 4 activities is described in the draft SOW.

Program implementation will require close coordination among the six Program Implementation and Evaluation Partners. Elements and specific activities of each project, and the Threshold Program as a whole, will overlap and implementing contractors/partners will need to cooperate and coordinate as they complete the tasks associated with their activities.

Anticipated Procurement Approach: FAR-based, full and open competition via beta.SAM.gov for a stand-alone time-and-materials (T&M) or hybrid type contract.

Estimated Budget: Range of $3.5M–$5M Timeline:

Procurement Details ~2 weeks after release of solicitation ~1 month after release of solicitation

Note that we expect partnerships and subcontracting among firms to be necessary in order to cover the full scope of work required by this contract. This is one of the reasons we're publishing the attendee list, to include each registrant's procurement(s) of interest.

We expect to further specify the budget figure in the RFQ; for now, this is an estimated range.

We expect to hold a pre-submission conference about 2 weeks after RFQ release.

Early/Mid-May 2021 Solicitation Issued

Late May/Early June 2021 Pre-Submission Conference

Early/Mid-June 2021 Quotations Due

June – Early Sept 2021 Tech/Price Evaluations

Sept 2021 Contract Award

A. FGR Activities: ALTIF Facilitation for the Tourism Investment Task Force Organize and facilitate regular meetings of task force that provides authorizing environment for working level activities Perform additional problem definition and solution development as needed at the task force level Coaching for Working-Level Teams Facilitate the progress of working-level teams Organize, facilitate, and convene regular meetings as appropriate Assess team progress, identify issues, and problem solve Communication Between Task Force and Working Level team Ensure that actionable information from each working-level team flows up to the Task Force as necessary, and that the priorities and decisions from the Task Force are clear to working-level teams Record and Document Progress

Provide Additional Resources to Teams Make resources available to working level teams in order to overcome obstacles that arise. These resources may come in the form of targeted training, specific technical expertise, data collection, studies, etc.

Coordinate with Other Implementors Other implementors will play important roles in identifying problems and proposing solutions that may be taken up by the Task Force or working level teams. It will be important to coordinate well with these entities.

Maintain well organized documentation of progress in order to facilitate adaptation of the program based on thorough qualitative review

A. FGR Activities: ALTIF Process for approving ad-hoc technical assistance to be provided by the CCPS under the FGR activities:

A need for technical assistance is identified and task order draft produced by:

- Teams working under the tourism task force with the assistance of the CCPS contractor

- Any member of the Tourism Task Force

- IFC and/or MCC

Tourism Investment Task Force reviews, approves, and allocates budget

- During quarterly meetings

- In writing if necessary and appropriate

MCC receives request from the Task Force and finalizes the task order for the CCPS contractor

A. FGR Activities: FoVEP Facilitation for the FoVEP Task Force Organize and facilitate regular meetings of task force that provides authorizing environment for working level activities Perform additional problem definition and solution development as needed at the task force level Coaching for Working-Level Teams Facilitate the progress of working-level teams Organize, facilitate, and convene regular meetings as appropriate Assess team progress, identify issues, and problem solve Communication Between Task Force and Working Level team Ensure that actionable information from each working-level team flows up to the Task Force as necessary, and that the priorities and decisions from the Task Force are clear to working-level teams.

Record and Document Progress

Provide Additional Resources to Teams Make resources available to working level teams in order to overcome obstacles that arise. These resources may come in the form of targeted training, specific technical expertise, data collection, studies, etc.

Coordinate with Other Implementors Other implementors will play important roles in identifying problems and proposing solutions that may be taken up by the Task Force or working level teams. It will be important to coordinate well with these entities.

Maintain well organized documentation of progress in order to facilitate adaptation of the program based on thorough qualitative review.

A. FGR Activities: FoVEP

In order to support ALTIF and FoVEP reform objectives, the contractor is expected to consolidate performance monitoring information in order to fully understand the program’s objectives and, eventually, to deploy active monitoring efforts to track how the program’s various efforts are contributing to the FGR reform objectives.

B. Active Program Monitoring Hub Theory of Change and Performance Mapping Define indicators to be monitored in collaboration with project teams.

Ensure that monitoring indicators are relevant to project management needs Compilation of Threshold-wide M&E Plan Work with Implementation Partners to compile a THP-wide M&E Plan The goal is to understand and document reform objectives of each Implementation Partner, and not prescribe rigid performance indicators Field Monitoring and Observation Establish a program of proactive field monitoring and observation at relevant project sites Quarterly Reporting Produce a quarterly program monitoring report which compiles both the qualitative observations and challenges in implementation of the Threshold program as well as observed progress on key performance indicators

C. Communications Analysis and Strategy Annually analyze media and social media landscape Develop four-year public communications strategy Review and advise project-level stakeholder engagement and communication strategies developed by implementation partners Relationship Management Strengthen and maintain ties with media organizations in Solomon Islands and region Media Monitoring Monitor, report, and analyze media coverage in Solomon Islands, communicating clearly with Director Program Messaging Develop program-level style guidance Develop editorial content related to the program, in both English and Pijin Develop and execute rapid-response communications campaigns as needed Social Media Management Create, manage, monitor, and routinely update program-related social media accounts As needed, develop social media campaigns Routinely analyze social media outreach to track audience, efficacy, & reach of communications materials Outreach, Guidance, and Other Identify and coordinate speaking opportunities for key individuals Plan & manage communications-related outreach events Provide strategic counsel & guidance related to public perception Conduct public communications in English and Pijin

D. Meeting & Administrative Support Non-FGR Meeting and Event Support Provide meeting support to conduct the planning and execution of non-FGR-related meetings:

1+ annual Advisory Council meetings 2+ annual Solomon Futures Circle meetings Support public outreach events and additional meetings, approx. 2-3 per year.

The meetings and/or events may take place in Honiara or in a targeted province of SI.

Most meetings will have 15-20 people; public events may include more people.

Key Tasks Associated with Meeting and Event Support Provide all logistical, administrative, and financial support associated with set-up and conduct of the meetings, including but not limited to:

Inviting and coordinating participants Booking meeting space and necessary travel Administering travel logistics Facilitating meetings Recording notes and key takeaways from the meetings Obtaining refreshments

Administrative Support related to International Travel Provide administrative support for international travel associated with participation in MCC College events for up to 5 people/year throughout the 4-year project period.

SIG Leadership and Participation

ALTIF Project Tourism Investment Task Force* Frequency: Quarterly Working Groups (Land and Investment) Frequency: Weekly or every other week FoVEP Project FoVEP Task Force* Frequency: Quarterly Forest Governance Accountability Reform Team Frequency: Monthly Forest Management Reform Team Frequency: Twice per month Overall Program

* These two Task Forces will sit underneath the Advisory Council Solomon Futures Circle Frequency: Twice per year and ad-hoc, as needed Advisory Council Frequency: Annual and ad-hoc, as needed

Partner’s relationship to MCC and other implementation partners:

MCC’s Resident Threshold Director, who will be based out of Honiara, will play a central role in managing the CCPS Contractor.

Encourage partnering among firms and NGOs:

Each programmatic activity requires a distinct skillset and organizational capacity. Organizations which lack strong proficiency in each of the four programmatic activities are encouraged to consider subcontracting and teaming arrangements to fulfill all requirements.

CCPS Summary

Questions

Community Engagement Procurement

Objective of work Support establishment and maintenance of social license between investors and communities Build capacity of SIG to work with communities on social license in inclusive manner Identify best practices and lesson learned

Role of partner Focus on support to/building capacity of communities around social license/inclusive governance Facilitate inclusive decision making to promote long-lasting social license and benefit sharing

Need for coordination with industry-facing partner Set uniform expectations for investor and community Coordinate timing and content of messages to investor and community Cooperate in building SIG capacity

Overview of Community Engagement Sub-Activity Social License is a community's acceptance of an investor using nearby land as legitimate. Often social license includes sharing of benefits from the investment with the community members.

Community Engagement Cooperative Agreement focuses on educating and supporting communities throughout the process of reaching an agreement on social license between a community and investor. Social license is acceptance by a community of the legitimacy of an outsider (in this case investor) occupying and using nearby land in which the community has a historical interest. Often social license agreements will include the sharing of benefits from an investment with the community and its members.

We see community engagement, in this context, being about:

1) building trust with the community

2) setting appropriate expectations around the benefits that a community might realize from cooperation with a tourism investor

3) supporting the community to document social license agreements and putting in place appropriate monitoring mechanisms AND

4) facilitating the community to take advantage of training or skill development opportunities that promote the community's support for or participation in the tourism operation or investment.

The governance structure of the community can help the Community Engagement partner to identify communities where there is a greater chance of reaching agreement with an investor on social license. Building capacity around community governance is likely to be an important activity for the Community Engagement partner.

The Community Engagement partner will work with SIG officials to build capacity of the Ministry of Culture and Tourism on social license and to document best practices that can be replicated by SIG in the future.

Procurement colleagues to discuss procurement requirements and timeline.

Annual Program Statement (APS): Mechanism for fostering innovative partnerships with organizations that share common goals with MCC.

APS announces MCC’s Partnership Opportunity Statements and facilitates an open, fair, and transparent competition of funded partnership opportunities.

Intent is to award one or more cooperative agreements for each of the Partnership Opportunity Statements.

New APS Partnership Opportunity Statements will be published during Spring 2021 (date TBD).

Published as a “Notice of Funding Opportunity” (NOFO) on Grants.gov and promoted on MCC’s APS site.

Program sponsored by MCC’s Office of Strategic Partnerships (OSP) and managed/facilitated by the Contracts and Grants Management (CGM) Division.

Award Expectations and Requirements - What is the APS?

MCC APS Highlights

Individuals and MCC partner country governments may not apply.

Stage I: Concept Paper submission;

Stage II: Co-Creation (facilitated co-design sessions);

Stage III: Application; and Stage IV: Award

Stage I is open to all eligible organizations. Stages II through IV are by invitation only.

Substantial involvement means that, after award, scientific or program staff will assist, guide, coordinate or participate in project activities. Generally stated, under cooperative agreement awards, responsibility for the day-to-day conduct of the funded project rests with the recipient in implementing the funded and approved proposal and budget, and the award terms and conditions. Responsibility for oversight and redirection of the project, if necessary, rests with MCC. That being said, substantial involvement is a relative rather than an absolute concept. How involved MCC will be on a cooperative agreement project depends on the circumstances.

Community Engagement Procurement Details Anticipated Procurement Approach: 2 CFR 200 based, Notice of Funding Opportunity (NOFO) APS Solicitation via Grants.gov for a Cooperative Agreement.

Timeline:

~2-3 weeks after release of solicitation ~1 month after end of co-creation

We encourage partnerships and subawards among firms in order to cover the full scope of work for this requirement; this is one of the reasons we're publishing the attendee list.

We expect to further specify the budget range during Stage II: Co-creation.

This opportunity will not require a cost share.

Spring 2021 APS NOFO Solicitation Issued

Late May/Early June 2021 Stage I: Concept Paper

Early/Mid-June 2021 Stage II: Co-Creation

June – Early Sept 2021 Stage III: Full Application

Sept 2021 Stage IV: Cooperative Agreement Award

MCC Contracts vs Cooperative Agreements

A contract is used to acquire goods or services for MCC’s direct benefit.

A grant or cooperative agreement is used only when the principal purpose of the transaction is the accomplishment of a public purpose of support or stimulation which furthers MCC’s statutory mission.

With grants and cooperative agreements, MCC is not the primary beneficiary.

Cooperative agreements and grants are commonly referred to as “financial assistance” instruments.

Acquisition (CCPS) Assistance (Community Engagement) USG is client/buyer Solicitation phase: RFPs/RFQs posted on Beta.Sam.gov A contract is used to acquire goods or services for the direct benefit of the Government The Government exercises day-to-day operational control and oversight of the implementation USG is donor/sponsor Solicitation phase: RFAs/NOFOs posted on Grants.gov A cooperative agreement is used to provide support to accomplish a public purpose authorized under the US foreign assistance program Substantial involvement is expected but the Government’s control is limited

Acquisition vs. Assistance Awards:

Key Differences

Key differences between Assistance Awards and Acquisition Awards issued by the US government:

A. Acquisition -

1. Acquisition Awards - Solicitation Type:

a) Under Acquisition Awards:

The U.S. Government (USG) is the Client/Buyer and issues a Request for Proposal (RFP) or Request for Quotation (RFQ) Solicitation - which announces the intent to award a contract and specifies the service or product to be delivered, the criteria to be used, applicant qualifications, person-years anticipated, and deadline.

Interested organizations submit a proposal in response to a Request for Proposals (RFP)/Request for Quotation (RFQ) that states the Agency’s requirements and how the USG will evaluate and select the successful offeror/bidder.

Under acquisition awards the client is the “buyer” and Save the Children is the “vendor”

2. -Acquisition Awards - Design, Acceptance and Funding of the Award:

a) Under Acquisition Awards:

The project is designed by the client/Buyer and contractor responds with proposed methodology and budget, if the client approves the bid the project is executed thru the use of a contract between the client and Contractor.

3. Acquisition Awards - Client Involvement in Implementation:

a)Under Acquisition Awards:

Contracts :USG typically exercises a higher level of control over the partner in obtaining results.

B. Assistance -

1. Assistance Awards - Solicitation Type:

a) Under Assistance Awards:

The USG is the Donor/Sponsor and issues a Request for Application (RFA) or Notification of Funding Opportunity (NOFO) – which invites Interested parties to submit applications for USG assistance and explain what the application should contain, how it should be written, and the evaluation criteria to be used.

Interested organizations submit an application in response to an Annual Program Statement (APS) or Request for Applications (RFA) which usually provides a program description and how USG or the Pass Thru entity will evaluate and select the successful applicant.

2. Assistance Awards - Design, Acceptance and Funding of the Award:

a) Under Assistance Awards:

The project is evaluation criteria is created and designed by the recipient and upon acceptance of the application the donor/client provides funding for the project thru the execution of a grant or cooperative agreement.

3. Assistance Awards - Client Involvement in Implementation:

a)Under Assistance Awards:

Grants - USG does not need substantial involvement with the program implementation Cooperative Agreements - USG is substantially involved with the recipient in program implementation

Main Activities Outreach & Awareness Advisory Formalize Community Rights Inform communities about potential tourism investments on nearby land Set reasonable expectations for social license agreements on benefit sharing Promote inclusive decision making – women, youth, other disadvantaged groups Act as honest broker Facilitate discussions around social license Assist in documenting benefit sharing agreements Put in place benefit sharing agreement monitoring mechanisms Only in cases where needed to establish social license Obtain MCC prior approval for these activities

Three categories of Activities Listed in the slide. The specific tasks expected to be included in the RFA include:

Tasks:

1. Complete public outreach and awareness activities at a grassroots level – this is general outreach and awareness about project activities, opportunities for communities to cooperate with tourism investors, and setting reasonable expectations for communities on benefits and involvement in tourism operations.

2. Work with one or more community near targeted land parcels to inform community members of the specific details of a potential investment on nearby land, the possible role that the community may play to realize the investment opportunity, and how such investment may impact community members – outreach work under this task focuses more specifically on the actual opportunities that may arise based on expressed ideas of the interested tourism investor. The key here is to begin building trust and confidence of community members as you explain to community the opportunities that may be available.

3. As needed, work with a community to reinforce inclusive governance structures, as they may relate to social license decisions, and ensure gender equity in decision making and sharing of benefits related to any investment – Community Engagement partner should learn about the governance structure to ensure that it includes all elements of the community in decision making, as the establishment and maintenance of social license depends on getting buy in from all or most community members. If many community members are left out of the decision making process, social license agreements are likely to fall apart, which jeopardizes the long term viability of the tourism investment/operation and its ability to provide benefits to the community.

4. Coordinate activities and work together with other Project Implementers/SIG, to manage messaging around a specific investment opportunity and set a foundation for honest and equitable agreement on social license issues -- This task focuses on ensuring that all parties involved have the same understanding and similar expectations of the potential opportunities around a tourism investment and the responsibilities that come with any opportunities. Coordinating the content of messages delivered to the investor and the community is crucial to establishing a uniform understanding and expectations of the parties.

5. Provide advice to a community during discussions with an investor on social license issues related to a specific investment opportunity; ensure that the community as a whole is informed of progress in discussions and that community members agree with the process and the outcome -- Community Engagement partner to act as an honest broker in discussions around social license, facilitating understanding of community members, ensuring that all members are informed, and documenting agreements and assisting to establish monitoring mechanisms to ensure social license agreements are fulfilled.

6. Make community members and leaders aware of and/or facilitate needed training, through established training organizations or programs, that develop skills required to take advantage of opportunities presented by the tourism investment – Identify and facilitate training opportunities to help community members prepare for cooperation with a tourism investor and maximize benefits the community (members) can realize.

7. In selected cases, organize and support a community to formalize its customary land rights in cases where formalization is needed to reach agreement on social license with an investor -- MCC will approve this activity in a case by case basis, and only in cases where formalization of customary land rights is desired by the community and formalization is vital to establishment of social license between the investor and community.

8. Other tasks as may be required to achieve the social license objectives of the project.

Expertise and experience required implement these tasks:

1. experience working with indigenous communities

2. communications and public outreach skills at the grass roots level

3. negotiation, conflict resolution, and advisory skills

4. gender and social inclusion experience

5. project management experience

Partner’s relationship to MCC: MCC’s Resident Threshold Director in Honiara will play a central role in managing the Community Engagement Partner.

Local approach needed: MCC stresses a localized approach to community engagement that respects community relationship to land and community dynamics; local language skills will be important.

Coordination with other implementers: MCC requires deep coordination with other implementing partners:

SIG – on all social license issues to build capacity and knowledge Investor-Facing partner (International Public Org) – on land and social license Cross-Cutting Program Support Services contractor – on facilitated governance reform, monitoring and evaluation, and communications and meeting facilitation MCC encourages partnering among bidders: to ensure the most appropriate, innovative, and effective solutions.

Community Engagement Summary

In Summary:

MCC stresses a local approach to implementing community engagement activities. Deep understanding of the social environment and community context is needed to be successful.

Coordination with SIG and other implementing partners will be critical. ALTIF has multiple parties all working toward a common objective and coordination and cooperation is expected.

Finally, partnering with local NGOs and CBOs is encouraged to achieve the best and most sustainable results. This underpins the fact that local understanding and knowledge is key to success.

MCC understands that reaching agreements on social license is difficult work that takes some time. We are looking for partners that have a strong understanding of how to achieve social license in the Solomon Islands context.

Questions

Attendee list, Q&As, and all written event materials will be posted on beta.SAM.gov by next week. (If you do not want your contact info shared, email guoc@mcc.gov and naranjoj@mcc.gov by 2/26/21 @ 4 pm ET) It is the vendor's responsibility to monitor beta.SAM.gov and/or grants.gov (as applicable) for the solicitation/funding opportunity announcement.

Additional feedback on technical and procurement-specific issues may be submitted to the following POCs:

CCPS: Jackie Naranjo (naranjoj@mcc.gov), Cindy Guo (guoc@mcc.gov), and Dave Fuller (fullerdf@mcc.gov) Community Engagement: Regina Maxwell (Maxwellre@mcc.gov) and Yembeka Kapakasa (Kapakasay@mcc.gov) Attendees are encouraged to send in written feedback regarding areas for improvement for future MCC industry days.

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